Thesis (MEd)--University of Stellenbosch, 2003. / ENGLISH ABSTRACT: Traditionally the success of learners in South Africa was based on one examination. The education depended on memorization, at the expense of other important skills such as critical thinking, problem solving and analysis. The modern working situation requires learners with critical thinking skills who can solve problems. Traditionally learners were seen as ‘empty vessels’ and their existing knowledge was not considered. The traditional assessment methods were not good enough to give teachers the information they needed to know about the learner. The education therefore requires reconstruction. In 1997, education in South Africa experienced a paradigm shift with the introduction of Curriculum 2005 and Outcomes-Based Education (OBE). The education system has been systematically reconstructed since then. In 2001, Curriculum 2005 was implemented in the senior phase. Along with this paradigm shift came a change in learner assessment. The Further Education and Training band will only be influenced by the curriculum in 2004, but since 1996, teachers have been instructed to assess learners continuously. The Institute for Mathematics and Science Teaching of the University of Stellenbosch (IMSTUS) was contracted in 2000 to implement continuous assessment (CASS) in Mathematics in Grade 10 – 12 in the Northern Cape. The project is known as the CASS project. One of the aims of this project is to motivate teachers to implement the new guidelines of the Northern Cape Education department for continuous assessment. The research is firstly an empirical investigation of the perceptions of teachers in the IMSTUS project being conducted in the Northern Cape on continuous assessment. Secondly, it is an investigation to determine whether teachers are convinced that alternative/formative assessment can improve teaching and learning. It focuses on whether continuous assessment is regarded by teachers as an educational tool or a bureaucratic process. A questionnaire was given to teachers who participated in this project. The questionnaire consisted of questions on teachers’ perceptions on continuous assessment, the rationale for assessment, how assessment and feedback can be done, and the equity in the assessment of Mathematics. There were 34 questionnaires of which 31 (91%) were returned. Twenty-three of the responses were from schools in the Kimberley district, while the other 8 were from the De Aar district. The participating schools were from traditional advantaged, as well as disadvantaged communities. The conclusions of the research are that the participating teachers have the following perceptions on continuous assessment: 1. Continuous assessment is used for: • grading purposes and for year marks, in other words for bureaucratic purposes; • the improvement of teaching, learning, and for diagnostic purposes, to identify learners’ misconceptions and strengths -in other words, it can also be used for educational purposes. 2. The process of continuous assessment does not reflect learners’ real mathematical potential. 3. Some respondents were of the opinion that the process of continuous assessment does however reflect learners’ real mathematical potential. 4. Continuous assessment is time-consuming. 5. Continuous assessment must be systematical. The way in which teachers implement continuous assessment testifies to a summative process, although they in a way learners formative assess. This does not improve formative assessment and therefore is it exclusively a bureaucratic process. / AFRIKAANSE OPSOMMING: Die sukses van leerders in Suid-Afrika het tradisioneel op ’n eenmalige eksamen berus. Die onderwys was te lank op memorisering geskoei, ten koste van ander belangrike vaardighede soos kritiese denke, probleemoplossing en analisering. Die hedendaagse werksomstandighede vereis leerders wat krities kan dink en wat probleemoplossings kan hanteer. Tradisioneel is leerders se bestaande kennis nie in ag geneem nie en die tradisionele assesseringmetodes het onderwysers nie genoeg informasie gegee wat hulle van die leerders moet weet nie. Die onderwys verg dus rekonstruksie. In 1997 het onderwys in Suid-Afrika ’n paradigmaverskuiwing ondergaan met die invoering van Kurrikulum 2005 en Uitkomsgebaseerde Onderwys (UGO). Die onderwys is stelselmatig gerekonstrueer en Kurrikulum 2005 is in 2001 in die senior fase geïmplementeer. Hierdie kurrikulumverandering bring ook ’n verandering in assessering