The study sought to investigate factors influencing curriculum management in Bizana schools. A survey design which used mainly qualitative aspects of research was used in the study. Questionnaires and interview schedules were used to collect data. Participants (N=60) were made up of 10 learners,10 teachers, 10 School Management Team members ( SMTs), 10 parents and 20 district officials. The teachers, learners, parents and SMTs including principals were selected from 3 schools being a Primary School, a Junior Secondary School and a Senior Secondary School. Frequency tables were used to present quantitative data while verbal quotes were presented in support of themes that emerged from the qualitative data. The findings of the study revealed that the following factors were regarded as the causes of poor curriculum management; lack of training and skills on the part of curriculum managers, un-availability of resources in schools, the level of parental involvement in curriculum and regular systemic changes. It was recommended that the Department of Education should ensure that all curriculum managers are being trained to provide them with enough skills. The Department of Education should also supply schools with adequate resources. Parents should also be trained on curriculum issues. Too many changes in the system within a short space of time should be avoided.

Submitted in partial fulfilment of the requirements for the degree of MASTER OF EDUCATION in the department of EDUCATIONAL PlANNING AND ADMINISTRATION at the UNIVERSITY OF ZULULAND, 1994. / In this dissertation conflict is accepted to refer to divergent perceptions about a situation or issue. These perceptions which are inevitable have both; (i) the potential of promoting disordelines, ineffectiveness and inefficiency; and (ii) the potential for promoting order, effectiveness and efficiency. Conflict may have costs or benefits. The importance of conflict management as a management function should be appreciated against the background of what conflict is capable of contributing for and/or against the school. Conflict management in this dissertation therefore means a process or resolving excessive conflict without discouraging a reasonable sharing of different ideas for the best result. It refers to controlling the amount of conflict required for the school to perform in an orderly manner, efficiently and effectively. It is against this background that the rearcher embarked upon this study. He had observed that in secondary schools conflict seem to be always unproductive, for example boycott of classes, vandalism, violence on school premises, etc. These instances of conflict result in poor performance, high drop-out rate, withdrawal of parents from school matters, demotivation and non effective functioning of the school. The researcher purpoted to describe the secondary school principal's perception of conflict as it influences their perception of conflict management. He assumed that these principals perceived conflict negatively and they consequently perceived conflict management as conflict resolution. Research revealed that 51% of the principals actually perceived conflict negatively, that is, as a bad element that brings about chaos in the school, and consequently 53% actually perceived conflict management as conflict resolution. The researcher conceded that the perception of conflict does not always influence the perception of conflict management, for example the number of principals that perceived conflict management as conflict resolution dropped by 4% from those that perceived conflict negatively. Factors like qualification, school enrolment and actual experiences of conflict were also found to be influential in the perception of conflict and its management. The researcher concluded that secondary school principals in the Natal Region perceived conflict negatively and as a result they perceive conflict management as conflict resolution. He then identified a need for further education and training of school principals in the aspect of conflict management. Principals need to appreciate that conflict is not only inevitable but infact necessary for ensuring the development of the school and improving the quality of its service. If conflict is less than moderate it should be stimulated. Excessive conflict is dangerous for the school. It promotes disorder which results in inefficiency and ineffictiveness. If it is more than moderate it should be resolved.

A dissertation submitted to the Faculty of Education in fulfilment of the requirements for the Degree of Doctor of Education in the Department of Social Science Education at the University Of Zululand, South Africa, 2016 / Participative management increasingly gained momentum in the management of public institutions, such as schools after the 1994 democratic elections held in South Africa. The democratic values enshrined in the Constitution of the Republic of South Africa Act 108 of 1996 seemed to be critical in the management of schools, since they created the basis for staff participation in decision making. In this study the researcher investigates participative management practices at various secondary schools in the Uthungulu district of KwaZulu-Natal province in South Africa. The objectives of the study were to: To find out conditions which make participative management appropriate in secondary school; To determine the management development needs of school managers; To examine the factors which inhibit participative management in secondary schools, and To establish models which promote participative management in secondary schools. This investigation was undertaken to find out conditions which make participative management appropriate in secondary schools, and to examine the factors that inhibit participative management in secondary schools. The mixed method approach (qualitative and quantitative) was used in this study to collect data from principals and heads of departments in the Uthungulu district. The empirical study based on the findings of questionnaires and interviews confirmed that there is a need for vigorous and ongoing management development programmes for school management teams and that participative management is not a way of life in some secondary schools in the Uthungulu district. The main recommendations of this study included the need for the Department of Education to develop and strengthen organisational cultures which favour participative management practices, and to establish clear organisational structures which allow for staff participative management practices.

