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Visionary leadership strategies implemented by principals at good performing schools to improve the pass rate in grade 12Sobunkola, Emmanuel Adesola 02 1900 (has links)
Abstracts in English, Zulu and Swazi / This study aimed to investigate and find strategies that might improve School A's
Grade 12 results through the principal's visionary leadership. The theoretical
framework that informed this study was the school principal as a visionary leader,
which plays a critical role in ensuring the quality of teaching and learning is improved
by providing necessary resources for teachers and learners and creating a sound
culture of teaching-learning. Upper Echelon Theory's effectiveness is based on
strategic choices by visionary leadership and school performance principles that
served as the theoretical framework. A qualitative research approach was used for
this study, as it allowed the researcher to conduct in-depth interviews with ten school
principals in Ehlanzeni District, Mpumalanga, and examined relevant documents to
collect data. The research indicates that most schools acknowledge the importance of
visionary leadership and proved that there were many execution gaps in implementing
the intervention strategies that needed to be addressed, such as lack of effective
visionary leadership, lack of unity, support to teachers, monitoring of teaching and learning and recruiting quality teachers in Grade 12. The study recommends that
school principals need to implement more effective leadership, strategic planning and
implementation of policy, communication, parental involvement accountability,
effective monitoring and placement of quality teachers to teach Grade 12 learners. / Izindlela ezsetshenziswa ngothisha-nhloko abanobuholi obubhekela phambili
ekwenzeni ncono izinga lokuphumelela ebangeni leshumi nambili kuzikole
ezinemiphumela emihle. Lolucwaningo lugcile ekufunisiseni izindlela ezingenza
ncono izinga lokuphumelela ngamalengiso ebangeni leshumi nambili ngokuholwa
ngothisha-nhloko ababonela phambili izinto.Lolucwaningo lusekelwe ngolwazi
olutholakele kwabanye ababonise ukuthi ubukhona bukathisha-nhloko obukela izinto
phambili budlala inzima enkulu ekucinisekiseni ngezinga eliphezulu lokufundisa
nokufunda ngoku nikeza izinsiza zokufunda nokufundisa kubothisha nakubafundi
kanye nokwakha isiko lokufunda nokufundisa .I- ‘Upper Echelon Theory’,
ukuphumelela kwayo kusekeleke kuzindlela nakuncubo-mgomo yabaholi abanombono. Lolucwaningo olukhethekile lokuthola ulwazi ngokukhulumisana nalabo
abathinteka-ngco ivumela ukuthi uhlolo lwenziwe ngendlela yamanje
yobuchwepheshe ngokukhulumisana nabothisha-nhloko abalishumi kusiyingi sase-
Ehlanzeni, e-Mpumalanga, nokuthola eminye lanemininngwane ezincwadini zesikolo
. Lolucwaningo luthole ukuthi abahlanganyeli abaningi bavumelana ngokuthi othishanhloko
abanemibono babalulekile ekucinisekiseni ukuthi izindlela ezintsha
zokuphumelelisa imiphumela; ukuncenga othisha abasezingeni eliphezulu kudinga
ukwakhiwa .Lolucwaningo lusekela umbono wokuthi izikolo zidinga othisha –nhloko
abazocinisekisa ukusethenziswa kwezindlela ezintsha kanye neku heha othisha
abasezingeni eliphezulu ukuze bafundise abafundi bebanga leshumi-nakubili ukuze
kukhushulwe imiphumela yebanga leshumi nakubili. / Tindlela letisentjentiswa ngubothishela-nhloko labanemibono kwenta ncono lizinga
lekuphumelela ebangeni lelishumi-nakubili etkolweni letinemiphumela lemihle.
Lelicwaningo ligxile ekufunisiseni tindlela letingenta ncono lizinga lekuphumelela
ngemalengiso elibangeni lelishumi nakubili Lelicwaningo lelikhetsekile lokutfola lwati
ngekucocisananalabo labatsintseka-nco kuloko lokukhulunyiswana ngako, ivumela
nekutsi lokucocisana kungentiwa ngetindlela tamanje tebuchwepheshe
ngekukhulumisana nabothishela-nhloko labalishumiesiyingini sase-Ehlanzeni,
eMpumalanga, nekutfola leminye mininngwane etincwadzini tesikolwa letigciniwe.
