A study of the factors impacting on the performance of school opernational teams in secondary schools in Nelson Mandela Bay
- Authors: Gibbs, Marilyn Dawn
- Date: 2013
- Subjects: Educational leadership -- South Africa -- Port Elizabeth , Teaching teams -- South Africa -- Port Elizabeth , Teams in the workplace -- South Africa -- Port Elizabeth
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8883 , http://hdl.handle.net/10948/d1020783
- Description: It is critical in this dynamic and changing environment that both the leadership and educators of schools and organisations are well equipped with the skills and knowledge to create high performance teams (HPT). High performance teams can be defined as those highly motivated team players in the organisation or school that maximise their people integrated knowledge, skills and values to a shared purpose or vision of their stakeholders. In this mixed method research an analysis of the whole school operational teams of some secondary schools including all educators, head of departments, administrators and principals was undertaken. Four secondary schools from two quintile groups situated in various areas of the Nelson Mandela Bay Metropolitan were the sampling units and the sample size was eighty one. Both quantitative and qualitative data was collected utilising a carefully constructed questionnaire based on a theoretical conceptual framework of enabling factors for HPT in business contexts. The theoretical framework of the Kenexa High Performance Model was utilised in this study. A questionnaire was constructed based on the factors of the High Performance Work Index (HPW) study done by the Australian Business School. This model was adjusted to utilise factors aligned to those factors within the school operational context. Using other literature references further factors were included into the survey instrument. The School High Performance Work Index (SHPWI) was the dependent variable while the independent variables included organizational commitment, and employee engagement. These were literature based measures and the questionnaire items were taken from previous research studies, thereby allowing construct validity. The other independent variables included Communication, Leadership, Strategic Management, School Organizational Climate, Positive Practices, Conflict Management, Motivation and Trust. A statistical analysis was undertaken on each school’s team response data. Reliability and validity of the constructed questionnaire was shown by using the Kenexa employee engagement index and the Organizational Commitment measure, which were highly correlated with the SHPWI. In literature, high performance teams (HPT) show common patterns in business and in this study it was seen that a number of common factors contributed towards a HPT in school operational teams. In this research study the main enabling factors in whole school operational teams that could lead to the formation of HPT’s involved factors of leadership, communication and motivation. The SHPWI showed a high correlation with employee engagement and organizational commitment. The HPT profile involved innovation (freedom of thinking), employee (educator) engagement, fairness, leadership, learner needs, communication, trust, conflict management, school organizational climate, positive practices, strategic management and motivation. In the correlation between the SHPWI and the independent variables the highest correlation (statistically significant at p < 0.05 N = 81; r > 0. 500) occurred between the School High Performance Index and Leadership (0.822), Communication (0.785) and Motivation (0.766). In the multiple linear regression (MLR) of the results of this study the highest correlations with a value of R2 = 0.774 was obtained with variables of Leadership, Communication, Motivation and Strategic Management factors. Qualitative data was coded and linked with the factors in the quantitative data and the top five factors were selected and summarised for each school. Merged data showed that each school exhibited a different profile of strengths and weaknesses. Recommendations were outlined for each school operational team. Different schools in different quintiles have different needs and gap factors that require improvement. It is therefore imperative that schools analyse their strengths and weaknesses within their school operational teams. This research study aimed therefore to start research on a human resource metric that can be further developed to allow school operational teams to examine and analyze their own HPT profile, so that specific interventions may be implemented.