mee. Die Voortgesette Onderwys en Opleidingbaan sal eers in 2004 deur die Kurrikulum beïnvloed word, maar onderwysers moet reeds sedert 1996 leerders deurlopend assesseer. Die Instituut vir Wiskunde en Wetenskaponderwys van die Universiteit van Stellenbosch (IWWOUS) is in 2000 gekontrakteer om deurlopende assessering (DASS) in Wiskunde in Graad 10 - 12 in die Noord-Kaap te implementeer. Die projek staan bekend as die DASS-projek. Een van die doelstellings van hierdie projek was om onderwysers te motiveer om die Noord-Kaap Onderwysdepartement se nuwe riglyne vir deurlopende assessering te implementeer. Die navorsing is eerstens ’n empiriese ondersoek na die persepsies wat die onderwysers in die IWWOUS-projek in die Noord-Kaap oor deurlopende assessering het. Tweedens is dit ’n ondersoek of onderwysers oortuig is dat alternatiewe/formatiewe assesssering onderrig en leer kan bevorder. Dit fokus of deurlopende assessering ’n opvoedkundige of burokratiese proses vir hierdie onderwysers is. ’n Vraelys is aan onderwysers, betrokke by die projek, gegee. Die vraelys het vrae bevat oor onderwysers se persepsies oor deurlopende assessering, die rasionaal vir assessering, hoe assessering en terugvoering gedoen word en gelykberegtiging in die assessering van Wiskunde. Daar is 34 vraelyste versprei waarvan 31 (91%) terugbesorg was. 23 van die vraelyste was van skole in die Kimberley-streek, terwyl die ander 8 vraelyste in die De Aar-streek was. Die deelnemende skole kom uit die tradisioneel bevoordeelde sowel as benadeelde gemeenskappe. Onderhoude is met 10 onderwysers in die Kimberley-streek en 2 onderwysers in die De Aar-streek gevoer. Die bevindinge van die navorsing is dat die deelnemende onderwysers die volgende persepsies oor deurlopende assessering het : 1. Deurlopende assessering word gebruik vir • bevorderingsdoeleindes en vir jaarpunte, met ander woorde vir burokratiese doeleindes; • die verbetering van onderrig en leer en diagnostiese doeleindes om leerders se wankonsepte en sterkpunte te identifiseer. Deurlopende assessering word dus ook vir opvoedkundige doeleindes gebruik. 2. Die proses van deurlopende assessering weerspieël nie leerders se werklike wiskundige vermoëns nie. 3. Die proses van deurlopende assessering weerspieël ook leerders se wiskundige vermoëns. 4. Deurlopende assessering is tydrowend. 5. Deurlopende assessering moet sistematies wees. Deurlopende assessering soos deur hierdie onderwysers geïmplementeer, is ’n summatiewe proses, alhoewel hulle tog in ’n mate hulle leerders formatief assesseer. Dit verbeter egter nie formatiewe assessering nie en daarom is dit uitsluitlik ’n burokratiese proses.

Thesis (MPhil)--University of Stellenbosch, 2006. / Please refer to full text for abstract

Thesis (MEd (Education Policy Studies))--University of Stellenbosch, 2006. / On the surface the National Assessment Policy is transformative in nature because it promotes notions of shaping educational practice that will enhance the interests of learners in a meaningful way. It promotes ideas of transparency and a partnership between learners and educators that presupposes that learners are fully involved at every stage of their learning in decisions that affect their progress. This creates the impression that teaching and learning take place in a democratic environment where constant consultation and consensus are the order of the day. The policy ultimately envisages a kind of learner who would have the ability to participate as a critical citizen in society. Looked at from a critical perspective, this criteria-referenced outcomes framework seems to be a contradiction to transformative policy and practice. The predetermined criteria outlined in the policy seem to negate its intention of creating a schooling system through which critical citizens can emerge. The focus of this thesis, therefore, is firstly to make a critical analysis of assessment in OBE and its stated transformation objectives and, secondly, to reconceptualise assessment practices in South African schools by making an argument for critical action. This analysis will explore the issue of power relations in the classroom and their impact on participatory, deliberative and democratic classroom interaction as a condition imperative for a transformative OBE curriculum. This issue is pertinent and central not only to the improvement and promotion of teaching and learning, but also because of the profound implications it has for how we view educational transformation in South Africa.

