Thesis (Ph. D.)--University of Wisconsin--Madison, 1972. / Typescript. Vita. Includes bibliographical references.

This study seeks to help fill the gap that exists in our knowledge of double‐shift schooling. The goal of this study is to critically investigate the experiences and perceptions of headmasters who are managing and leading double‐shift schools. The focus is on how double‐shift schooling is perceived as a management phenomenon by the principals of two schools in Namibia. This research is a case study of two schools, working in the interpretive paradigm. I used semistructured interviews and focus groups to explore participants’ perceptions of the management of double‐shift schooling. Findings suggest that managing double‐shift schools is more complex than managing single shift schools. For example, decision‐making in the double‐shift system is more complex due to the delay in decision‐making that is caused by the two separate sessions. The division of the school day into two sessions also results in less teaching time for the implementation of the official curriculum. This furthermore impacts negatively on the teacherlearner interaction time. These challenges are also experienced in all the other management tasks such as facilities, communication, planning, control and monitoring, human resource management as well as resource management and allocation. The findings of the study will hopefully inform policy‐makers in general but more specifically in Namibia so that they are in a better position when considering the educational and social factors when choosing double‐shift schools as an alternative intervention. The study may assist leaders in double‐shift schools to work against the negativity that surrounds double‐shift schooling.