Adequacy of the advanced certificate in education to develop the work-intergrated learning competencies of principals: a case study
- Authors: Dali, Christopher Malizo
- Date: 2011
- Subjects: School principals -- Training of -- South Africa -- Eastern Cape , Emotional intelligence -- Study and teaching -- South Africa -- Eastern Cape , Educational leadership -- South Africa -- Eastern Cape , School management and organization -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Doctoral , DEd
- Identifier: vital:9472 , http://hdl.handle.net/10948/1342 , School principals -- Training of -- South Africa -- Eastern Cape , Emotional intelligence -- Study and teaching -- South Africa -- Eastern Cape , Educational leadership -- South Africa -- Eastern Cape , School management and organization -- South Africa -- Eastern Cape
- Description: The aim of this study was to explore the adequacy of the Advanced Certificate in Education (School Leadership) programme to develop the school principals’ workintegrated learning competencies (WILCs) at the Higher Education Institutions (HEIs). One of the objectives of this study was therefore to determine the extent to which the Advanced Certificate in Education (ACE) – School Leadership (SL) programme could utilise emotional intelligence (EI) to develop the principals’ intrapersonal and interpersonal competencies for collegial leadership. Another objective was to explore the school principals’ perceptions of their emotional competencies that could link their theoretical studies at the Nelson Mandela Metropolitan University (NMMU) with their practical learning experiences in their schools. Presently, one of the major programmes that could use EI in the development of school principals’ WILCs is the ACE (SL) programme offered by HEIs. The challenge for HEIs, such as the NMMU, is to offer an ACE (SL) programme that is capable of empowering principals from divergent school backgrounds. This would enable them to better understand and interpret the contextual evironments in their schools and their emotional relationships with their teachers as colleagues. The purposively selected research participants for this study comprised of school principals from one hundred and thirty rural, urban, township and farm schools. These schools are located in areas such as Lusikisiki, Bizana, Kokstad, Maluti, Mount Frere, Mount Fletcher, Cradock, Graaff-Reinet, Uitenhage and Port Elizabeth. For the purposes of triangulation, forty-two semi-structured questionnaire responses, five focus group interviews, ten in-depth interviews, and the school principals’ portfolio reflections, were used in the collection and analysis of the data. The findings of this interpretive, explorative, descriptive, and phenomenological study revealed that generally, the school principals had satisfactory levels of EI, firstly especially in terms of their intrapersonal competencies such as adaptability, v achievement drive, commitment, initiative and optimism. The school principals valued the opportunity afforded to them by the ACE (SL) programme to discuss their individual emotions and experiences with principals from similar and different school contexts. The ACE (SL) programme helped them to interrogate and express their own perceptions and experiences and the WILCs required in their leadership positions in schools. Secondly, the findings on the effectiveness of the interpersonal WILCs revealed that most of the school principals were adept at inducing desirable feelings and actions in their teachers. The feedback from the semi-structured questionnaire, the in-depth interviews, the focus group interviews, and the principals’ reflection portfolios indicated that EI could strongly influence the development of the WILCs of school principals. Politically astute principals know how to collaborate with teachers to achieve school goals. They create a culture of trust and achievement as they collaborate as colleagues in their schools. In conceptualising the development of the WILCs of school principals, one of the major recommendations emanating from this study is the utilisation of the WILCs model to develop the school principals’ collegial leadership abilities. The WILCs model was developed as a recommendation to provide a common language for discussing emotional capabilities and guidance for a host of WILCs such as self-awareness, selfregulation, empathy, conflict management, building bonds, enabling and inspiring others to develop in a collaborative and collegial manner. Underpinning the WILCs model are five major assumptions. The first assumption is that although the intrapersonal and interpersonal competencies are essential, generic and could be applied to any organisational context, the focus in this study is on school principals and their school environments. The second assumption of this model is that the WILCs are the result of rigorous research and represent a way of describing the effective leadership abilities of principals within their school contexts. The third assumption is that the WILCs are interrelated, complex, and serve to highlight key elements of effective leadership in the school environment without privileging one over another. Fourthly, the conceptual basis for the construction of the WILCs model is the vi empowerment of principals and their interpersonal relationships with the wider school community. Fifthly, and a highly relevant assumption for school principals, this WILCs model brings together the social constructivist essence of the two epistemic sites of learning discussed in this study – the schools and the HEIs – and the interconnectedness between EI and IQ in the development of principals’ WILCs for collegial leadership. Evidently, principals cannot solely depend on their experiences only to hone their leadership competencies. Formal programmes, such as the ACE (SL) programme, are essential to develop the WILCs of school principals. Nothing less should be contemplated to develop their collegial leadership competencies.
