The research focuses on the role of the principal in the implementation of the Revised National Curriculum Statement (RNCS) in Tshwane North District 3. The district is characterised by urban areas, townships and informal settlements. Educators in schools in these areas are well qualified; however, schools in the informal settlement lack resources and facilities. Thus, the curriculum implementation problems experienced by principals and educators in the informal settlements differ from those of principals and educators in urban schools. The amendment of the Curriculum 2005 through the RNCS introduced innovations in schools and changed the principal's role in its implementation. A literature review provided a conceptual framework and covered requirements for successful curriculum implementation, the principal's role therein and relevant training for principals. An empirical investigation using a qualitative approach was conducted and data gathered by interviews with principals, officials from the Department of Education and educators. Finally, a synopsis of the findings and recommendations for further research are provided. / EDUCATIONAL STUDIES / MED (EDUC MANAGEMENT)

The research focuses on the role of the principal in the implementation of the Revised National Curriculum Statement (RNCS) in Tshwane North District 3. The district is characterised by urban areas, townships and informal settlements. Educators in schools in these areas are well qualified; however, schools in the informal settlement lack resources and facilities. Thus, the curriculum implementation problems experienced by principals and educators in the informal settlements differ from those of principals and educators in urban schools. The amendment of the Curriculum 2005 through the RNCS introduced innovations in schools and changed the principal's role in its implementation. A literature review provided a conceptual framework and covered requirements for successful curriculum implementation, the principal's role therein and relevant training for principals. An empirical investigation using a qualitative approach was conducted and data gathered by interviews with principals, officials from the Department of Education and educators. Finally, a synopsis of the findings and recommendations for further research are provided. / EDUCATIONAL STUDIES / MED (EDUC MANAGEMENT)

Submitted by Geandra Rodrigues (geandrar@gmail.com) on 2017-12-22T12:51:50Z No. of bitstreams: 1 eduardosantosaraujo.pdf: 1679726 bytes, checksum: 6742ec231f607531b9bce99c18c2c7b2 (MD5) / Approved for entry into archive by Adriana Oliveira (adriana.oliveira@ufjf.edu.br) on 2017-12-22T13:02:37Z (GMT) No. of bitstreams: 1 eduardosantosaraujo.pdf: 1679726 bytes, checksum: 6742ec231f607531b9bce99c18c2c7b2 (MD5) / Made available in DSpace on 2017-12-22T13:02:37Z (GMT). No. of bitstreams: 1 eduardosantosaraujo.pdf: 1679726 bytes, checksum: 6742ec231f607531b9bce99c18c2c7b2 (MD5) Previous issue date: 2017-06-22 / A presente dissertação foi desenvolvida no âmbito do Mestrado Profissional em Gestão e Avaliação da Educação Pública (PPGP) do Centro de Políticas Públicas e Avaliação da Educação da Universidade Federal de Juiz de Fora (CAEd/UFJF). A pesquisa pretendeu discutir a formação de gestores no âmbito da Superintendência Regional de Ensino (SRE) Metropolitana B, da Secretaria de Estado de Educação de Minas Gerais (SEE/MG), com recorte prioritário em Ibirité-MG. Diante das mudanças na configuração das atividades educacionais nas últimas décadas é necessário que o diretor escolar desempenhe múltiplas funções. Assim, as atividades da direção vão desde a gestão pedagógica, perpassando pela gestão de pessoas e englobando a gestão administrativa e financeira, de cunho mais burocrático. Neste contexto, os processos de formação de diretores tornam-se condição imprescindível para o alcance dos objetivos educacionais. Grande parte das competências requeridas do diretor de escola básica está no âmbito da gestão administrativa a qual, apesar de ser uma atividade-meio, se mal gerenciada acarreta danos ao que se considera atividade fim, a saber, à gestão pedagógica. Partindo dessas constatações, assumiu-se como suposição, inicial, que há lacunas na formação do diretor de escola no geral e, mais especificamente, daqueles alocados na rede estadual de Minas Gerais. Para tanto, foi realizada uma pesquisa de caráter qualitativo e como instrumentos a entrevista individual e questionário estruturado. A revisão teórica embasou-se, principalmente, em Lück (2000 e 2009); Sander (1993); Paro (2010); Machado (2000) e Teixeira e Malini (2016) para construir os eixos de análise. Estes discutiram a correlação das diferentes dimensões da gestão escolar; as competências requeridas ao diretor e sua formação, incluindo as implicações desta para a direção da escola. Ao final, a suposição mencionada foi confirmada, quando se constatou a inexistência de formação inicial para os diretores, o desconhecimento destes a respeito dos cursos de formação disponíveis na rede, além do reiterado sentimento de abandono demonstrando durante as entrevistas. Deste modo, os resultados da pesquisa indicaram a existência de gaps entre a formação do diretor e as competências exigidas para a gestão escolar eficaz. Diante disso, propôs-se um Plano de Ação Educacional (PAE) visando minimizar as dificuldades encontradas. A proposta principal consta da criação de um núcleo de formação e acompanhamento de diretores na SRE pesquisada, incluindo uma Formação administrativo-financeira básica, continuada e cíclica para diretores; entre outras ações. / This dissertation was developed under the Professional Masters Program in School Management and Evaluation of Public Education (PPGP) from the Center of Public Policies and Education Evaluation of the Federal University of Juiz de Fora (CAEd / UFJF). The research was intended to discuss about the training of managers in the scope of the Regional Superintendence of Education (SRE) Metropolitan B, of the State Secretariat of Education of Minas Gerais (SEE / MG), with a priority outline in Ibirité-MG. Faced with the changes in the configuration of educational activities in the last decades, it is now necessary for the school director to perform multiple functions. Thus, management activities range from pedagogical management, human resources and encompassing administrative and financial management, in a bureaucratic approach. In this context, the directors‟ formation processes become an indispensable condition for the achievement of educational objectives. A large part of the required competencies of elementary schools‟ principals is in the scope of administrative management, which, despite being an intermediate activity, if poorly managed entails damage to what is considered an end activity, namely, pedagogical management. Based on these findings, it was held as an initial assumption that there are gaps in the formation of school directors in general and, more specifically, of those allocated in the state network of Minas Gerais. For that, a qualitative research was carried out and as instruments the individual interview and structured questionnaire were applied. The theoretical overview was based mainly on Lück (2000 and 2009); Sander (1993); Paro (2010); Machado (2000) and Teixeira and Malini (2016) to construct the axes of analysis. They have discussed the correlation of the different dimensions of school management; the required competencies of the principal and his or her qualification, including its implications for the school management. In the end, the assumption above was confirmed, when initial training for the directors was inexistent. Moreover, there was a lack of knowledge about available training courses on the network, and the repeated feeling of abandonment during the interviews. In this manner, the results of the research indicated the existence of gaps between the training of principals and the competences required for effective school management. In view of this, an Educational Action Plan (PAE) was proposed to minimize the difficulties encountered. Its main proposal consists in the creation of a training center and monitoring of directors in the SRE surveyed, including a basic, continuous and cyclical administrative-financial training for directors among other actions.