Thesis (MEd)--University of Stellenbosch, 2003. / ENGLISH ABSTRACT: The primary goal of this study is to provide a functional description of the function and the role of management teams, in the promotion of a culture of learning, at High School level. Teachers, management teams, but also parents have an important role to play in creating a culture of learning. Thus, the parents can make a valuable contribution to the development of a learning culture and ultimately enhance lifelong learning and education. Presently, schools are in the process of developing a culture of learning, unfortunately the majority of schools are still attempting to recover from the negative effects of apartheid. In order to develop such a culture of learning, aspects such as discipline, commitment and self-discipline must be addressed. We have to strive towards educating learners to accept authority and discipline, as well as learners that will be committed and motivated. One has to remember that a culture of learning starts at home. Since culture is a dynamic entity, it has an influence on the culture of organisation and management. Through effective management, we have to create opportunities for every individual to develop his/her full potential. The management team thus plays a significant role in establishing and maintaining a learning culture. A school culture is determined by the value, attitude and behaviour of certain situations that lead to insufficient, unacceptable learning activities. Through projects, initiated by government, we will be able to create more awareness and participation in the development of a culture of learning. The role of parents is placed under the spotlight, because of different needs within a culture of learning. By placing parents under this spotlight, we can focus on the management team and also the governing body. This implies that there has to be a management and strategic plan in place. By having these factors in place, one can create and build a better and healthy relationship between the parents and the school. The approach followed in the study was firstly to contextualise the need for a learning culture against the background of changes in the South African education system in the last few decades. Thereafter, relevant concepts were identified and defined: the general concept of culture was was more closely explained and differentiated by investigating the relationship between concepts such as organisational culture, school culture, learning culture and teaching culture, as well as the connection between school based management and a learning culture. Two important steps follow: firstly, the study investigated the preconditions for the establishment of a learning culture, including the potential participation of stakeholders - especially with the aid of information obtained through personal inputs from role players in a specific school project of which the writer was part - and secondly, the study looks at conditions necessary, once it is established, to maintain and sustain a healthy learning culture, with special reference to the cardinal role of the management team. The study concludes with recommendations and suggestions for further research. / AFRIKAANSE OPSOMMING: Die primêre doel van die studie was om 'n beskrywing te gee van die funksie en die rol wat bestuurspanne, in die bevordering van 'n leerkultuur op hoërskoolvlak, moontlik kan speel. Soos die onderwyser en die bestuurspan 'n belangrike rol het om te vervul in die vestiging van 'n leerkultuur, het die ouers ook 'n belangrike rol om te vertolk. Die ouer behoort dus 'n bydrae te kan lewer tot die ontwikkeling van 'n leerkultuur en uiteindelik ook tot lewenslange leer en opvoeding. Skole is tans besig om 'n leerkultuur daar te stel, maar die meerderheid van skole is nog besig om te herstel van die negatiewe gevolge van apartheid. As ons 'n leerkultuur wil vestig, moet daar dissipline, toewyding en self-dissipline wees. Ons moet streef na leerders wat gesag en dissipline sal aanvaar, asook leerders wat toegewyd sal wees met 'n positiewe ingesteldheid teenoor die opvoedingsstruktuur. Wat ons wel moet onthou, is dat leerkultuur by die huis begin. Met dié dat kultuur dinamies is, het dit ook 'n invloed op organisasie- en bestuurskulture. Met effektiewe bestuur moet ons elke individu die geleentheid gee om te ontwikkel tot sy volle potensiaal. Die bestuurspan speel dus 'n beduidende rol in die vestiging of handhawing van 'n leerkultuur. Skoolkultuur word bepaal deur die waarde, houding en gedrag van sekere situasies wat bydra tot 'n ontoereikende onderrigaktiwiteit. Deur die vestiging van projekte wat geïnisieër is deur die regering, salons baie meer betrokkenheid kry by die vestiging van 'n leerkultuur. Die rol van die ouers word onder die soeklig geplaas as gevolg van die verskillende behoeftes in 'n leerkultuur. Deur die ouers onder die soeklig te plaas, kom die bestuurspan en die beheerraad na vore. Dit impliseer dat daar 'n bestuursplan en 'n strategiese beplanning in plek moet wees. Deur dit alles daar te stel, kan ons 'n beter verhouding bou, tussen die ouer en sy skool, en daardeur die leerkultuur van die skool versterk en uitbou. Die benadering in die studie was om eers die behoefte vir 'n leerkultuur te kontekstualiseer teen die agtergrond van veranderinge in die Suid-Afrikaanse onderwysstelsel in die laaste paar dekades. Daarna is relevante begrippe geïdentifiseer en omskryf: die algemene begrip kultuur is nouer verduidelik en gedifferensieer deur die verwantskap te ondersoek met begrippe soos organisasiekultuur, skoolkultuur, leerkultuur en onderrrigkultuur, sowel as die verwantskap tussen skoolgebaseerde bestuur en leerkultuur. Twee belangrike stappe volg: eerstens is die voorvereistes vir die vestiging van 'n leerkultuur ondersoek, insluitend die potensiale deelneme van belanghebbendes - veral met behulp van inligting bekom deur persoonlike insette van rolspelers in 'n spesifieke skoolprojek waarby die skrywer betrokke was - en tweedens, word die voorwaardes vir volhoubaarheid, nadat dit wel gevestig is, van 'n gesonde leerkultuur bespreek, met spesiale verwysing na die kardinale rol van die bestuurspan. Die studie word saamgevat met aanbevelings en voorstelle vir verdere navorsing.

