This research is an empirically based, comparative study of the inspectorates in two high profile areas of public concern, the education and police services and explores the realities and complexities of an increasingly politically favoured instrument, inspection, in regulation regimes. It uses case study methodology and data collected by semi-structured interviews and textual analysis of literature, and reports and other documents published by the two inspectorates and associated organisations. The study has the aims of contextualising the role and place of the inspectorates and of establishing if they are an aid to the achievement of accountability; whether they are independent assessors; and whether any aid given could be extended to a wider population of ”stakeholders”. It seeks to identify ways that any benefits given could be increased and to relate the findings to other scholarship and draw out new insights, particularly those relating to the factors which determine the nature of the regime. Considerably more conflict was revealed than might be expected within and between organisations commonly funded by the public purse. Four methods of resolving this were detected, “co-operation”, “constraint”, “collaboration” and “compromise”. The inspectorates give definite assistance to the accountable parties by the information they provide but this is restricted by their being agents of Central Government control rather than independent assessors. Greater assistance would be given (including that offered to a wider population of stakeholders) if they were made truly independent. Multiple factors were found to determine the punitive nature of regimes, by far the most important being Central Government’s attitude and wishes. Intensive, rigorous inspection is seen as the favoured way ahead in the short term but its extensive use in the longer term is challenged, given an improvement in the line management of public services and the establishment and extension of the use and influence of credible Performance Indicators

D.Ed. / The individual's right to basic education is entrenched by Section 29 of the Constitution of the Republic of South Africa. Section 12 of the 1996 Schools' Act compels the state and each of the nine provinces to provide public schools out of funds provided for that purpose by the provincial legislature. Education is therefore a right and the state is compelled to provide the education. The constant growth in the demand for education and the amending of educational problems inherited from the apartheid era, have a substantial impact on available state and provincial financial resources. Education is expensive and the state contribution to education is dwindling, due to the enormous demands made by other state responsibilities. The Legislator has, through founding and implementing the system of governing bodies (Sections 20 and 21 of the SASA of 1996), handed the responsibility of education in the community, and the governance of and control over such education, to the parents. In the school the principal is the professional manager of education and is accountable to the local education authority. Individuals from the community, possessing certain skills and competencies, are needed to make the system of governing bodies work. The skills and competencies needed from the community, are those the schools lack, such as business experience, and financial expertise. The necessary personal experience and qualities are easy to come by in the more advanced middle class and upper class communities. The poor and less advanced communities suffer from a lack of higher order skills and competencies. These communities are not -iionly poor in materiality, but also poor with regard to skills, competencies and business experience. The control over the school's finances is one of the more sensitive areas when discussing the control responsibility to be exercised by the governing body. The principal, as professional manager of the school, is also the administrative manager. His duties include the managing of the school fund. The responsibility of the governing body is to make sure that the school fund is managed optimally so that learners, parents and community benefit.

D.Ed. / The transformation of the education system in South Africa is unavoidable due to social transformation in a newly democratised state. The newly established Gauteng Department of Education had to face challenges since 1994 to promote quality education, ownership and stability due to the fragmentation and diversity in communities and schools. In order to restore the culture of service delivering and to promote teaching and learning in schools, it is vital for schools to be provided with resources and conditions that are conducive to quality education. Trained educators and effective management of schools are equally important to ensure that learners receive the best quality education. Total quality school management provides the key to the solution, because the spiral of development, which includes constant monitoring and evaluation throughout the planning, leading and implementation cycles. Total quality school management is an integral part of delivering effective and efficient service. Total quality school management refers to the action, processes and structures necessary to ensure the delivery of highest quality of service to the clients. Total quality school management cultivates the appropriate partnerships and networks in service of the clients. In South Africa the indicators of these frameworks are invariably slanted toward issues of equity, efficiency and redress, but should largely be structured toward the improvement of service and education.