- Full Text:
- Date Issued: 2013
- Authors: Gibbs, Marilyn Dawn
- Date: 2013
- Subjects: Educational leadership -- South Africa -- Port Elizabeth , Teaching teams -- South Africa -- Port Elizabeth , Teams in the workplace -- South Africa -- Port Elizabeth
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8883 , http://hdl.handle.net/10948/d1020783
- Description: It is critical in this dynamic and changing environment that both the leadership and educators of schools and organisations are well equipped with the skills and knowledge to create high performance teams (HPT). High performance teams can be defined as those highly motivated team players in the organisation or school that maximise their people integrated knowledge, skills and values to a shared purpose or vision of their stakeholders. In this mixed method research an analysis of the whole school operational teams of some secondary schools including all educators, head of departments, administrators and principals was undertaken. Four secondary schools from two quintile groups situated in various areas of the Nelson Mandela Bay Metropolitan were the sampling units and the sample size was eighty one. Both quantitative and qualitative data was collected utilising a carefully constructed questionnaire based on a theoretical conceptual framework of enabling factors for HPT in business contexts. The theoretical framework of the Kenexa High Performance Model was utilised in this study. A questionnaire was constructed based on the factors of the High Performance Work Index (HPW) study done by the Australian Business School. This model was adjusted to utilise factors aligned to those factors within the school operational context. Using other literature references further factors were included into the survey instrument. The School High Performance Work Index (SHPWI) was the dependent variable while the independent variables included organizational commitment, and employee engagement. These were literature based measures and the questionnaire items were taken from previous research studies, thereby allowing construct validity. The other independent variables included Communication, Leadership, Strategic Management, School Organizational Climate, Positive Practices, Conflict Management, Motivation and Trust. A statistical analysis was undertaken on each school’s team response data. Reliability and validity of the constructed questionnaire was shown by using the Kenexa employee engagement index and the Organizational Commitment measure, which were highly correlated with the SHPWI. In literature, high performance teams (HPT) show common patterns in business and in this study it was seen that a number of common factors contributed towards a HPT in school operational teams. In this research study the main enabling factors in whole school operational teams that could lead to the formation of HPT’s involved factors of leadership, communication and motivation. The SHPWI showed a high correlation with employee engagement and organizational commitment. The HPT profile involved innovation (freedom of thinking), employee (educator) engagement, fairness, leadership, learner needs, communication, trust, conflict management, school organizational climate, positive practices, strategic management and motivation. In the correlation between the SHPWI and the independent variables the highest correlation (statistically significant at p < 0.05 N = 81; r > 0. 500) occurred between the School High Performance Index and Leadership (0.822), Communication (0.785) and Motivation (0.766). In the multiple linear regression (MLR) of the results of this study the highest correlations with a value of R2 = 0.774 was obtained with variables of Leadership, Communication, Motivation and Strategic Management factors. Qualitative data was coded and linked with the factors in the quantitative data and the top five factors were selected and summarised for each school. Merged data showed that each school exhibited a different profile of strengths and weaknesses. Recommendations were outlined for each school operational team. Different schools in different quintiles have different needs and gap factors that require improvement. It is therefore imperative that schools analyse their strengths and weaknesses within their school operational teams. This research study aimed therefore to start research on a human resource metric that can be further developed to allow school operational teams to examine and analyze their own HPT profile, so that specific interventions may be implemented.
- Full Text:
- Date Issued: 2013
An assessment of the skills needed by school management teams to enhance their ability to manage schools effectively
- Authors: Toni, Nandi
- Date: 2004
- Subjects: School management teams -- South Africa -- Port Elizabeth , School management and organization -- South Africa -- Port Elizabeth , Educational leadership -- South Africa -- Port Elizabeth , Blacks -- Education (Secondary) -- South Africa -- Port Elizabeth
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10931 , http://hdl.handle.net/10948/205 , School management teams -- South Africa -- Port Elizabeth , School management and organization -- South Africa -- Port Elizabeth , Educational leadership -- South Africa -- Port Elizabeth , Blacks -- Education (Secondary) -- South Africa -- Port Elizabeth
- Description: 1.1 MAIN PROBLEM A major concern in South African schools, especially in the disadvantaged areas, is the absence of effective leadership. Problems such as a lack of planning, an absence of vision, unfair resource allocation and feelings of uncertainty indicate a lack of meaningful leadership within the schools (Sterling and Davidoff, 2000:5). South Africa currently lacks a coherently explicit policy for the in-service training of school leaders. Until recently there has been no literature specifically addressing the problems school leaders face in black schools, no black professional organization for black school leaders, few opportunities for the discussion of ideas between departments, and few opportunities for training both before and after taking up a leadership position (Taylor and Tsukudu, 1995:111). The types of skills needed by School Management Teams(SMTs) for the effective management of schools depend on factors such as the needs of individual senior management members, the schools, the education system, the existing expertise of SMT members and their previous training. The purpose of skill development is to help develop and improve both the individual and the team performance of leaders