M.Ed. (Educational Management) / The provision and management of education for Blacks in South Africa is currently a complicated and problematic matter. Of all the challenges which face the Department of Education and Training, it seems the demographic factors create the most problems and offer the greatest challenge. The number of pupils handled by the Department necessitates that the Department reorganise its management system so that a more effective service can be offered. It is especially difficult to plan an action at Head Office and execute it in an isolated location in another province. Service and planning should be closer functionally and thus serious attention should be paid to the decentralisation of as many sections of the Department as possible. Educational Auxiliary Services is a service which represents an integral part of the educational system. It was established to render assistance to educationalists, parents, teachers and others involved on a differentiated and coordinated basis. Since it is impossible for the five specialists of Educational Auxiliary Services at Head Office to be physically present in every region in need of assistance, it is important that serious thought be given to decentralisation of the Service, so that specialist personnel for each component is available in the regions. In the overseas countries decentralisation and centralisation in education is also being considered. The conclusion is, however, that such structural changes in the educational system cannot be separated from a country's political system as it is manifested in the Central Government...

A research report submitted in partial fulfilment of the requirements for the Master’s Degree in Development Theory and Policy University of the Witwatersrand 31 March 2015 / The aim of this research was to analyze the restructuring of the post-apartheid South African education system through the decentralization introduced in the South African Schools Act of 1996 (SASA). SASA was intended to construct a new education landscape for school governance involving School Governing Bodies (SGBs) and founded on participation and partnership between state, parents, learner, school staff and community. SASA ostensibly bestowed powers upon the SGBs, however this research explores whether the schools used in the study were really empowered by SASA. Two schools were investigated, one in an affluent area and the other in an underprivileged area. The investigation was in context of the impact of decentralisation of service delivery in developing countries, the adoption of SASA and reforms in the education system from apartheid to date. A qualitative methodology was used and analysis of fourteen semi-structured interviews produced four findings. First, the study corroborated others which suggest that neoliberalism is imbedded in South African public schools and that parents have to pay for quality education. Second, the SGB from the Privileged School executed their projects and tasks well as compared to the Underprivileged School, since its SGB involved parents that were professionals, with financial backing and the know how to fund raise so that the school was able to provide resources for the learners. Third, the minimal use of SASA powers was not the sole reason for inequality in educational provision, the study also looked into the apartheid historical past which also contributed to inequality Finally the post-apartheid (Bantu) education system was a contributing factor to the Underprivileged School SGB’s incapability to utilise all its powers in that ‘Bantu education’ had failed to equip parents from underprivileged backgrounds with the knowledge to exercise all the powers granted to them by SASA, in particular, most parent/s from the underprivileged school had not been equipped with professional degrees or acquired significant skills to confidently partake in the SGB. The study concludes that SASA seems to have not fully taken cognisance of the realities of SGBs in the Underprivileged School since it seems likely, based on my single case study, that their members would not be able to fully implement all the powers given to them by SASA, indicating the need for state intervention. / MT2017

It is largely believed that decentralisation promotes efficiency in organisations. This paper analyses the challenges facing decentralisation of Sector Education and Training Authorities (SETAs) in the Province of the Eastern Cape. It is demonstrated that the form of decentralisation followed by SETAs in the Province of the Eastern Cape, where constant referral of matters to head offices for decisions and instruction before any action is taken, by them is the biggest challenge. Yet these important institutions are mandated by government to equip South Africans with skills to enable them to succeed in the global market and to offer opportunities to individuals and communities for self advancement and to play a productive role in society are frustrated by unnecessary interference from SETA national offices on their affairs at the provincial government level, which constrains effective decentralisation. However, the objectives of the study are to: - Analyse the challenges of decentralisation by SETAs in the Province of the Eastern Cape; - Provide an overview of the impact of SETA provincial offices on requisite skills in the province; - Investigate the advantages and disadvantages of decentralising SETAs in the provinces. These objectives have been achieved by providing empirical evidence as indicated in chapter four, where it shows that participants believe that decentralisation promotes efficiency and SETAs in the Province of the Eastern Cape are not granted discretionary powers to make decisions a primary reason that leads to delays being experienced. This lack of discretionary power is proof that decision-making is still centralised. The study has the following strategies for the SETAs in the Province of the Eastern Cape to carry out their skills development mandate: - Clear strategic intent about SETA provincial offices; - Sector Skills Plans (SSP) to reflect provincial focus; - Provincial offices to exercise some discretionary powers; - Adequate financial resources; - Skilled workforce. In order to be more effective and efficient, a variety of recommendations to SETAs, with respect to decentralisation of SETAs, were made. It is hoped that these recommendations assist in improvement of the implementation of a decentralisation strategy. More importantly decentralisation of SETAs should allow and enable branch offices to exercise discretionary powers. In addition, they should have adequate financial resources to manage their affairs.