Lelicwaningo litfole kutsi labahlanganyeli kulelicwaningo bayavumelana ngekutsi
bothishela-nhloko lababukela tintfo phambili babaluleke kakhulu ngobe ngibo
labacinisekisa kutsi kusetshentiswa kwetindlela letisha nekuheha bothishela labasezingeni lelisetulu kuyayikhuphula miphumela yetikolwa. ngekuholwa
ngubothishela-nhloko lababonela tintfo phambili. Lolucwaningo lutfole kutsi kuliciniso
kutsi bothishela-nhloko lababonela tintfo phambili bayakwati kutsi kuheha bothishela
labasezingeni lelisetulu nekusebentisa tindlela letihlukahlukene ekufundziseni kuyayi
phakamisa imphumelelo yebafundzi nemiphumela yesikolo. / Educational Management and Leadership / M. Ed. (Education Management)
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Mission statement and management of private tertiary religious institutions in Eastern and Southern AfricaKibuuka, Hudson Eddie 06 1900 (has links)
The region of Eastern and Southern Africa has recently experienced an unprecedented
development of private tertiary institutions. Most of these institutions are established by
religious organisations which, since the inception of education, have been involved in
operating educational institutions of lower levels. Although referred to as private
institutions, which by definition would imply funding other than the government sources,
these private institutions find themselves, at times requesting the government to fund
their development as well as their operations.
This study sought to investigate if these private religious institutions have unique raison
d'etre expressed in the form of mission statements. The study also investigated the nature
of their management and the management structures in practice.
The literature reviewed indicated that private religious institutions have a unique mission
based on their basic concept of education and their world view. They seek to pursue and
inculcate specific values. Operating in a competitive environment, however, in which
their competitors do receive funding from the government makes the private institutions
vulnerable to hardships.
The study was conducted using qualitative research approach in three countries, namely
Kenya, Uganda and Zimbabwe; involving all degree granting recognised private
religious institutions in the sample and focussing on the management. The respondents
were chosen by elite purposive and snowball sampling. The main data collection method
was the interview. However, document analysis, observations, and a questionnaire were
also used.
The findings from the data indicate that private religious institutions have unique
missions although they are, at times, not expressed in the form of mission statements. As
a result some of the stakeholders, including those involved in management, don't get to
know what their institutions' missions are.
The study concludes by emphasising the development of clear mission statements
involving the stakeholders in the process and having the mission statements widely
disseminated. It is also recommended that training in management is important for the
managers of the institutions at the various levels. A model of management is proposed
for streamlining the management of the institutions considering the requirements of the
national governments as well as those of the religious proprietors. / Educational Studies / D. Ed. (Educational Management)
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Mission statement and management of private tertiary religious institutions in Eastern and Southern AfricaKibuuka, Hudson Eddie 06 1900 (has links)
The region of Eastern and Southern Africa has recently experienced an unprecedented
development of private tertiary institutions. Most of these institutions are established by
religious organisations which, since the inception of education, have been involved in
operating educational institutions of lower levels. Although referred to as private
institutions, which by definition would imply funding other than the government sources,
these private institutions find themselves, at times requesting the government to fund
their development as well as their operations.
This study sought to investigate if these private religious institutions have unique raison
d'etre expressed in the form of mission statements. The study also investigated the nature
of their management and the management structures in practice.
The literature reviewed indicated that private religious institutions have a unique mission
based on their basic concept of education and their world view. They seek to pursue and
inculcate specific values. Operating in a competitive environment, however, in which
their competitors do receive funding from the government makes the private institutions
vulnerable to hardships.
The study was conducted using qualitative research approach in three countries, namely
Kenya, Uganda and Zimbabwe; involving all degree granting recognised private
religious institutions in the sample and focussing on the management. The respondents
were chosen by elite purposive and snowball sampling. The main data collection method
was the interview. However, document analysis, observations, and a questionnaire were
also used.
The findings from the data indicate that private religious institutions have unique
missions although they are, at times, not expressed in the form of mission statements. As
a result some of the stakeholders, including those involved in management, don't get to
know what their institutions' missions are.
The study concludes by emphasising the development of clear mission statements
involving the stakeholders in the process and having the mission statements widely
disseminated. It is also recommended that training in management is important for the
managers of the institutions at the various levels. A model of management is proposed
for streamlining the management of the institutions considering the requirements of the
national governments as well as those of the religious proprietors. / Educational Studies / D. Ed. (Educational Management)
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