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The aim of this study was to determine the views of the Transkei College of Education (TCE) lecturers concerning the principles that should guide a quality assurance (QA) policy of the academic programme of the institution. To address this, five sub-questions were raised, dealing with respondents' perceptions on: generic or specific skills; involvement in drafting teacher education outcomes; the criteria for outcomes' assessment; programme monitoring and the handling of the results of the monitoring process. This case study, was conducted at TCE, in Umtata. Data were gathered by using a self-administered questionnaire distributed to all college lecturers, resulting in a (64%) return rate. Participating lecturers' responses revealed that they preferred that the teacher education programme contained both generic and specific skills/outcomes; that such outcomes be developed by stakeholders, the most important of which should be mastery of subject matter to be taught. The respondents' regarded the establishment of a committee to oversee the self-evaluation process as the most important criteria to be used in the process of self evaluation, while senior members of staff take on the responsibility of monitoring self-evaluation processes. The respondents felt that the results of self-evaluation should be used to improve and develop the programme. Overall, the respondents exhibited a good understanding of the principles that should guide the development of both the college's educational outcomes and a QA system for the college. The respondents also showed alacrity of thought regarding the important elements in the development of criteria and outcomes for the programme offered at the college, as well as for the assessment and monitoring of the programme to ensure quality. The study therefore, recommends that practical steps be put in place for the review of the educational outcomes of the college - which of necessity will entail maximum stakeholder participation - both from within the college and outside. Furthermore, it is also evident from the results of this study that the college is ready for a quality assurance system for its academic programme. / Thesis (M.Ed.) - University of Natal, Pietermaritzburg, 1999.

Change is the single most important element of successful business management today. To remain competitive in increasingly aggressive, competitive and dynamic markets, organizations have to adopt a positive attitude to change. Ignoring or trivializing changing trends can be very costly. The best organizations are the trendsetters that monitor the environment, embrace the need for change and effectively lead change in order to survive. Effective management of change is, therefore, of great importance if organizations are to stay ahead of rivals and attain a sustainable competitive edge in the industry (Heller, 1998). The main focus of this dissertation is to evaluate the management of transformational change at the National University of Lesotho (NUL), with the intention of formulating management of change strategies that NUL can adopt for the successful implementation of its strategic transformational change process. The text further explicates the correlation between leadership, change and the management of change within the context of NUL's ongoing transformational change process. A case study approach has been used to conduct the research. The report has been divided into five chapters. Chapter One provides the background to the study as well as the research methodology that has been employed to conduct the study. It further provides a brief outline of the structure of the dissertation. Chapter Two describes the theoretical framework of the change process, management of change and implications of different leadership traits on the management of transformation change in transforming organizations. The theoretical framework forms the foundation on which the study has been based and also provides guidelines and benchmarks of the management of change strategies that NUL can use for the successful implementation of its strategic transformational change process. At the end of Chapter Two, a case analysis model has been developed to conduct the case analysis in Chapter Four. In Chapter Three, a brief overview of an evolutionary background to the study problem is provided. The chapter also provides a critical analysis NUL's strategic transformational change process. Chapter Four offers an evaluation of NUL's strategic transformational change process. The discussion is based on the case study change model developed at the end of Chapter Two. It also highlights on the strengths and weakness of the NUL's change process. Lastly, in Chapter Five, recommendations emanating from the analysis conducted in Chapter Four, are outlined as suggestions what NUL can do and things that it should avoid doing if it is to achieve the objectives and goals of its transformational change successfully. Moreover, the chapter concludes the dissertation by providing a summary of the entire case study and maps the way forward for NUL to meet its strategic objectives and goals, as well as achieve a successful transformational change process with long-term strategic development. / Thesis (MBA)-University of Natal, Durban, 2003.

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This study was designed to determine: (a) the nature and extent of programmatic changes that occurred in the nine Indiana "High Schools That Work" pilot sites, (b) how the implementation of these changes has impacted administrative roles and responsibilities, and (c) whether the principal's role is different in program implementation when another educator is directly responsible for a specific school-improvement initiative. Questionnaires were mailed to principals and site coordinators at each pilot site, and personal interviews were subsequently conducted with each of them.Findings and conclusions were:1. All pilot sites used some form of integrated, non-linear planning. Integrated, non-linear planning helped pilot-site principals and site coordinators gain support for their programs and implement a greater number of changes than the researcher expected to find.2. Communication and finding time to plan were the two most significant planning problems. When there was a breakdown in communication among constituent groups, the level of support for various initiatives diminished. Releasing teachers from classroom activities to plan this initiative provided help in the planning process.3. Administrators at each school incorporated programmatic changes to reflect changes in philosophy, curriculum, and instruction. These changes included: (a) raising academic expectations, (b) eliminating the general track, (c) revising curriculum and instructional techniques, (d) integrating subject areas across academic disciplines and between academic and vocational subjects, (e) restructuring guidance programs, (f) collaborating with business communities, (g) modifying student assessment methods, and (h) changing the structure of the school day. Changes made through the "High Schools That Work" initiative have impacted all constituent groups affiliated with the pilot-site schools.4. Educators in dual roles of principal and site coordinator maintained direct control of their projects, and their time commitments were significantly greater than those of principals at schools with separate site coordinators. In situations where a site coordinator was present, the principal primarily assumed the role of supporter. This support role was especially critical with regard to communication and problem-solving.5. When there was no separate site coordinator, the principal assumed a broader range of responsibilities and acted as initiator, supporter, facilitator, and problem-solver for the initiative. When a site coordinator was present, the principal delegated power and leadership responsibilities to him or her. / Department of Educational Leadership

This study sought to determine the beliefs of curriculum directors within the public school districts of Indiana with regard to the purpose of education and to the impact of high-stakes testing. The six cultures of curriculum described by Joseph et al. (2000) were utilized to provide the lens through which curriculum directors could view the overall curriculum of their individual districts. For the purpose of this study, the curriculum director was defined as the person at the district level most responsible for the organization and implementation of the curriculum. The researcher first sought to determine the culture supported personally by curriculum directors and the culture believed to be most prevalent within their districts. In relation, the researcher further wished to learn if directors believed high-stakes testing served a valid purpose within the context of their personally supported culture or the one perceived to be most prevalent. Finally, the researcher sought to determine if directors believed the pressure to perform well on high-stakes tests had an influence upon their decision-making in relation to curricular changes. Data from 136 (46.6%) of Indiana’s 292 public school districts showed Constructing Understanding, defined as “Developing in students the ability to think independently and to build knowledge from the information they gather through observation and collaboration” (Appendix E), was selected by 64.4% of the respondents as the curriculum culture most in agreement with their personal beliefs. When asked to identify the curriculum culture perceived to be most prevalent within their school districts, Training for Work and Survival, defined as “Providing students the necessary skills to allow them to be both effective and adaptive in the workplace and in society” (Appendix E), was selected by 66.9% of respondents. With respect to perceived pressure related to high-stakes testing, 73.5% indicated the pressure significantly impacts or has the greatest impact on my decision-making; 73.7% felt significant to extreme pressure for their students to perform well on ISTEP+ and the ECAs; and, 63.6% reported feeling moderate to extreme pressure to encourage teachers to teach to the test. / Department of Educational Leadership