Submitted in partial fulfilment of a Masters Degree in the Department of Educational Planning and Administration at the University of Zululand, South Africa, 2005. / The primary objective of this study was to investigate the impact of School Management Teams (SMTs) on Learner Academic Performance (LAP). To achieve this, a literature review was conducted on relevant strategies that SMTs can adopt to enhance LAP. Furthermore, an empirical research project was launched to test the extent to which these strategies were or could be employed in local schools. The empirical study was conducted by means of a questionnaire-driven survey, administered in the Port Shepstone District. The study revealed that LAP is adversely affected in schools where learners are not part of the decision-making process and where they are not given immediate feedback after their assessment activities. In such cases, opportunities for improve performance were lost. Other key findings of the study suggest that: • Many STMs have not implemented staff development programmes. • Some SMTs have not involved parents in the formulation or implementation of LAP enhancement programmes. • Educators are not fully motivated to enhance LAP. • A general lack of communication between SMTs and the rest of the staff members compromises potential enhancement of LAP. • Some educators are not familiar with the vision of the school and consequently do not realise its goals. • LAP is negatively impacted in schools where there are indications of poor strategic planning. • A lack of non-management educator involvement in curriculum development also negatively impacts LAP. The above shortcomings were compared to recommended and best practices where suggested in research on LAP enhancement. The following suggestions were made in this regard: • The National Department of Education (NDoE) should provide resources for on-going capacity-building. • Parents should be involved in supporting the school to manage learners and learning activities effectively. • SMTs should capitalize on educator strengths, put in place educator development programmes to address areas of weakness and motivate educators to excel in teaching. • SMTs should create and maintain clear channels of communication. • SMTs and educators should develop a shared vision to enhance LAP and this should be communicated to all constituencies in the teaching and learning environment (including parents and the general community in which the school is embedded). • SMTs and educators should engage in strategic planning to enhance LAP. • SMTs should conduct staff training programmes on curriculum development. This study is deemed significant as it exposes, at grassroots level, problems experienced in enhancing LAP and makes practical recommendations on strategies to improve LAP. These recommendations are based on a review of both national and international literature and have precedents of successful implementation here and abroad.

Thesis (M.Dev.) --University of Limpopo, 2012 / This study explores leadership in schools and its impact in grade twelve results productive school culture, and focuses on school leadership at selected schools in the Sekgosese West Circuit at Capricorn District in the Limpopo Province. Leadership plays a vital role in the functioning of any organisation, be it in business or in education, and the concept of leadership has become more prominent over the last decade. In order to develop a better understanding of leadership, a literature review is conducted. This review highlights the differences between leadership and management, and explores different leadership styles. This study finds that leadership challenges pose a serious threat to the attainment of good results in grade twelve (12) in Sekgosese West Circuit. These challenges emanate from a variety of factors such as lack of discipline, dysfunctional School Management Team, Involvement of parents, culture of teaching and learning, curriculum and possible solutions to leadership. Further, administering schools in a democratic fashion still pose tremendous challenges to the school leadership as a whole. It seems as if some schools which are part of this investigation still struggle to adjust to a democratic dispensation. This research therefore concludes that school leaders need to ensure that they are both good managers and effective leaders. They must also ensure that the culture at their schools is conducive for teaching and learning.

Thesis (MPA.) -- University of Limpopo, 2012 / The School Governing Body as the executive authority of every school has the role to govern the finance of the school efficiently, effectively and economically. It has to formulate financial policy and understand financial legislation framework in particular Public Finance Management Act, 1999, Procurement Policy and South African School Act, 1996. The problem in this study is to investigate the skills of the School Governing Body in the handling of school finances, its ability to formulate and implement school base financial policies and its implementation of South African Schools Act, 1996 and Public Finance Management Act, 1999.