Thesis (MEd)--Stellenbosch University, 2012. / Includes bibliography / ENGLISH ABSTRACT: This thesis focuses on the critical role of the new principal as agent of change. “New principal” in this context is a principal who has been at a specific school for between one and five years. He or she may have been promoted from a post at the same school or have been a principal at another school beforehand. The thesis highlights the tangible changes these principals made during their time at these schools, from raising the morale of educators, to improving academic results of learners, to increasing the level of involvement of parents as well as community members. The literature survey focuses on change in school contexts where urgent and far reaching change is necessary. It shows how complex the process is and the various stages that are involved. The literature underlines that change and resistance are sides of the same coin. It seems that successful change requires that the principal as an agent and initiator of change has a clear set of strategies to handle the inevitable resistance to the process. The literature review also explores the different stages of resistance and the considerations necessary to ensure that the change process leads to a peaceful conclusion that benefits the school as a whole. The main collection instrument used in this qualitative research is a semi-structured interview on the theme of change. The study uses the narratives of four principals, two from secondary schools and two from primary schools from dysfunctional and low-performing schools that emerged, to explore the reasons for their success. Findings show all these ‘new’ principals were at schools affected by socio-economic factors that had a negative effect on the academic results of learners. The attempts these principals made were initially met with resistance, particularly from educators who had been at the school for some time, who did not see any need to make changes at the school. It seems the findings show that the principals in this study always had an appropriate strategy to deal with the situations that arose. This makes them truly transformational leaders, i.e. leaders with the necessary expertise who can enable their followers to perform better than they thought they could and work for the good of the institution rather than their own self-interest. These are the type of leaders that schools need to make our education system as effective as it needs to be. In the interests of making dysfunctional or poorly performing schools a better place of teaching and learning for all learners and educators, further research should build on the work done here. Particular attention should be given to the management style of effective school such as the new principals at these particular schools. This will provide us with better academic “lenses” to observe the necessary passion and commitment with which these changes are made, and the ways in which principals are able to endure and overcome any resistance to change. / AFRIKAANSE OPSOMMING: Hierdie tesis fokus op die kritieke rol van die “nuwe prinsipaal (skoolhoof) as agent van verandering”. “Nuwe prinsipaal” in hierdie konteks bedoel prinsipaal is ''n persoon wat tussen een en vyf jaar by n spesifieke skool was. Hierdie persoon kan in hierdie pos as prinsipaal by hul hiudige skool bevorder geword het, of as prinsipaal by n ander skool in die pos as prinsipaal gewerk het. Hierdie tesis bring na vore die sigbare veranderings wat hierdie prinsipale aangebring het gedurende hul termyn by hierdie skole, van die opheffing van die moreel van onderwysers tot die verbetering van die akademiese uitslae van leerders, tot beter betrokkenheid van ouers en gemeenskaplede by die skool. Die literere navorsing fokus op verandering binne die skool konteks waar dringend en vergaande verandering 'n noodsaaklihheid geword het. Dit bewys die komplekse aard en die verskillende stadiums verbind daarmee. Die literatuur beklemtoon die feit dat verandering en weerstand twee kante van dieselfde muntstuk