- Full Text:
- Date Issued: 2011
- Authors: Dali, Christopher Malizo
- Date: 2011
- Subjects: School principals -- Training of -- South Africa -- Eastern Cape , Emotional intelligence -- Study and teaching -- South Africa -- Eastern Cape , Educational leadership -- South Africa -- Eastern Cape , School management and organization -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Doctoral , DEd
- Identifier: vital:9472 , http://hdl.handle.net/10948/1342 , School principals -- Training of -- South Africa -- Eastern Cape , Emotional intelligence -- Study and teaching -- South Africa -- Eastern Cape , Educational leadership -- South Africa -- Eastern Cape , School management and organization -- South Africa -- Eastern Cape
- Description: The aim of this study was to explore the adequacy of the Advanced Certificate in Education (School Leadership) programme to develop the school principals’ workintegrated learning competencies (WILCs) at the Higher Education Institutions (HEIs). One of the objectives of this study was therefore to determine the extent to which the Advanced Certificate in Education (ACE) – School Leadership (SL) programme could utilise emotional intelligence (EI) to develop the principals’ intrapersonal and interpersonal competencies for collegial leadership. Another objective was to explore the school principals’ perceptions of their emotional competencies that could link their theoretical studies at the Nelson Mandela Metropolitan University (NMMU) with their practical learning experiences in their schools. Presently, one of the major programmes that could use EI in the development of school principals’ WILCs is the ACE (SL) programme offered by HEIs. The challenge for HEIs, such as the NMMU, is to offer an ACE (SL) programme that is capable of empowering principals from divergent school backgrounds. This would enable them to better understand and interpret the contextual evironments in their schools and their emotional relationships with their teachers as colleagues. The purposively selected research participants for this study comprised of school principals from one hundred and thirty rural, urban, township and farm schools. These schools are located in areas such as Lusikisiki, Bizana, Kokstad, Maluti, Mount Frere, Mount Fletcher, Cradock, Graaff-Reinet, Uitenhage and Port Elizabeth. For the purposes of triangulation, forty-two semi-structured questionnaire responses, five focus group interviews, ten in-depth interviews, and the school principals’ portfolio reflections, were used in the collection and analysis of the data. The findings of this interpretive, explorative, descriptive, and phenomenological study revealed that generally, the school principals had satisfactory levels of EI, firstly especially in terms of their intrapersonal competencies such as adaptability, v achievement drive, commitment, initiative and optimism. The school principals valued the opportunity afforded to them by the ACE (SL) programme to discuss their individual emotions and experiences with principals from similar and different school contexts. The ACE (SL) programme helped them to interrogate and express their own perceptions and experiences and the WILCs required in their leadership positions in schools. Secondly, the findings on the effectiveness of the interpersonal WILCs revealed that most of the school principals were adept at inducing desirable feelings and actions in their teachers. The feedback from the semi-structured questionnaire, the in-depth interviews, the focus group interviews, and the principals’ reflection portfolios indicated that EI could strongly influence the development of the WILCs of school principals. Politically astute principals know how to collaborate with teachers to achieve school goals. They create a culture of trust and achievement as they collaborate as colleagues in their schools. In conceptualising the development of the WILCs of school principals, one of the major recommendations emanating from this study is the utilisation of the WILCs model to develop the school principals’ collegial leadership abilities. The WILCs model was developed as a recommendation to provide a common language for discussing emotional capabilities and guidance for a host of WILCs such as self-awareness, selfregulation, empathy, conflict management, building bonds, enabling and inspiring others to develop in a collaborative and collegial manner. Underpinning the WILCs model are five major assumptions. The first assumption is that although the intrapersonal and interpersonal competencies are essential, generic and could be applied to any organisational context, the focus in this study is on school principals and their school environments. The second assumption of this model is that the WILCs are the result of rigorous research and represent a way of describing the effective leadership abilities of principals within their