教育局校長專業發展日.pptVIP

教育局校長專業發展日 人力資源管理講座(小學組) 員工發展及管理 *實踐經驗分享* 農圃道官立小學 金惠玲校長 二零零八年五月九日 Michael Fullen The six Secrets of change I – Love your employees II – Connect peers with Purpose III – Capacity Building Prevails IV – Learning is the work V – Transparency Rules VI – Systems Learn 以人為本的學校教育行政管理 Human-based School Education Administration Management S-H-A-M-E? VS P-R-O-U-D 2005-2006質素保證科周年報告 Establishing Consensus and Strengthening Middle Management Facing educational changes, schools should not only maintain their traditional features but also respond to the community’s expectation of quality education. Given the differences in contextual factors, different schools implement reform at a different pace and focus on different concerns. With regard to development planning, it is of great importance that the school management identifies and delineates the needs of the school. Of equal importance, at least, is the building of consensus. Teacher should be encouraged to participate in decision-making and school policies should be communicated clearly to teachers. To facilitate implementation, attention needs tp be given to priority setting and development tasks should be implemented in the order of priority. Empowerment and accountability need to be established in the implementation process so that the school management and teachers work hand in hand towards the vision and mission of the school. The middle management plays an important role in school development. The panel/functional heads as middle managers are responsible for empowerment, planning, implementation and monitoring. They also need to collaborate with each other to ensure effective implementation of the school development plan. School-based curriculum development requires multiple leadership forces. As a curriculum leader, the school head is entrusted with a critical role and she/he needs tp play such a role in a proactive way. As to curriculum planning, panel/c