In South Africa, the trend has been towards the decentralising of authority and giving greater powers to schools. This implies the active involvement of the school governing body members, the school management team members and the Level One educators in the day-to-day functioning of the school. Whilst some schools have welcomed this change and seen this devolution of power as an added advantage contributing to the efficacy of schools, some schools have struggled, while others have failed dismally to cope with this added responsibility of managing their own resources. The researcher, being an educator involved in this transition, has been intrigued by the success of some self-managing schools and the failure of others. The following words of Oliver Wendell Holmes have inspired the investigator to conduct this research to ascertain the reasons for the success of certain schools and the failure of others: “What lies behind us and what lies before us are tiny matters compared to what lies within us.” Since the performance of schools is normally ranked according to their matriculation pass rates, this research focused on six self-managing schools in the Port Elizabeth District. These schools were selected on the basis of their matriculation performances in 2008. Two of the schools had achieved an above 85 percent matriculation pass rate (Category A); two obtained a 50 percent pass rate (Category B); while the other two schools obtained matriculation pass rates of between 25 percent and 30 percent (Category C). Although the research relied strongly on a qualitative method of inquiry, because of the nature of the data and the need to obtain a better understanding of the feelings, attitude and perceptions of those in management positions, governing body positions and members of the personnel, multiple instruments for data collection such as a literature review and the study of school documents and questionnaires, were used. This inclusion of these multiple instruments for obtaining information, which is also called triangulation, contributed to the reliability and validity of the empirical investigation. Although the data was presented in the form of tables and graphs, vi which alludes to a quantitative approach, a narrative interpretation of the findings, which is associated with a qualitative method of inquiry, was also presented. An analysis of the findings revealed that there was a great amount of involvement of the principals, school management team members and Level One educators in Category A schools, which had a matriculation pass rate of above 85%, in the following change management strategies: the establishment of a vision, planning and organising, teamwork, training and development, communication, praise and incentives, and evaluation and feedback. There was also a great contribution by the school governing body members. However, the study revealed that Category B and Category C schools did not effectively use communication, praise and incentives and evaluation and feedback as change management strategies. It was evident from the empirical investigation that in Category B and C schools, the school governing body members were less, or not involved in the usage of the change management strategies applied. According to the results based on the six-facet model of Emotional Intelligence, Category A schools obtained 80% and above in the competencies relating to the self and social domain. Category B schools fluctuated between 50 percent and 80 percent in both dimensions, while Category C schools fluctuated between 30 percent and 80 percent. The findings suggest that there should be greater involvement of all stakeholders, especially the school governing body members, in the establishment of a vision, planning and organising, communication, teamwork, training and development, praise and incentives and the provision of feedback and evaluation for self-managing schools to become effective and improve their performances. Professional development, especially in the areas pertaining to Emotional Intelligence competencies such as personal and interpersonal skills, should be prioritised. This thesis proposes that, on the basis of the investigation carried out at the six participating schools on the influence of Emotional Intelligence on the change management strategies adopted in self-managing schools, schools use strategies such as the establishment of a vision, planning and organising, communication, teamwork, training and development, praise and incentives and evaluation and feedback to ameliorate the damaging impact of change. There should be continuous training and development at schools, especially for the school governing body members, who are elected every three years. The newly elected school governing body members need to develop the necessary skills to effectively contribute to the efficacy of schools. The human resource is the vital ingredient in schools, thus for any progression or improvement, all stakeholders need to be informed, trained and enriched. Since Emotional Intelligence can be learned, professional development in the area of Emotional Intelligence should be given more thought and included in training courses, focusing on the development of personal and interpersonal skills. The Emotional Intelligence training should be conducted as part of teacher training courses as well as on an annual basis for educators already in the teaching system, since Emotional Intelligence can influence the use of change management strategies at schools and enhance the efficacy of the functioning of self-managing schools.

In a democratic South Africa, a variety of factors are necessary to ensure effective school governance and management. One of these factors is shared decision-making (SDM). SDM is a process of making decisions in a collaborative manner at the school level. Those responsible for implementing a decision must be actively and legitimately involved in making the decision. In South African schools today, SDM is no longer an option. The new framework of SDM is embedded in the South African Schools Act (Act 84 of 1996). According to the Act, parents, learners and teachers should be given the opportunity of participating in decisions on educational matters. In this study, the researcher set out to investigate and explore effective decision-making of secondary school principals in the Thabo Mofutsanayana Education District (THMOED) of the Free State Province. In an endeavour to realize that end, an open-ended questionnaire, individual and focus group interviews were used to collect data. The main aim was to find out how teachers, learners, parents and principals experienced decision-making in their schools. The main findings of this research were that, decisions-making practices in the secondary schools in the THMOED still adhered to pre-democratic formal lines of authority. In other words, the locus of control and decision-making powers resided mainly with the principals, with minimum participation of other stakeholders. Consequently, there were dissatisfactions and concerns raised by the participants. The concerns were directed at the management and included lack of communication, lack of transparency, unacceptable disciplinary procedures, autocratic leadership styles and centralized decision-making. According to the findings, it would appear that democratic models of governance were insufficiently used or overlooked by the principals. Concerns raised by the respondents were a clear indication that much needed to be done to change the mind-set of the principals. / Educational Studies / D.Ed (Education Management)