Thesis (M.S.)--Rochester Institute of Technology, 1992. / Typescript. Includes bibliographical references.

A dissertation submitted in accordance with the requirements for the Master’s Degree in Educational Management in the Department of Educational Planning and Administration, Faculty of Education at the University of Zululand, 2019. / Although the number of women managers in education is increasing, women continue to experience problems that prevent them from realising their full potential particularly as conflict managers. When female teachers are promoted to principalship positions, there are no programmes to equip them with relevant management skills required to lead and manage the schools effectively. This has resulted in some female principals showing lack of confidence in resolving conflict in schools, particularly where the staff is dominated by female teachers. Female principals tend to rely on their male colleagues should there be a case where they have to implement disciplinary measures. The aim of this study was to explore female principals’ skills of managing conflict in primary schools dominated by female teachers in the Gingindlovu Circuit. This study used a qualitative approach, collecting data through face-to-face interviews. Purposive sampling procedure was used to select participants for this study. The study established that female principals have skills of managing conflict despite their gender roles that have been taken as determinants that females may not do well as managers. Some gender roles, which include nurturing and accommodating, have been identified as key to female principals in assisting them when resolving conflict at the work place where the staff is dominated by female teachers. However, they still need to learn more about skills of managing conflict in schools. The study recommends that female principals be workshopped on how to manage conflict in a school situation soon after they have been appointed. A comparative study between female and male principals regarding management skills they have for resolving conflicts is recommended. / National Research Foundation

Thesis (doctoral)--Universität St. Gallen, 1998.

Thesis (Ed.D.)--University of Tulsa, 1986. / Bibliography: leaves 146-149.

Submitted in accordance with the requirements of the degree of Master of Education at the University of Zululand, 1999. / This research examined participative decision making and conflict management in schools. The researcher made use of questionnaires to gather data on whether educators participated in decision making. He also examined whether the assumption that teacher involvement in decision making reduces conflicts in schools was true. It became clear from the study that despite efforts by the Department of education to involve all stakeholders in decision making in schools, it is still apparent that not all principals are prepared to involve educators in decision making processes. This research study is aimed at creating awareness on the importance of inclusion/ involvement of educators in decision making as prescribed by the South African Schools Act of 1996.

To Chun Fung Cliff. / "Architecture Department, Chinese University of Hong Kong, Master of Architecture Programme 1996-97, design report." / Includes bibliographical references. / Design Report / Chapter Part 1 --- Introduction / Chapter 1.1 --- Personal Design Objectives / Chapter 1.2 --- Project Selection - Subject / Chapter 1.3 --- Project Selection - Clients and Users / Chapter 1.4 --- Project Selection - Site and Context / Chapter Part 2 --- Project Analysis / Chapter 2.1 --- Subject Analysis / Chapter 2.2 --- Client/User Analysis / Chapter 2.3 --- Site/Context Analysis / Chapter Part 3 --- Process / Chapter Stage 1 --- Form Exploration / Chapter Stage 2 --- Concept Generation / Chapter Stage 3 --- Zoning Arrangement / Chapter Stage 4 --- Schematic Design / Chapter Stage 5 --- Design Refinement / Chapter Stage 6 --- Special Study / Chapter Stage 7 --- Final Revision / Chapter Part 4 --- Final Project / Appendix / Programming Report

