The study deals with the management of discipline in a post corporal punishment environment in South Africa through a case study of selected primary schools in informal settlements in the North West Province. The following research questions were formulated:  What is the current thinking and practice of discipline in the primary schools in the informal settlements in the North West Province?  Which disciplinary measures and procedures are currently used in the selected primary schools?  How effective are the current management strategies of discipline used in the selected primary schools?  How can recommendations assist educators in selected primary schools to deal more effectively with disciplinary challenges? A literature review on the management of school discipline provided a conceptual framework for the empirical inquiry and indicated a lack of empirical studies on the management of discipline in primary schools in informal settlement in the North West Province. This matter is dealt with mostly frequently at high school level. An empirical study using qualitative research methods explored the management of discipline in twenty sampled primary schools in informal settlements in the North West Province, selected through purposive sampling. Data were gathered by in-depth interviews and focus groups with educators, principals and School Governing Body chairpersons. Data were categorized into themes. Findings showed that some educators still view corporal punishment as the most appropriate strategy to deal with ill-disciplined behaviour in schools; hence corporal punishment is still rife in some of the sampled schools. However, other participants agree that corporal punishment should not be accommodated as stipulated by the South African Constitution and other legal frameworks, instead effective alternative strategies should be deployed to handle ill-disciplined behaviour. Inhuman and outdated approaches should be avoided. Diverse ways of dealing with discipline which are goal oriented and foster good relations between the learner and the educator should be implemented. Sound relations in turn lead to the production of learners with the potential to become good citizens. Based on the literature and empirical inquiry, recommendations were made which advocate educator training on handling discipline in primary schools and the design of effective strategies to maintain sound discipline. / Educational Leadership and Management / D. Ed. (Education Management)

A quantitative, descriptive method was used in this study. A purposeful sample of 239 (N=239) participants was chosen. At a theoretical level, the study provided insight into the causes of stress among educators, the impact of stress on them and the influence of school management teams to support educators in the management of their stress. The literature review confirmed that stress of educators is caused by internal and external factors. It also confirmed that stress may lead to physical and mental illnesses and may influence the emotional state of an educator. The literature confirmed that where school management teams support educators, it reduces the stress levels of the educators. From an empirical perspective, the study confirmed that external factors such as long working hours and workload do have an impact on the educator’s stress levels. This then leads to educators feeling irritated, exhausted and burned out. On the role of school management teams supporting educators to manage the stress levels, the empirical outcome was neutral. / Educational Management and Leadership / M. Ed. (Educational Management)

DEd (Educational Management) / Department of Educational Management / The study investigated the effectiveness of information collected through the SASAMS form in the Department of Basic Education in John Taolo Gaetsewe District in the Northern Cape. The research adopted the two research paradigms, namely, positivism and interpretivism. The research is situated within theories of leadership and organizational effectiveness. The mixed methods research design was used in this study. The study used the survey, interviews, documentary analysis and observation as research methods. The population comprised 171 schools in John Taolo Gaetsewe District. A simple random sampling procedure was employed to get a sample of 30 schools comprised 240 teachers, 3 teacher union representatives and 5 school governing body (SGB) members. Purposive sampling technique was also employed to choose 6 school principals and two EMIS Unit personnel. Qualitative data was generated through interviews, observation and documentary analysis. A survey was administered to obtain quantitative data. Statistical Package for Social Sciences (SPSS) version 24 was used for statistical information. Grounded theory was also employed, and it further provided a descriptive framework which assists in the understanding of a phenomenon that was being investigated. It was established that there were big disparities between enrolment figures declared and the actual ones that prevailed in schools. The study recommends that Circuit District Offices should constantly check and monitor the existence and maintenance of data source documents in schools in order that correct enrolment figures are maintained in schools at all times to enable effective planning processes. The SA-SAMS form should also incorporate a mechanism for detecting ‘ghost personnel’ and ‘ghost learners.’ The study further recommends the linking of HRMS and SA-SAMS tools to play complimentary roles so as to curb malpractices bedeviling the DBE. Additionally, the DBE should consider revising the policy where schools are allowed to factor in a 10% enrolment increase as it creates a good foundation for data falsification by unscrupulous officials. / NRF

The management of school finances is one of the major responsibilities facing principals and School Governing Bodies (SGBs) since the implementation of the South African Schools Act (SASA) in 1996. Schools and their governing bodies have broad financial responsibilities, including managing funding from the respective provincial department, setting and managing school fees, preparing the school’s budget as well as raising additional funds to augment the school budget. As democratically elected structures, School Governing Bodies stand to account to various stakeholders for public funds they manage. The South African Schools Act of 1996 provides guidelines on how schools should manage their finances - roles and responsibilities of individuals entrusted with school funds are also outlined. This study was undertaken to determine the extent of accountability and transparency practised by some Johannesburg South primary schools in managing school finances. A comprehensive literature study was explored, encompassing different aspects or components of financial school management such as budgeting, financial organisation as well as financial control and reporting. This study employed a qualitative research methodological approach. In order to establish the issue of accountability and transparency in managing school finances, semi-structured interviews were conducted to principals, SGB members, finance officers and finance committee members of various selected schools. Data were qualitatively analysed and findings from the study objects revealed that some schools lack accountability and transparency in managing their finances - SGBs experience major challenges in executing their financial responsibilities. Results further delineated that insufficient training of SGB members, overlapping responsibilities and dysfunctionality of finance committees are some underlying factors that hinder schools from managing their finances efficiently, effectively and economically. / Educational Leadership and Management / M. Ed. (Education Management)

The purpose of this study was to undertake an investigation into the investigation into the management of Grade 3 mathematics curriculum in a Transformational leadership Approach in Johannesburg East public school which is in D9 District of the Gauteng Department of Education. The role of the Leader in the school is to make sure the educative function us carried out to the desired level. Curriculum management referred to the provision of effective leadership and supervision by HOD's and other education managers of the activities of teaching staff in a school in order to maximize the effectiveness and efficiency with which the curriculum is delivered. The managers must ensure that quality teaching and learning is being provided and it is the responsibility of all education managers. A qualitative approach was undertaken to enable the researcher to explore the experiences, feelings and perceptions of the educators, Heads of department (HODs) and Deputy Principals to have a wider and richer assortment of current, valid and relevant data of how management of Grade 3 Mathematics in curriculum in Transformational Leadership approach. The quality of teaching in schools strongly influences levels of pupil motivation and achievement, Fullan (2001). The managers in schools has been consistently alluded to as the most significant factor in the success and quality of the school’s improvement process (Petersen, 2001: 159) The data collected for the research was analysed by using qualitative techniques and the findings showed that through the responses from the educators, Heads of Department, Principals showed that not enough support was given by the Department, workshops presented were not enough and educators , HOD and Deputy Principals were unable to implement as required. Educators felt that they did not receive proper and enough support from the SMT as the SMT was not fully equipped to support them. The HOD and Deputies responded that they felt limited in taking part in the Grade 3 mathematics curriculum transformational approach as educators were confined to a classroom management style of thinking. The deputy principal, the heads of department and subjects heads in primary schools as formal leaders, all have crucial responsibilities in assist the principal in meeting the school’s instructional goals. / Educational Leadership and Management / M. Ed. (Education Management)

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