Self-management is a relatively new concept in South Africa. The transformation of education after 1994 resulted in the promulgation of the South African Schools Act (SASA) 84 of 1996, which started the process of decentralisation of education. The SASA mandates the school governing bodies (SGBs) to play an active role in decision making in schools. The justification for the self-management of schools is that it promotes effectiveness and efficiency in schools. The aim of the study was to investigate the challenges that are faced and the benefits/opportunities that exist for self-managing schools. The secondary aim of the study was to investigate how self-managing schools could be supported so that they become more efficient and effective. This study focuses on 2 ex-DET self-managing schools in Gauteng. The findings reveal that teamwork amongst educators, parents and communities is essential for self-managing schools to be effective and efficient. / Educational Studies / M.Ed. (Education Management)

In a democratic South Africa, a variety of factors are necessary to ensure effective school governance and management. One of these factors is shared decision-making (SDM). SDM is a process of making decisions in a collaborative manner at the school level. Those responsible for implementing a decision must be actively and legitimately involved in making the decision. In South African schools today, SDM is no longer an option. The new framework of SDM is embedded in the South African Schools Act (Act 84 of 1996). According to the Act, parents, learners and teachers should be given the opportunity of participating in decisions on educational matters. In this study, the researcher set out to investigate and explore effective decision-making of secondary school principals in the Thabo Mofutsanayana Education District (THMOED) of the Free State Province. In an endeavour to realize that end, an open-ended questionnaire, individual and focus group interviews were used to collect data. The main aim was to find out how teachers, learners, parents and principals experienced decision-making in their schools. The main findings of this research were that, decisions-making practices in the secondary schools in the THMOED still adhered to pre-democratic formal lines of authority. In other words, the locus of control and decision-making powers resided mainly with the principals, with minimum participation of other stakeholders. Consequently, there were dissatisfactions and concerns raised by the participants. The concerns were directed at the management and included lack of communication, lack of transparency, unacceptable disciplinary procedures, autocratic leadership styles and centralized decision-making. According to the findings, it would appear that democratic models of governance were insufficiently used or overlooked by the principals. Concerns raised by the respondents were a clear indication that much needed to be done to change the mind-set of the principals. / Educational Studies / D.Ed (Education Management)

Self-management is a relatively new concept in South Africa. The transformation of education after 1994 resulted in the promulgation of the South African Schools Act (SASA) 84 of 1996, which started the process of decentralisation of education. The SASA mandates the school governing bodies (SGBs) to play an active role in decision making in schools. The justification for the self-management of schools is that it promotes effectiveness and efficiency in schools. The aim of the study was to investigate the challenges that are faced and the benefits/opportunities that exist for self-managing schools. The secondary aim of the study was to investigate how self-managing schools could be supported so that they become more efficient and effective. This study focuses on 2 ex-DET self-managing schools in Gauteng. The findings reveal that teamwork amongst educators, parents and communities is essential for self-managing schools to be effective and efficient. / Educational Studies / M.Ed. (Education Management)

Site-based management (SBM) is recent restructuring initiative in schools. The study is carried out with the aim of investigating the extent to which teachers participate in site-based management in schools. The researcher assumes that teachers are sidelined in site-based management in schools. An extensive literature review provides a theoretical foundation of the study and exposes the nature of site-based management. The qualitative approach is used in the case study. Data are collected through interviews that were conducted between July and September 2004. The interpretive paradigm is used in data collection, analysis and interpretation. The collected data are analysed through inductive analysis. The major research finding is that teachers are marginalised in site-based management in schools and that school-based decision making is still largely in the hands of school principals. It is recommended that principals and SMT's improve their management and leadership styles in order to allow for real participation of teachers in decision-making to take place. / Educational Studies / M.Ed (Education Management)

The purpose of this study was to investigate those aspects of resilient schools which are particularly beneficial for schools within rural communities in Mpumalanga. The study was done in two phases: a literature review focussing on the culture of learning of resilient schools and an empirical investigation focussing on the culture of learning of resilient schools within rural communities in Mpumalanga. Two secondary schools were selected according to criteria of resiliency. The study involved qualitative approaches, in-depth observations and interviews with key informants: principals, teachers, learners and members of the school governing bodies. The data demonstrate that there is no distinctive aspect of the culture of learning of resilient schools because all aspects are interrelated and interdependent. This study discovered that the most effective aspect, which benefits the culture of teaching and learning in resilient schools, was the involvement of all stakeholders. / Educational Management / M.Ed.