Submitted in fulfilment of the requirements for the degree of MASTER OF EDUCATlON in the DEPARTMENT OF EDUCA TIONAL PSYCHOLOGY of the UNIVERSITY OF ZULULAND, 1995. / The aims of this study were to: • research the relationship between the school principal and the governing body by means of a literature study; • establish how the relationship between the principal and the governing body influences the child's education; • determine, in the light of the findings obtained, certain guidelines according to which a harmonious relationship between the principal and the governing body can be established. The school as an educational institution was established by society when parents experienced feelings of inadequacy in the performance of their educative task. They no longer had the ability to guide and accompany the child with respect to the specialised subject matter and the requirements of modern society- Consequently parents nowadays send their children to school to receive formal education. However, parents cannot and may not delegate the privilege and responsibility of their children's education to the school, and must retain the primary responsibility of their children's education. They should therefore be involved in the formal education of their children at school. The primary and functional task of the school is the formal education and training of its pupils. For the school to perform this task efficiently, effective management is necessary, and it is this management that lies in the hands of the principal. The management activities of the principal includes planning, organisation, guidance and control. As the educational leader. there is no one other person with a greater influence on every facet of school life than the principal, and it is his perception of education and teaching that is reflected in all the facets of the life of his school. His personality as a leader not only influences the job satisfaction of his staff members, but with the passage of time becomes a cardinal factor that guides the morale and quality of the school as an educational institution. The principal is also the pivot upon which all the school activities hinge, and the quality of his performance as the leader of a team of trained and selected professionals is a determining factor in the success or failure to achieve the primary objective of the school. Organised parent involvement in the formal education of children is embodied in statutory parent bodies, such as governing bodies, and in non-statutory parent bodies such as parent-teacher associations (PTA's). Parent bodies offer the parents who elected them a high level of representation in matters concerning the formal education of their children. The governing body is the mouthpiece of the parents in the community, with statutory powers to implement decisions which have been made. Therefore, forma! education does not function in a vacuum. The family as a primary, and the school as a secondary community should work together and a spirit of partnership should exist between the family and the school for the benefit of the child's education. Furthermore, parental involvement in school matters should take place in an organised and orderly fashion. Parents and principal become partners In the learning and becoming of non-adult members of the community. Neither the parents nor the principal alone can fulfil the education task completely. They require each other's cooperation in this regard. It has become evident that the family and the school as partners have mutual expectations of each other. Only if a relationship of mutual trust, respect and understanding between the principal and the governing body exists, and if concordant objectives relating to educational matters are pursued, can these expectations be realised. It is generally acknowledged that this relationship is indispensable for the harmonious, functional and effective accomplishment, not only of educative teaching in the school, but also of education in the primary education situation in the family. The parents and the principal should function as equal partners in an educational partnership. In the light of the findings of this research, recommendations concerning the following were formulated: • Principles governing parent involvement. • Effective parental involvement. • Management of parental involvement by the principal. • Communication between school and home. • Parent orientation and training. Functions of the governing body.

Submitted in partial fulfillment for the requirements of the Degree of Doctor of Education in the Subject Educational Management in the Faculty of Education at the University of Zululand, 1993. / This research has looked into the methods which teachers and principals use to handle student-student, student-principal and student-teacher conflicts in KwaZulu secondary schools. It has revealed that teachers tend to use authoritarian and power based methods to manage conflicts with students. Authoritarian methods rely on coercive and position power to force students to comply. They include punishment and force of different kinds. The research has shown that authoritarian and power based methods of managing conflict in schools tend to have short term benefits only. The study has also found that some principals use competitive and authoritarian methods to manage conflicts which involve students. However, there is a definite effort by some principals to employ problem solving methods such as negotiation to solve conflicts with students. Where problem solving methods were used, positive relationships were enhanced. In some cases new ways of doing things at school were developed. The* extent to which other methods like avoidance and accommodation are used to deal with conflict was highlighted. The outcomes of these in schools were also shown. The research also indicated that the socio-economic and political history of education for Blacks in South Africa and KwaZulu, has created a great potential for conflict in schools. It was shown that schools in KwaZulu are in a situation where education does not adequately fulfill needs of students. As a result a lot of frustration occurs and students displace their feelings by resorting to socially disapproved means like violence. v(b) Other variables such as clash of values between teachers and students, misperceptions especially by students and lack of student involvement in decision making also contribute to conflict. According to the observations of principals, students also deal with conflict in aggressive and competitive ways. They demand whatever they believe they are deprived of; they become violent or resistant to school authority. Further, the study concluded that some teachers and principals increase the potential for conflicts in schools through defective management styles and negative interaction with students. The latter, namely negative interaction with students, was seen to be either part of estranged student-teacher or student-principal relationships or, in some cases, a result of poor communication and interpersonal skills of teachers or principals. All three parties (namely teachers, students and principals) cloud issues on conflicts by mixing them with emotions and by operating from certain belief systems. Such emotions as uncontrolled anger and resultant violence or beliefs that students cannot or may not participate in decisions at school, often worsened conflicts. The research discerned that a principal's or teacher's approach to managing conflicts tends to influence the outcomes.

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