M.Ed. / The purpose of this research was to investigate the challenges facing the Development Support Grouping (DSG) in the implementation of the Integrated Quality Management System (IQMS). Based on this, the researcher sought to present guidelines to improve the process of educator evaluation. The Integrated Quality Management System is a national policy aimed at increasing productivity among educators. IQMS comprises three programmes namely: Development Appraisal (DA), Performance Measurement (PM) and Whole school Evaluation (WSE). The three programmes ought to complement each other and run concurrently. The role of the Development Support Groups (DSG) is of cardinal importance in the implementation of IQMS. Because of the tremendous challenges inherent in IQMS and the fact that the DSG are responsible for baseline and summative evaluation, it is necessary to ascertain the challenges that the DSG are likely to encounter whilst exercising their roles and responsibilities during the implementation of IQMS. The research concentrated on schools in the Vryheid District of KwaZulu- Natal. The quantitative research methodology was employed to elicit the perception of educators with regard to the implementation of IQMS in schools as well as the challenges facing the DSGS. The findings of the research were clustered according to the four sections of the questionnaire. Some of these findings were: • A large majority of educators in Vryheid District seem not to understand the purpose of IQMS. • A higher percentage of respondents do not believe that the training they receive had prepared them for implementing IQMS. • Most respondents do not strongly agree that WSE evaluates the effectiveness of school in terms of national goals. • A smaller percentage of respondents agreed that WSE provides feedback as a means of achieving continuous improvement. • Most educators believe that lesson observation is necessary for educator development. • The contribution of the DSG towards educator development is of a limited extent. • Educators do not have sufficient time to serve on DSG.

This study aimed to investigate the innovation practices and the factors contributing to innovativeness in Bah&ccedil / eSehir Science and Technology High School (BSTHS). The study was designed as a case study and different qualitative data collection techniques were used to collect the data. 17 participants of this study were chosen among administrators, science and mathematics teachers and 4 students. The study documented both managerial and academic innovations at the School. Besides, the factors contributing to innovativeness at BSTHS were documented. Research findings show that the BSTHS was successful in establishing a place within the Turkish Education System as a new and original education institution. The BSTHS administration is working on, based on an effective leadership, providing most suitable conditions for education and learning, and they are doing that with a participatory administration approach. Beyond that, they constructed an effective network with the support of the Bah&ccedil / eSehir University towards the development of the school in line with its targets. According to the research findings, foremost aspects that make the BSTHS innovative and original are a new curriculum, an individual-based education system, application of new technologies in education and learning processes and the establishment of the institution as a self-learning organization. It is argued that different factors (e.g., leadership, participative management, social interaction, knowledge share) are combined with quality inputs (e.g., students, staff, technology, physical infrastructure) have contributed to the creation of a culture of innovation. Hence, it is concluded that extensive physical or financial resources are not enough to accomplish innovativeness. Besides, a culture of innovation needs to be cultivated in order to accomplish innovation.

The purpose of this study was to investigate the relationship between teachers&rsquo / intentional, emotional, and cognitive readiness for change and perceived faculty trust in colleagues, in principal, and in clients (students and parents).The study was designed as a correlational study and the participants comprised of 603 teachers working at primary and secondary level public schools selected from the four school districts in Ankara via cluster sampling. For the data collection, newly developed Readiness for Change Scale and Turkish adaptation of Omnibus T-Scale were utilized. Both descriptive and inferential statistics techniques (Canonical Correlation) were used for the data analysis. Confirmatory factor analysis for Readiness for Change Scale and Omnibus T-Scale were also performed within the scope of this study. Descriptive and inferential statistical analyses were performed by the software PASW Statistics 18 while the confirmatory factor analysis was performed by the software AMOS 4. The results of the study revealed that teachers&rsquo / readiness for change and perceived organizational trust were significantly correlated with each other in a way that intentional, emotional, and cognitive readiness for change were all associated with teachers&rsquo / readiness for change and contributed significantly in perceived organizational trust. Conversely, the results indicated that perceived faculty trust in colleagues, in principal, and in clients (students and parents) are all correlated with perceived organizational trust, and contributed significantly in teachers&rsquo / readiness for change. Consequently, the results of this study revealed that organizational trust is an essential internal context variable, which is correlated with teachers&rsquo / readiness for change. In this respect, the decision-making body of educational organizations, MONE, and schools should undertake necessary precautions to empower trust-based relationship within the teacher, principal and client (students and parents) triangulation for effective implementation and desired outcomes of the change interventions.

The purpose of this study was to explore the relationship between teachers&rsquo / sense of efficacy in student engagement, instructional strategies, and classroom management and perceived openness to change in schools as regards willingness of the teachers to embrace change and teachers&rsquo / perception related to principal&rsquo / s openness to change, and teachers&rsquo / willingness to respond to community pressure for change. The research was designed as a correlational study and participants of the study consisted of 552 teachers working at primary and secondary level public schools selected from the four school districts in Ankara. Cluster sampling approach was used in selecting the overall sample of the study. In order to measure teachers&rsquo / sense of efficacy and their perceived openness to change in schools, Turkish adaptation of Teachers&rsquo / Sense of Efficacy Scale (TSES) and newly adapted The Faculty Change Orientation Scale (FCOS) were utilized in the research as data gathering instruments, as well as the administration of a demographic survey. For the data analysis, both descriptive and inferential statistics techniques (Canonical Correlation Analysis) were used in the study. Exploratory Factor Analysis was also performed for Faculty Change Orientation Scale and Teachers&rsquo / Sense of Efficacy Scale to ensure construct validity of the instruments. The results of the analyses in the study indicated that there is a low relationship between teachers&rsquo / sense of efficacy in student engagement, instructional strategies, and classroom management and perceived openness to change in schools as regards teachers&rsquo / willingness for change, teachers&rsquo / perception about principal&rsquo / s openness to change and teachers&rsquo / willingness to respond community pressure for change.