responsible for managing schools in order to improve the functioning of schools(Mashinini and Smith,1995:133-135). In a growing number of developed and developing countries, a need for the more effective management of schools is becoming more important. Good management is regarded as essential if resources, both human and material, are to be used to maximum benefit so that schools make a valuable contribution to the economic and social well-being of societies (Taylor and Tsukulu, 1995:108). According to Sterling and Davidoff (2000:3), South African education is in a process of reconstruction and change. For those involved in education, the context feels unstable and at the point of delivery, the school, pressure is experienced. In addition to these problems, the socio-economic conditions result in many learners expecting not to be employed after completing their studies. This contributes to a feeling of despondence and demotivation amongst learners, which is often expressed in absenteeism, and a lack of commitment to their own education. Since 1996, reports by people in educational authority have confirmed a need for proper management training for managers in the South African educational system. In the past managers have been appointed to managerial positions such as head of department (HOD), deputy principal and principal without proper prior training. They have had to learn through trial and error and have made mistakes in the process. This situation is considered as neither inductive nor productive to a culture of teaching and learning (Deventer and Kruger, 2003:62). A study conducted by Steyn (1998:131-137) concluded that in the new South African dispensation, principals need to work closely with their first line managers in order to perform their 2 functions effectively. Steyn is of the opinion that a participative orientation in schools will be more effective than a centralized hierarchical orientation. The picture described above concerning the South African system and problems currently faced by teachers depicts a difficult environment which will not change overnight and one which requires effective intervention measures. This leads to the following problem, which will be addressed by this research. What management development skills do SMTs need to enhance their ability to manage schools effectively?.
- Full Text:
- Date Issued: 2004
- Authors: Toni, Nandi
- Date: 2004
- Subjects: School management teams -- South Africa -- Port Elizabeth , School management and organization -- South Africa -- Port Elizabeth , Educational leadership -- South Africa -- Port Elizabeth , Blacks -- Education (Secondary) -- South Africa -- Port Elizabeth
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10931 , http://hdl.handle.net/10948/205 , School management teams -- South Africa -- Port Elizabeth , School management and organization -- South Africa -- Port Elizabeth , Educational leadership -- South Africa -- Port Elizabeth , Blacks -- Education (Secondary) -- South Africa -- Port Elizabeth
- Description: 1.1 MAIN PROBLEM A major concern in South African schools, especially in the disadvantaged areas, is the absence of effective leadership. Problems such as a lack of planning, an absence of vision, unfair resource allocation and feelings of uncertainty indicate a lack of meaningful leadership within the schools (Sterling and Davidoff, 2000:5). South Africa currently lacks a coherently explicit policy for the in-service training of school leaders. Until recently there has been no literature specifically addressing the problems school leaders face in black schools, no black professional organization for black school leaders, few opportunities for the discussion of ideas between departments, and few opportunities for training both before and after taking up a leadership position (Taylor and Tsukudu, 1995:111). The types of skills needed by School Management Teams(SMTs) for the effective management of schools depend on factors such as the needs of individual senior management members, the schools, the education system, the existing expertise of SMT members and their previous training. The purpose of skill development is to help develop and improve both the individual and the team performance of leaders responsible for managing schools in order to improve the functioning of schools(Mashinini and Smith,1995:133-135). In a growing number of developed and developing countries, a need for the more effective management of schools is becoming more important. Good management is regarded as essential if resources, both human and material, are to be used to maximum benefit so that schools make a valuable contribution to the economic and social well-being of societies (Taylor and Tsukulu, 1995:108). According to Sterling and Davidoff (2000:3), South African education is in a process of reconstruction and change. For those involved in education, the context feels unstable and at the point of delivery, the school, pressure is experienced. In addition to these problems, the socio-economic conditions result in many learners expecting not to be employed after completing their studies. This contributes to a feeling of despondence and demotivation amongst learners, which is often expressed in absenteeism, and a lack of commitment to their own education. Since 1996, reports by people in educational authority have confirmed a need for proper management training for managers in the South African educational system. In the past managers have been appointed to managerial positions such as head of department (HOD), deputy principal and principal without proper prior training. They have had to learn through trial and error and have made mistakes in the process. This situation is considered as neither inductive nor productive to a culture of teaching and learning (Deventer and Kruger, 2003:62). A study conducted by Steyn (1998:131-137) concluded that in the new South African dispensation, principals need to work closely with their first line managers in order to perform their 2 functions effectively. Steyn is of the opinion that a participative orientation in schools will be more effective than a centralized hierarchical orientation. The picture described above concerning the South African system and problems currently faced by teachers depicts a difficult environment which will not change overnight and one which requires effective intervention measures. This leads to the following problem, which will be addressed by this research. What management development skills do SMTs need to enhance their ability to manage schools effectively?.