is (gaan saam). Dit blyk suksevolle veranderings verg van die prinsipaal as agent en inisieerder van verandering, duidelike strategiee om die onafwendbare of onvoorspelbare weerstand te bestuur in die proses. Die literere oorsig ondersoek die verskillende stadiums van weerstand endie nodige vermoens om die proses van verandering te ondersteun, en tot voordeel van die skool as geheul te bevoordeel. Die vernaamste instrument wat in die kwalititiewe navorsing gebruik is, was n semi-struktuere onderhoud gebaseer op die tema van verandering. Hierdie studie gebruik die verhalende aard van die vier prinsipale, twee van sekondere skole, en twee van primere skole, almal van disfunktionele en lae-voerende skole, wat die rede vir hul sukses bepaal het. Bevindings wys dat al die “nuwe prinsipale” by skole was wat beinvloed was deur sosio-ekonomiese faktore wat 'n negatiewe uitwerking gehad het op die akademiese uitslae van leerders. Die pogings van die prinsipale was aanvanglik met weerstand gepaard gegaan, veral van opvoeders wat vir 'n aantal jare by die skool was, en nie die nodigheid vir veranderings gesien het nie. Bevindings in die studie toon dat die prinsipale altyd gereed was met die gepaste strategie om die situasie te hanteer. Die het van hulle ware transformele leiers gemaak, m.a.w. leiers met die nodige vaardighede, wat hulle in staat gestel het om hulle volgelinge bemagtig het om beter te doen as wat hulle gedink het hulle in staat was, en gewerk het tot die voordeel van die skool as instansie en nie tot hulle eie belange as prinsipale nie. In die belange en voordeel om van disfunksionele of swak akademiese skole 'n beter plek van onderrig en opvoeding vir alle leerders en opvoeders te maak, word voorgestel dat verdere navorsing onderneem word. Daar moet veral gefokus word op, die bestuursstyl van geaffekteerde skole soos die nuwe prinsipale van hierdie spesifieke skole. Dit sal ons met beter akademiese lense toerus om die nodige passie en toegewydheid te observeer waarmee hierdie veranderings gemaak was, en die maniere waarmee die prinsipale gevolhard het teen die stryd om weerstand teen te staan in die proses tot verandering.

Thesis (MEd)--Stellenbosch University, 2012. / Includes bibliography / ENGLISH ABSTRACT: The greatest challenge facing the Head of Department is how to successfully manage change. Since 1994 a plethora of changes have taken place in Education. Increasingly schools are being held responsible for every aspect of education. The department is the most appropriate and most important unit for change to provide sustaining quality teaching to learners. The Head of Department is the key to the development of a department or phase at school level. The responsibility of the Head of Department is to develop staff members and to ensure that learners are exposed quality teaching and learning. The Head of Department finds himself/herself in a unique position in that he/she is both a manager of managers and a leader of leaders. The HOD is seen as the driving force of the improvement of the learning process at school. The need for distributed leadership is clear because of the complexity of the management of a school. More staff members are required to lead and the extension of leadership leads to the development of educators. The aim of the study was to analyse and describe what the role of the distributed leadership style of the HOD plays in the development educators and the provision of sustainable quality teaching to all learners. I wanted to determine how educators and the HOD experience the distributed leadership style and to determine if the it enables the HOD to carry out the expected duties using this leadership style. I wanted to determine the appropriateness of distributed leadership and to explore the challenges in the execution of this leadership style by the HOD. The roles and responsibilities of the HOD and the accompanying challenges with the implementation of a distributed leadership style were explored. The experiences, interpretation and the perspectives of the HOD