school contexts. The third assumption is that the WILCs are interrelated, complex, and serve to highlight key elements of effective leadership in the school environment without privileging one over another. Fourthly, the conceptual basis for the construction of the WILCs model is the vi empowerment of principals and their interpersonal relationships with the wider school community. Fifthly, and a highly relevant assumption for school principals, this WILCs model brings together the social constructivist essence of the two epistemic sites of learning discussed in this study – the schools and the HEIs – and the interconnectedness between EI and IQ in the development of principals’ WILCs for collegial leadership. Evidently, principals cannot solely depend on their experiences only to hone their leadership competencies. Formal programmes, such as the ACE (SL) programme, are essential to develop the WILCs of school principals. Nothing less should be contemplated to develop their collegial leadership competencies.
- Full Text:
- Date Issued: 2011
An assessment of the role of the procurement committee in the management of school funds with reference to selected schools in Libode District
- Authors: Mtshakaza, Lungile Eric
- Date: 2011
- Subjects: Government purchasing -- Law and legislation -- South Africa -- Eastern Cape , Education -- South Africa -- Eastern Cape -- Finance , Government aid to education -- South Africa -- Eastern Cape , School boards -- South Africa -- Eastern Cape , School management and organization -- South Africa -- Eastern Cape , Education, Rural -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: vital:8268 , http://hdl.handle.net/10948/d1014583
- Description: The South African Schools Act (Act 84 of 1996) stipulates that the State must fund all the public schools from the public revenue on an equitable basis. Each school should elect a School Governing Body (SGB) whose primary function is to manage school finances. The principal of the school, who is also a member of the SGB, is the accounting officer. The SGB has to elect the finance committee which should run the school’s finances and, in turn elects the procurement committee - a sub-committee of the finance committee. In terms of the South African Schools Act, (Act 84 of 1998, as amended) there are two categories of public schools which may be created in South Africa. One category is based on Section 20 of the South Africa Schools Act with stipulated functions applicable to all public schools, while the other category is based on Section 21 of the Act which includes added stipulated functions above those applicable to all public schools. The study investigated the factors affecting the performance of procurement committees in schools. Among others, the study found that more formal training on financial management was necessary in schools in order to empower the procurement committees. Inadequate support with regard to the availability of supporting documentation and logistics was also raised as a matter of concern.
- Full Text:
- Date Issued: 2011
- Authors: Mtshakaza, Lungile Eric
- Date: 2011
- Subjects: Government purchasing -- Law and legislation -- South Africa -- Eastern Cape , Education -- South Africa -- Eastern Cape -- Finance , Government aid to education -- South Africa -- Eastern Cape , School boards -- South Africa -- Eastern Cape , School management and organization -- South Africa -- Eastern Cape , Education, Rural -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: vital:8268 , http://hdl.handle.net/10948/d1014583
- Description: The South African Schools Act (Act 84 of 1996) stipulates that the State must fund all the public schools from the public revenue on an equitable basis. Each school should elect a School Governing Body (SGB) whose primary function is to manage school finances. The principal of the school, who is also a member of the SGB, is the accounting officer. The SGB has to elect the finance committee which should run the school’s finances and, in turn elects the procurement committee - a sub-committee of the finance committee. In terms of the South African Schools Act, (Act 84 of 1998, as amended) there are two categories of public schools which may be created in South Africa. One category is based on Section 20 of the South Africa Schools Act with stipulated functions applicable to all public schools, while the other category is based on Section 21 of the Act which includes added stipulated functions above those applicable to all public schools. The study investigated the factors affecting the performance of procurement committees in schools. Among others, the study found that more formal training on financial management was necessary in schools in order to empower the procurement committees. Inadequate support with regard to the availability of supporting documentation and logistics was also raised as a matter of concern.