M.Ed. (Educational Management) / The Department of Basic Education initiated continuing professional development (CPD) for quality professional development aimed at supporting and revitalising teaching. Also, to encourage teachers to engage continually in life-long career development leading to improvement of learner achievement. Current research studies indicate that there is lack of knowledge and skills among teachers to internalise goals for professional growth and expand capacity to create the desired performance. The purpose of this study was to explore and describe the following question: What are teachers’ experiences of continuing professional development in a secondary school in Tembisa, in order to improve their teaching practices and school effectiveness? The study employed organisational behaviour in education and experiential learning as a theoretical framework. A qualitative research approach was applied and an instrumental case study employed as a strategy to focus on a group of six teachers and four School Management Team (SMT) members. Data was collected through three focus group interview sessions with secondary school teachers and an interview with the SMT as a group. A thematic data analysis was applied. Four main themes emerged as a result of the thematic analysis and interpretation, and revealed teachers’ understanding of CPD, the experiences with CPD as teachers engaged in CPD programmes such as content-subject-based training workshops and the CAPS training programme, improvement of teaching practice, and the SMT creating opportunities for teacher learning and development. A thematic analysis of the interview data with the SMT as a group revealed two themes which were: understanding CPD, and SMT views on creating opportunities for teacher learning and development. Continuing professional development (CPD) in education is reflected as an ongoing experiential learning process by which teachers participate in learning through continual attendance of content-subject-based training programmes, curriculum training workshops, and through registering for those certificates and degree programmes offered by universities. Teacher learning takes place in a cyclical process that consists of experiencing, reflecting, thinking and acting on experiences through the application of acquired knowledge, improved skills and changed attitudes. The findings of the study revealed that teachers experienced CPD as an ongoing process in which learning took place through attendance of content-subject-based training and CAPS training workshops in which collaborative learning played an important role. Even though teachers indicated that their teaching practice was improved, they highlighted the challenges experienced regarding CPD programmes. These challenges included the limited time allocated for CAPS training and content/subject training meetings held after working hours. It was clear that the allocated times for teacher training workshops were not realistic for adequately empowering teachers with knowledge and teaching skills for effective teaching practice in real classroom settings. Teachers took ownership and leadership in their CPD by going an extra mile to seek assistance from professionals with specialised knowledge in Mathematics and commercial subjects, and they collaborated with colleagues from other schools to learn different approaches to teaching. CPD enhances teachers’ ability to set their goals for teaching and it broadens their knowledge and teaching skills, giving them the opportunity to reflect continually on their professional growth and experiment in teaching practice.

Inclusion is about the organizational change within schools to improve the educational system for all learners. It means changes in the curriculum, changes in how teachers teach and how learners learn, as well as changes in how learners with and without special needs interact with and relate to one another. The quality of leadership makes a significant difference to educator participation in accommodating all learners. However, for this we as educators must ensure that we are fully capable of delivering this service irrespective how old we are or what our qualification levels are. It is my objective to understand the role the school management team plays in facilitating the process of changes, as change cannot be forced and the fear of change must be acknowledged and faced. The qualitative research paradigm and more specifically the participatory action research approach, which is, applied research that treats knowledge as a form of power and designates with the line between research and social action particularly assisted me in answering my research question. xiv used to describe school management team members’ understanding and experiences pertaining to inclusive education and why they are procrastinating. After data analysis of the first step was concluded, the research established that the participant educators were not in favour of inclusive education and for that reason perceived it negatively. Educators are not enthusiastic about inclusivity. Step 2 was the action plan of my research study on which the school management team members decided collective as a method to restructure their thinking towards an implementation programme for inclusive education for their school. The researcher also reflected on the limitations inherent to this study and presented guidelines and recommendations for implementing and maintaining inclusive education.

The principal together with the school management team (SMT) of a public school is responsible for ensuring that all areas in the school function effectively. Effective school-based management is no longer a choice in South Africa but, rather, a must. Seventeen years into democracy, the Grade 12 pass rates in the Eastern Cape for the past three years were 50.6% in 2008, 51.0% in 2009 and 58.3% in 2010. Although there has been an improvement over the last three years, the Eastern Cape was still number seven out of the nine provinces in 2010. Against this background the question arose as to whether the schools in the Eastern Cape were effectively managed. The primary objective of the study is therefore to improve the organisational performance of public schools in the Uitenhage education district by investigating the relationship between the perceived effective implementation of basic managerial tasks (planning, organising, leading and controlling), on the one hand, and organisational performance of schools, on the other hand. Convenience sampling was used to select 100 out of a possible 139 senior management team members from 26 public schools in the Uitenhage education district. The sample was stratified to include principals, deputy principals and heads of departments. The empirical results revealed that the management tasks, leading and controlling, were the main determinants of the organisational performance of participating schools. The empirical results showed that planning and organising do not have a significant influence on the organisational performance of these schools. The managerial implications of the results are discussed and recommendations are made on the basis of these discussions.

A thesis submitted in fulfilment of the Requirements for the degree of Master of Arts in Communication Science University of Zululand, 2003. / This thesis entails a literature survey of the forms of communication required for the successful management of primary schools and high schools by principals and their management teams, followed by an empirical survey of the management team communication practices of 367 principals in the northern section of the eThekwini Region (the area that until 2003 was known as the North Durban Region) in the KwaZulu-Natal Province, on the eastern seaboard of South Africa. In brief, my research shows that female principals predominate in primary schools and male principals in high schools. My research further shows a number of significant differences in the way that female and male principals communicate with parents.