CoordenaÃÃo de AperfeiÃoamento de Pessoal de NÃvel Superior / As demandas educacionais atuais apontam para a necessidade de mudanÃas na escola para o atendimento aos alunos, levando em conta suas singularidades e necessidades individuais. Para essas mudanÃas, o papel do diretor à identificado como fundamental na constituiÃÃo de escolas inclusivas requerendo novas habilidades, conhecimentos e formaÃÃo que atenda o desafio de gerir essas escolas. Este trabalho se constituiu em uma experiÃncia de pesquisa desenvolvida em parceria com uma escola, buscando construir elementos de referÃncia para a organizaÃÃo e gestÃo da escola na diversidade. Para a realizaÃÃo desse estudo, empreendemos uma revisÃo bibliogrÃfica contemplando eixos teÃricos e pesquisas realizadas acerca da discussÃo sobre a escola, a inclusÃo e as novas formas de organizaÃÃo frente à diferenÃa e a diversidade alÃm dos estudos que discutem sobre a cultura, educaÃÃo e diferenÃa e os pressupostos implicados na teoria da mudanÃa e nos fundamentos de uma gestÃo para a escola inclusiva. A pesquisa teve por objetivo desenvolver, em parceria com uma escola publica municipal, uma experiÃncia de intervenÃÃo que considerasse a gestÃo da aprendizagem na diversidade, tendo como ponto de partida à constituiÃÃo de uma gestÃo co-participativa. A metodologia utilizada foi a pesquisa-aÃÃo colaborativa que se caracteriza pelo compartilhamento do saber na qual todos os participantes do processo, juntos, promovem aÃÃes para transformar uma situaÃÃo inicial num estado desejado. O estudo teve duraÃÃo de dois anos e meio e os resultados mostraram que a gestÃo compartilhada à benÃfica à constituiÃÃo da escola inclusiva sendo fundamental que os membros da escola aprendam a trabalhar junto e busquem, cada vez mais, o aperfeiÃoamento de prÃticas de colaboraÃÃo. Na escola pesquisada, consideramos como ponto fundamental para a mudanÃa na gestÃo, à forma como foi desenvolvido o acompanhamento das aÃÃes cotidianas. Esse acompanhamento permitiu o avanÃo em alguns pontos que destacamos na seqÃÃncia: a interiorizaÃÃo da cultura de cooperaÃÃo entre a gestÃo da escola e os professores, especialmente aqueles que foram acompanhados por membros da pesquisa GestÃo da Aprendizagem na Diversidade; a criaÃÃo da cultura do acolhimento a todos os alunos por parte da gestÃo da escola; a reorganizaÃÃo das aÃÃes de planejamento; reforÃo das aÃÃes no Ãmbito da gestÃo participativa; investimento na diversificaÃÃo dos equipamentos pedagÃgicos e na infra-estrutura da escola; a sistematizaÃÃo das aÃÃes da direÃÃo atravÃs da partilha e reciprocidade na tomada de decisÃes; e investimento na formaÃÃo dos professores e membros a equipe de gestÃo. As mudanÃas acontecidas ao longo da pesquisa nos impulsionam a dizer que o modelo de administraÃÃo adotado na escola nÃo foi suficiente para provocar a mudanÃa da cultura pedagÃgica tradicional ainda prevalecente. As transformaÃÃes ocorridas nÃo romperam totalmente com os padrÃes de ensino homogÃneos e nem garantiram e corresponderam a um movimento efetivo na constituiÃÃo de uma identidade inclusiva prÃpria bem como na melhoria dos padrÃes de ensino ao alcance de todos os alunos. / The recent educational demands point to the need of change in schools concerning the care of students, taking into account their individual needs and singularities. Regarding this change, the role of the principal is identified as a fundamental role in the upcoming of inclusive schools, requiring new abilities, knowledge and development in order to face the challenge of managing those schools. This work encompasses a research experience developed throughout a partnership with a school, striving to build up elements of reference to the management of the school regarding the diversity issue. In order to accomplish this study we have done a comprehensive bibliographical account involving theoretical axis and researches on the themes of school, inclusion and the new kinds of school organization facing diversity. Moreover, studies on culture, diversity, difference, and the principles implied in change theory and the foundations of management towards an inclusive school were added in the bibliographical research. The research itself aimed to develop, in partnership with a city public school, an intervention program considering the school management regarding diversity issues, having as a starting point the constitution of a co-participative management. The methodology used was the collaborative action-research which is featured by the sharing of the knowledge among all participants of the process, so that, together, they can change an initial situation into a better one. The study lasted two years and a half and the results showed that a shared management may be beneficial to the constitution of an inclusive school. It is fundamental, though, that the school members learn to work together and seek, increasingly, the improvement of collaborative practices. In the specific school researched, we have considered as a key issue, the changing of management practices, specifically the way the guidance of daily actions was developed. This guidance allowed the improvement of some changing issues: the introduction of a collaborative action between the coordination and the teachers, mainly those teachers who were coached by members of the research âLearning Management in Diversityâ team; the reorganization of planning actions; the reinforcement of actions in the issue of participative management; investment in the diversification of pedagogical equipment and in school facilities; the systematization of the actions of the directorâs board throughout the sharing of the decision taking process; and the investment in the development of teachers and coordinators. The changes occurred along the research process lead us to say that the management model adopted in the school did not suffice the need for change from a traditional cultural pedagogical practice still prevalent. The changes occurred did not diverge from homogenous teaching practice neither guaranteed nor corresponded with a model that moved towards the constitution of an inclusive identity that devised the improvement of teaching patterns offered to the students.