- Full Text:
- Date Issued: 2004
Navigating the pathways to opening a new, effective community school : a case study in the Nelson Mandela Metropolitan Municipality of South Africa
- Authors: Damons, Bruce Peter
- Date: 2012
- Subjects: Community schools -- South Africa -- Port Elizabeth , Educational leadership -- South Africa -- Port Elizabeth , Teachers -- Recruiting -- South Africa -- Port Elizabeth , Teachers -- Training of -- South Africa -- Port Elizabeth
- Language: English
- Type: Thesis , Masters , MEd
- Identifier: vital:9578 , http://hdl.handle.net/10948/d1019857
- Description: The provision of low cost housing has become one of the current South African government‟s top priorities. With the establishment of these new housing developments comes the need for accompanying social infrastructure. This includes the provisioning of schools, police stations, clinics and sports fields. In this study, I attempted to identify and explore the key basic elements that needed to be present when opening a new community school in one of these low income housing developments. The study gives voice to what key stakeholders thought these elements should be. The stakeholders were the teachers and community volunteers, which included parents of the learners. They actively participated in this study through the methodology of participatory action learning and action research (PALAR). The participants identified strong, compassionate and visionary leadership as an essential element that need to be present when opening up a new school. The study further shows that this leadership must have some knowledge of effective management systems in order to support the establishment of a new school. The findings also show that leadership and the effective implementation of these management systems rely heavily on the support of a variety of internal and external stakeholders, especially when support was lacking from the Department of Basic Education. The study further shows that the roles of the various stakeholders should be clearly defined and managed, so as to avoid tensions that might arise by having a large number of people involved in a confined space like a school. Teachers and community volunteers emerged as the key stakeholders who contributed to the effective functioning of the new school. Their continued involvement in the school requires on-going professional development and support.
- Full Text:
- Date Issued: 2012
- Authors: Damons, Bruce Peter
- Date: 2012
- Subjects: Community schools -- South Africa -- Port Elizabeth , Educational leadership -- South Africa -- Port Elizabeth , Teachers -- Recruiting -- South Africa -- Port Elizabeth , Teachers -- Training of -- South Africa -- Port Elizabeth
- Language: English
- Type: Thesis , Masters , MEd
- Identifier: vital:9578 , http://hdl.handle.net/10948/d1019857
- Description: The provision of low cost housing has become one of the current South African government‟s top priorities. With the establishment of these new housing developments comes the need for accompanying social infrastructure. This includes the provisioning of schools, police stations, clinics and sports fields. In this study, I attempted to identify and explore the key basic elements that needed to be present when opening a new community school in one of these low income housing developments. The study gives voice to what key stakeholders thought these elements should be. The stakeholders were the teachers and community volunteers, which included parents of the learners. They actively participated in this study through the methodology of participatory action learning and action research (PALAR). The participants identified strong, compassionate and visionary leadership as an essential element that need to be present when opening up a new school. The study further shows that this leadership must have some knowledge of effective management systems in order to support the establishment of a new school. The findings also show that leadership and the effective implementation of these management systems rely heavily on the support of a variety of internal and external stakeholders, especially when support was lacking from the Department of Basic Education. The study further shows that the roles of the various stakeholders should be clearly defined and managed, so as to avoid tensions that might arise by having a large number of people involved in a confined space like a school. Teachers and community volunteers emerged as the key stakeholders who contributed to the effective functioning of the new school. Their continued involvement in the school requires on-going professional development and support.
- Full Text:
- Date Issued: 2012
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