A dissertation submitted to the FACULTY OF EDUCATION at the UNIVERSITY OF ZULULAND in fulfilment of the requirements for the degree of MASTER OF EDUCATION in the Department of Educational Planning and Administration, 2007. / This study examines the role of the school management team in staff development as well as factors that help and hinder the team in this regard. The effectiveness of strategies that have been put in place by school management teams is also analysed. The literature review, which involves various textbooks, magazines, newspapers and journals related to the study, makes it clear that the school management team is responsible for staff development in schools. Various approaches to staff development were furthermore identified in order to relate them to staff development practice. * Questionnaires with open and closed-ended questions were used to obtain information from the respondents. The population of the study included members of the school management team and post level-one educators. Analysis of information received from the respondents indicated that staff development could be improved with the cooperation of subject advisers, the organisation of workshops on staff development, by conducting regular staff appraisals, encouraging educators to further their studies, providing intensive induction and by socialisation. The findings of the study necessitated recommendations by the investigator regarding staff development The findings also established that both the post level-one educators and school management team were familiar with the roles of the school management team in staff development. The school management teams were seen not to be doing what was expected of them. It also became clear that post level-one educators were not prepared to accept changes as demanded by the Department of Education and that staff development programmes and policies have to be put in place. It is recommended that funds should be earmarked for staff development and that workshops on staff development must be offered. The school management team should encourage educators to further their studies and thus improve their teaching strategies

In the twenty-first century, many educational systems are embracing a new paradigm of educational management that utilises team management in schools. The democratic nature of this notion in South Africa involves the use of School Management Teams (SMTs). Reflecting on this movement, this research explored the capacity of these SMTs to cultivate moral purpose in six purposively sampled schools in Limpopo Province. The data collection methods included a series of semi-structured interviews with SMT members, examination of relevant documents, and scheduled observations. The data from the interviews was transcribed manually and this, together with document analysis and scheduled observations, was analysed in three interrelated stages using the four research questions as guides (Miles & Huberman, 1994). The research highlighted that the moral purpose is a relatively new concept to the majority of SMTs. Only a few school managers presented explicit references to the notion, perceiving it as a “compelling moral imperative” or “moral goal of achievement” or “whole-school vision for academic success” or simply “respect”. Notwithstanding the different perceptions, this moral purpose is directed towards raising the level of learner achievement and it is realised when the SMTs articulate the values of commitment, discipline and responsibility. The SMTs members affirmed their commitment to various aspects of instructional leadership. Furthermore, teamwork exemplified in participative decision-making was highlighted as a notion that enhances learner achievement. The findings also affirmed the opportunities that shared leadership offered schools to share moral purpose. However, the findings also enumerate lack of parent involvement, learners discipline, and teachers’ lack of commitment to moral purpose as crucial factors that inhibit the sharing of moral purpose in schools. The two critical responsibilities accepted by the SMTs to address the constraints of sharing moral purpose are highlighted as consulting with legitimate stakeholders and reinforcing policy in the schools. As a result of this research, a number of recommendations and opportunities for further research are offered to Limpopo schools and their SMTs, the systemic authorities responsible for Limpopo education and for those responsible specifically for policy making and curriculum development in the South African education system. / Educational Leadership and Management / D. Ed. (Educational Leadership and Management)

In the twenty-first century, many educational systems are embracing a new paradigm of educational management that utilises team management in schools. The democratic nature of this notion in South Africa involves the use of School Management Teams (SMTs). Reflecting on this movement, this research explored the capacity of these SMTs to cultivate moral purpose in six purposively sampled schools in Limpopo Province. The data collection methods included a series of semi-structured interviews with SMT members, examination of relevant documents, and scheduled observations. The data from the interviews was transcribed manually and this, together with document analysis and scheduled observations, was analysed in three interrelated stages using the four research questions as guides (Miles & Huberman, 1994). The research highlighted that the moral purpose is a relatively new concept to the majority of SMTs. Only a few school managers presented explicit references to the notion, perceiving it as a “compelling moral imperative” or “moral goal of achievement” or “whole-school vision for academic success” or simply “respect”. Notwithstanding the different perceptions, this moral purpose is directed towards raising the level of learner achievement and it is realised when the SMTs articulate the values of commitment, discipline and responsibility. The SMTs members affirmed their commitment to various aspects of instructional leadership. Furthermore, teamwork exemplified in participative decision-making was highlighted as a notion that enhances learner achievement. The findings also affirmed the opportunities that shared leadership offered schools to share moral purpose. However, the findings also enumerate lack of parent involvement, learners discipline, and teachers’ lack of commitment to moral purpose as crucial factors that inhibit the sharing of moral purpose in schools. The two critical responsibilities accepted by the SMTs to address the constraints of sharing moral purpose are highlighted as consulting with legitimate stakeholders and reinforcing policy in the schools. As a result of this research, a number of recommendations and opportunities for further research are offered to Limpopo schools and their SMTs, the systemic authorities responsible for Limpopo education and for those responsible specifically for policy making and curriculum development in the South African education system. / Educational Leadership and Management / D. Ed. (Educational Leadership and Management)