and the educators of the Head of Department’s distributed leadership style were analysed and described. The problem was investigated on the basis of the Head of Department and teachers’ personal experiences and opinions. The result will be of a descriptive, interpretive and analytical nature. The study had a qualitative perspective in the research approach and the research methods were used within an interpretative framework. The research methods that I used in this study were conceptual analysis and interviews. Data was collected through semi-structured interviews. The research findings generally indicated that with more distributed leadership style educators within the department or phase are given an opportunity to make contributions, to develop and to grow in self-confidence. Staff development is visible in the department to deal with the complexity of the education profession. Distributed leadership offers growth and development opportunities for individuals and the department to provide sustainable quality teaching to all learners. / AFRIKAANSE OPSOMMING: Die grootste uitdaging vir die departementshoof is om verandering suksesvol te bestuur. Vele veranderinge in die onderwysberoep het sedert 1994 plaasgevind. Skole word al hoe meer verantwoordelik gehou vir elke aspek van opvoeding. Die departement is die belangrikste en gepaste eenheid vir verandering om volhoubare gehalte onderrig aan alle leerders te verskaf. Die departementshoof is die sleutel tot die ontwikkeling van ‘n suksesvolle departement en ‘n skool. Die departementshoof het die taak om die personeel te ontwikkel en kwaliteit onderrig en leer te verseker aan die leerders. Die departementshoof word blootgestel aan vele uitdagings om kwaliteit onderrig en leer te verseker. Die departementshoof bevind hom in ‘n unieke posisie dat hy ‘n bestuurder van bestuurders is en ‘n leier van leiers is. Die departementshoof word gesien as die dryfveer en dus die sleutel tot die verbetering van die leerproses by die skool. Die behoefte vir deelnemende leierskap is sigbaar weens die kompleksiteit van die bestuur van ‘n skool, meer personeellede word benodig en die verspreiding van leierskap lei tot die ontwikkeling van opvoeders. Die doel van die studie was om die rol wat die deelnemende leierskapstyl speel vir die departementshoof om opvoeders te ontwikkel om volhoubare gehalte onderrig te verskaf aan alle leerders te analiseer en beskryf. Ek wou vasstel hoe die opvoeders en die departementshoof die deelnemende leierskapstyl ervaar en die departementshoof instaat is om verwagte pligte uit te voer met ‘n deelnemende leierskapstyl. Ek wou die geskiktheid van die deelnemende leierskapstyl bepaal en die uitdagings in die uitvoering van die deelnemende leierskapstyl deur die departementshoof verken. Die pligte en rolle van die departementshoof en die gepaardgaande uitdagings met die uitleef van ‘n deelnemende leierskapstyl is verken. Die departementshoof en opvoeders se belewenisse, interpretasie en hul perspektief van die departementshoof se deelnemende leierskapstyl is geanaliseer en beskryf. Die probleem is ondersoek aan die hand van die departementshoof en opvoeders se persoonlike ervarings en opinies. Die resultaat sal beskrywend, interpreterend en ontledend van aard wees. Die navorsingstudie het ‘n kwalitatiewe perspektief beslaan in die navorsingsbenadering en navorsingsmetodes gebruik binne ‘n interpretatiewe raamwerk. Die navorsingsmetode wat ek in hierdie studie gebruik het, was konseptuele analise en onderhoude. Data is versamel deur semi-gestruktureerde onderhoude. Die navorsingsbevindinge het in die algemeen daarop gedui dat met ‘n deelnemende leierskapstyl die opvoeders van die departement geleentheid gegee word om ‘n bydrae te maak, te ontwikkel en te groei in selfvertroue. Personeelontwikkeling is sigbaar in die departement om die kompleksiteit van die onderwys-professie te hanteer. Deelnemende leierskap bied groei en ontwikkelings-geleenthede vir die indiwidu en die departement om volhoubare gehalte onderrig aan alle leerders te verskaf.

