M.Ed. / High demands in education are set by a complicated and rapidly developing society. Due to better techniques and changing circumstances the task of the principal as well as his management team has become more complex. The management team no longer needs to be reactive to changing circumstances. A pro-active approach such as strategic management can be followed. Strategic management demands that the school management team develop a strategic plan. The mission must be formulated in conjunction with all interested parties. Once the main aim has been compiled, an analysis of the internal environment of the school should take place in order to determine strong and weak points. It now becomes the urgent task of the management team to pay attention to the following aspects, namely: structure, culture, climate, resources, manpower and marketing in order to determine the prevailing situation in the school. Analysis of the external environment should guide the management team to pinpoint the opportunities and threats present in the school environment. A clear mission and an awareness of the school's strong and weak points, as well as the opportunities and threats should lead to the development of aims and objectives. This in turn leads to establishing a common ground for meaningful functioning within the school. It becomes the task of the management team to consider alternative strategies for the execution of the school's aims/objectives. After careful consideration of alternative strategies a choice has to be made as to which strategy should be followed. This strategic plan must be changed into a practical plan. It is essential that the objectives of the strategies are carefully formulated. This in turn leads to the implementation of short term functional activities. A policy framework is developed wherein decisions must be taken and this becomes a barometer as to how all the set aims/objectives are to be achieved. The institutionalization of the policy demands a thorough reflection of organisation structure, leadership, culture and the various means of recognition. Strategy and structure should complement each other. Several structures and their suitability should be considered for strategy implementation. Successful strategy implementation demands strong leadership characterized by personal example. Strategic management is a participative management process. The value of visible management can never be overemphasized. Successful implementation demands that there be clarity of present and envisaged school culture. School culture and the chosen strategy must complement each other. Recognition is an important part of strategical implementation and will motivate staff, which will lead to success. The last part of the strategic management model is the evaluation of performance and the control of work activities. Control follows planning. It ensures that the school achieves what it set out to accomplish. Just as planning involves the setting of objectives along with the strategies and programs necessary to accomplish them, the control process compares performance with desired results and provides the feedback necessary for management to evaluate the results and take corrective action, as needed. This process consists of a four-step feedback model, but is not always easily distinguished. The identification of key success factor areas and strategical control points help to facilitate control. One should also consider.

M.Ed. / This treatise, which deals with "Effective Teamwork" as an educational imperative for school principals, will hopefully serve as an information source for the school principal. From this study it has become clear that the school principal of today has a comprehensive and complex role to play, a role characterised to a great extent by the responsibility to ensure educational excellence in his/her school. Achieving this objective is not an easy task, since education today is constantly subject to change which may include internal and external factors and may also vary in complexity and intensity. In this continual quest for excellence in education, the school principal must have the skills to: identify the changes; and effectively handle the changes. However, the task of identifying and handling changes and continually achieving educational excellence is too comprehensive for the school principal to carry out alone, and all the role players in his school will have to be involved. In this study the spotlight falls on the teachers as a functional team assisting the principal in his task of delivering excellent service in his/her school. From the above the problem addressed in this study flows, namely: How can the school principal (as team leader) go about guiding and training his teachers to function as an effective team so as to ensure educational excellence within rapidly changing conditions. In an attempt to resolve this problem, research has been undertaken into: the essential aspects of an effective team, i.e. to determine the nature, functions and characteristics of an effective team; and essential team leadership, i.e. to determine the nature, functions, skills and characteristics of an effective team leader.

D.Ed. (Educational Management) / Please refer to full text to view abstract