- Full Text:
- Date Issued: 2011
Improving the organisational perfomance of school by increasing the effectiveness of school management teams
- Authors: Balie, Isaac Ronald
- Date: 2011
- Subjects: School management teams -- South Africa -- Eastern Cape , School management and organization -- South Africa -- Eastern Cape , School boards -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8584 , http://hdl.handle.net/10948/1612 , School management teams -- South Africa -- Eastern Cape , School management and organization -- South Africa -- Eastern Cape , School boards -- South Africa -- Eastern Cape
- Description: The principal together with the school management team (SMT) of a public school is responsible for ensuring that all areas in the school function effectively. Effective school-based management is no longer a choice in South Africa but, rather, a must. Seventeen years into democracy, the Grade 12 pass rates in the Eastern Cape for the past three years were 50.6% in 2008, 51.0% in 2009 and 58.3% in 2010. Although there has been an improvement over the last three years, the Eastern Cape was still number seven out of the nine provinces in 2010. Against this background the question arose as to whether the schools in the Eastern Cape were effectively managed. The primary objective of the study is therefore to improve the organisational performance of public schools in the Uitenhage education district by investigating the relationship between the perceived effective implementation of basic managerial tasks (planning, organising, leading and controlling), on the one hand, and organisational performance of schools, on the other hand. Convenience sampling was used to select 100 out of a possible 139 senior management team members from 26 public schools in the Uitenhage education district. The sample was stratified to include principals, deputy principals and heads of departments. The empirical results revealed that the management tasks, leading and controlling, were the main determinants of the organisational performance of participating schools. The empirical results showed that planning and organising do not have a significant influence on the organisational performance of these schools. The managerial implications of the results are discussed and recommendations are made on the basis of these discussions.
- Full Text:
- Date Issued: 2011
- Authors: Balie, Isaac Ronald
- Date: 2011
- Subjects: School management teams -- South Africa -- Eastern Cape , School management and organization -- South Africa -- Eastern Cape , School boards -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8584 , http://hdl.handle.net/10948/1612 , School management teams -- South Africa -- Eastern Cape , School management and organization -- South Africa -- Eastern Cape , School boards -- South Africa -- Eastern Cape
- Description: The principal together with the school management team (SMT) of a public school is responsible for ensuring that all areas in the school function effectively. Effective school-based management is no longer a choice in South Africa but, rather, a must. Seventeen years into democracy, the Grade 12 pass rates in the Eastern Cape for the past three years were 50.6% in 2008, 51.0% in 2009 and 58.3% in 2010. Although there has been an improvement over the last three years, the Eastern Cape was still number seven out of the nine provinces in 2010. Against this background the question arose as to whether the schools in the Eastern Cape were effectively managed. The primary objective of the study is therefore to improve the organisational performance of public schools in the Uitenhage education district by investigating the relationship between the perceived effective implementation of basic managerial tasks (planning, organising, leading and controlling), on the one hand, and organisational performance of schools, on the other hand. Convenience sampling was used to select 100 out of a possible 139 senior management team members from 26 public schools in the Uitenhage education district. The sample was stratified to include principals, deputy principals and heads of departments. The empirical results revealed that the management tasks, leading and controlling, were the main determinants of the organisational performance of participating schools. The empirical results showed that planning and organising do not have a significant influence on the organisational performance of these schools. The managerial implications of the results are discussed and recommendations are made on the basis of these discussions.
- Full Text:
- Date Issued: 2011
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