published_or_final_version / Education / Master / Master of Science in Information Technology in Education

Nuolatinio švietimo organizacijų tobulinimo poreikis, efektyvus kaitos valdymas, augantys reikalavimai švietimo paslaugų kokybei bei kiti veiksniai įtakoja švietimo organizacijų valdymo pokyčius, kurie siejasi su naujais vadovų vaidmenimis ir funkcijomis. Šiuolaikinės mokyklos vadovas turi būti vienas iš aktyviausių švietimo kaitos dalyvių, todėl inovatyviai atliekama jo veikla gali sąlygoti sėkmingą ugdymo institucijos veiklą bei jos kaitą. Magistro darbe analizuota ikimokyklinio ugdymo įstaigų vystymo strateginiai orientyrai, pateikta minėtų institucijų tobulinimo samprata, atskleistos tobulinimo sąsajos su kokybe, aptarti vadovų vaidmenys kaitos kontekste, išryškinti vadovų vaidmenų transformacijas sąlygojantys veiksniai. Tyrimas atliekamas naudojant teorinius, empirinius, statistinius tyrimo metodus: mokslinės literatūros šaltinių ir švietimo veiklą reglamentuojančių dokumentų analizė, anketinė apklausa, statistiniai: aprašomosios statistikos metodai. Tyrimo metu siekta išsiaiškinti, koks yra ikimokyklinio ugdymo įstaigų vadovų vaidmuo organizacijos tobulinimui pačių vadovų ir pedagogų požiūrio aspektu. Tyrimas patvirtino hipotezę, kad didžioji dauguma vadovų ir daugiau nei pusė pedagogų yra įsitikinę, kad vadovų vaidmuo ikimokyklinio ugdymo institucijos tobulinimui yra didesnis nei pedagogų. Remiantis tyrimo rezultatais formuluojamos išvados, kad per pastaruosius penkerius metus daugiausia pokyčių įvyko šiose ikimokyklinio ugdymo įstaigų srityse: (Pasvalio miesto... [toliau žr. visą tekstą] / The permanent requirement of educational institutions development, an effective control of alternation, rising requisitions for the quality of educational service and other factors influence the change of educational institution’s controlling, which relates with new roles and functions of the authorities. The leader of modern school has to be one of the most active participator in educational changes. Therefore innovative activities can determine the successful practice and changes of educational institutes. This work of master’s degree analyses preschool educational institutes’ guides of development’s strategics. There is presented the conception of aforementioned institutions’ development, educed the connection between development and quality, disputed the roles of the authorities in the development and emphasized the factors of the authorities’ roles transformation. The research is fulfilled by using theoretical, empirical, statistical methods: the analysis of scientific literature and documents that regulate the education, questionnaire and statistical-descriptive method. The aim of the work is to find out the role of preschool authorities in the development of the institutions according to their own and pedagogues’ attitudes. The hypothesis has been proved that the biggest part of the authorities and more than a half of pedagogues are certain, that in the development of preschool institutions the authorities have major role than pedagogues. According to the results... [to full text]

During the past 50 years, the landscape of education shifted from a rank order model to a system where all students are expected to achieve at a minimum level. This led to reforms in the way schools operate and teachers teach. One change to teaching is the use of data to inform instructional practices and student groupings. The need for teachers to increase their data use and change their instruction has prompted the need for professional development practices to be more effective. Coaching has been shown to be an effective professional development strategy to help teachers transfer new skills into their practice. This mixed-methods study examined one urban school district's two-year attempt to implement a data informed decision-making model of instruction in 20 schools through the use of instructional coaches. The study used two data sets - archival literacy benchmark scores and coach surveys - to identify a purposive selection of interview participants. The interviews were conducted to determine what structures and factors increased the implementation of the data informed decision-making initiative. Findings indicate professional development and leadership structures were needed for successful implementation of the data initiative. Results of this study showed the factors of trust, focus, coach-principal relationship, and assessment literacy contributed to the coaches' ability to implement the data initiative successfully.

M.Ed. / Education in South Africa is in a process of transformation. The opening of public schools to all races has resulted in the exodus of learners from township to suburban schools. Parents have transferred their children because of, among other reasons, lack of culture of learning and teaching, lack of quality teaching, lack of resources, and violence in township schools.The movement of learners from township to suburban schools has necessitated a new management technique that will accommodate the unique characteristics of learners from diverse cultural, linguistic and socio-economic backgrounds.Head masters and educators need to develop an approach that will lead to the transformation of the total school environment, and the creation of equal educational opportunities for learners who have for a long time been deprived quality education. Headmasters and educators need to be aware that education provided by the state to African learners is not of equal standard to white education. Therefore tolerance, empathy and understanding of the problems these learners bring with them is essential. They need to be equipped with the necessary knowledge in managing learners from diverse cultural backgrounds. They require cultural literacy and sensitivity which can be acquired through in-service training. To provide all learners with an equal opportunity to achieve in the classroom, multicultural education should be practised. Diversity of culture must be acknowledged, and teaching methods ought to be altered to accommodate the different kinds of learning styles and children with different learning needs.