The purpose of this study was to examine the manifestations of curriculum change on organizational culture of a primary school, with a specific focus on the culture of teachers. In this study, phenomenological design was used to investigate what meanings teachers attached to the changing nature and structure of their work, through the examination of the organizational culture of one primary school located in Ankara. Data were collected through face-to-face semi-structured teacher interviews aiming to find out the meaning of curriculum change and its manifestations on teacher culture for them. Findings revealed that although teachers perceived the change as a threat at the initiation process due to their experiencing lack of choice, they later expressed approval of the values and beliefs of the constructivist curriculum. However, when their meanings and perceptions regarding implementation are examined, it seems that the constraints regarding implementation are more decisive than these values and beliefs. Besides, it was found that teachers mostly defined factors outside them as constraints to their implementation of the curriculum, such as physical limitations or insufficient in-service training. Finally, findings showed that the working lives of teachers outside the classroom manifested change especially in aspects like lesson planning and preparation, and cooperation among teachers.

M.Ed. / The last decade constituted a period of great discovery and change for education all over the country. This called for policies for transformational leadership. Kouznes and Posner(1995:130) indicates that "high policy - that is, major change in a society's sense of direction - is first shaped in an anchoate consensus reached by the people at large." The policies for effecting change in schools are drawn but the problem is: are those policies communicated well to the schools community and stakeholders, are they well understood, are they implemented effectively for the benefit of all involved? It is time that all transformational policies drawn at all levels as agreed upon be implemented in a coordinated way. According to Telford(1996:8-9), "transformational leadership acknowledges that in today's challenging and demanding educational climate of constant and turbulent change, no single person alone is likely to have the combined capacities necessary to engage in effective leadership. It can be legitimately argued, that in empowering a range of people within the school community - educators, learners, parents and others as 111 appropriate, a combined richness of educational thought and activity, superior to that of any single leader can be achieved. "That is, leadership at its best is a shared venture engaged in by many". This has concentrated on these policies that need to be implemented to effect change. The findings are also that there are policies for transformational leadership in place but the in adequate training makes it impossible for effective implementation. Therefore, the aims objectives of this study are summarised as follows: To determine the extent to which policies guide the transformational leader to effect meaning full change(s). To establish the extent to which change involves the collaboration of the transformational leader and the followers. The determine how implementation of policies take place at the school site. To determine whether support systems are offered by district offices officials to principals and educators regarding interpretational and implementation of policies. Through qualitative and quantitive research,questions and statements, the researcher was able to do some findings as far as transformational policies are concerned. The study concludes on a few recommendations that enough information and training should be given to all stakeholders for effective implementation hence creation of change that would take schools into the 21' century.

M.Ed. / The main aim of the inquiry looked at community education, in this regard being the empowerment of school communities in effective and efficient running of schools for the new education system adopted in South Africa. The introduction of the South African School Act to meet the demands of the country's constitution, necessitates community involvement for shared-decision making, and fully informed participation by all stakeholders in the running of our schools. In empowering school communities, problems experienced by teachers, parents, learners, governing bodies relating to suspensions and expulsions of African learners were addressed, and an insight into stakeholders' roles was explicitly outlined. The contribution therefore, of this study, is the identification of sources of frustrations and troubles experienced in this regard. The findings provide school communities with a clear exposition of the roles and functions of stakeholders. Power implementation, in expulsion specifically, is clearly indicated to be on the Head of Education, which if perceived unfair can be appealed through the Member of the Executive Committee for Education in the Province. No management team, no governing body or a parent has the right to remove a learner from a school through whatever route — mutually agreed upon by other stakeholders — unless confirmation of that removal is from the HoD, but also with a placement of that learner into another school followed by a support structure created for him/her. All stakeholders will be aware of what the right of education refers to after reading through this research as recommendations clarified. Therefore, the field investigation clarified some of the typical problems about suspension and expulsion experienced by the research sample.