Faculty of Education - Theses
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ItemLeadership and management in three exemplar non-government Australian Christian schools( 2000)The aim of this study was to identify some of the keys to the success of three non-government Protestant Christian schools, two parent controlled and one church sponsored. An expert panel nominated successful schools. Those with the greatest number of nominations were invited to become case studies. Qualitative methods of in-depth interviewing and document study were employed in each of the three schools. Eleven interviews were conducted, three chairpersons, three principals, three deputies, one school general manager and one sponsoring church general manager. The two research questions focused on a description of the current leadership and management practices and an understanding of the outcomes of the leadership and management in the lives of the students. These questions were developed into a conceptual framework that underpinned the study, namely that the leadership and management styles create distinctive structures in effective schools that in turn lead to the key attributes of success in the three Christian schools. The most significant findings of the research were that a collaborative leadership style dominated the organisations and that the school boards were now concentrating on governance and the implementation of a modified CEO model for their principals. Distinctive enrolment policies were being carefully implemented by committed Christian teachers whose contribution was regarded as the single most important factor that has led to the success of the schools. The teachers' primary objective was to see the lives of the students transformed, which was the central feature of the schools' dynamic vision. It is hoped that this study will be of value to anyone who wishes to see Christian schooling in Australia continue to succeed.
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ItemVision and practice in Catholic schools( 2000)This research examined the way in which a group of principals, teachers and parents from three Catholic primary schools in the Archdiocese of Melbourne perceive the translation of vision into practice in their schools. This paper provides an account of the background literature examined, the methodology used, the data collected and conclusions drawn.
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ItemMarket orientation case study( 2001)The importance of this research is reflected in the changing face of education. There is increasing pressure for accountability of schools in the private and public sector, for their programs, their financial viability and ultimately their capacity to survive in the marketplace. While the education industry is rapidly becoming a competitiveness business, the legitimacy of marketing as a means of recruitment, the marketing concept and embracing market orientation sits uneasily with many educational administrators. School X provides an illustrative case study of a well-established school in the international education sector. It has a strong business focus and is part of a global educational network. The management structure is similar to that in private sector industry. As a successful enterprise operational practices and marketing strategies are worthy of study. Qualitative and quantitative research methodologies will be applied. The researcher will discover how School X has embraced the concept of market orientation and whether the organisations growth is related to its approach to the marketing concept.
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ItemHawthorn Leadership Assessment Centre : a case study of assessors' perceptions( 2001)The implementation of the National Association of Secondary School Principals (NASSP) Assessment Centre at Hawthorn Leadership Assessment Centre (HLAC) is a part of The University of Melbourne s post-graduate syllabus. At the completion of an assessment centre assessors were interviewed. Their perceptions indicate that H LAC is an effective professional development activity for participants and assessors alike. This finding emerged through the implementation of a semi structured interview schedule. The study also found that assessors believed a more culturally relevant model reflective of local practice be explored or incorporated into the franchised NASSP model.
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ItemLeadership teams in selected self-managing primary and secondary schools of the future: principal and teacher perspectives( 2001)Restructuring empowers schools and challenges deeply held beliefs and customs about schools and schooling. While some commentators have reservations, others see teams facilitating the move to the humanistic organisations of the twenty-first century. This study explored the phenomenon of leadership teams in self-managing Schools of the Future in Victoria, Australia. A survey built on Organisational Behaviour theories investigated the extent of the phenomenon and hermeneutic phenomenological interviews without an a priori framework explored complexities. Responses were aggregated and a cross case analysis given. While some findings reflected those of scholars in the field others differed and some provided new insights. The high level of support traits and sources received indicates a similarity of views and understandings among schools and between principals and teachers of teams, teamwork and teamship. Findings revealed: � support for teams was pervasive throughout the school and into the community � teams, usually small but also large, were a feature of the workscape � teams met fortnightly or more frequently � teams worked on a diversity of facets across the full spectrum of school life � funding, support, refreshments and reasonable timelines facilitated teamwork � teams had authority to make decisions, set goals and organise their review � teams were responsible for achieving goals and reviewing achievements with others � teams used a variety of avenues of interaction, and influence and information sources � communication channels throughout the school and beyond were open and used often � incentives included Intrinsic motivator, Cost free, Not cost free and monetary rewards � educators, particularly Principal, principal's teams, were a dynamic factor in the milieu � the similarity between teams and committees was how membership was established � the yin and yang of teams - people and process - which highlighted the customs, values and essential practices that define the mores of teams in schools � the people and process of teamwork benefited members within and beyond the team � teams enhanced school life and teamwork enhanced team products � links between the people, process, product and policy in team orientated organisations � the individual nature of the award system posed an ethical-fiscal conundrum for teams � concerns about people attitudes and behaviour exposed the dark side of teams � new skills were needed to deal with issues related to team dynamics, the role of teams in schools and possible future scenarios.
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ItemMiddle-managers and machines: the impact of information and communication technology on teachers in positions of leadership( 2001)The use of Information and Communication Technology (ICT) continues to increase in schools. While much of the focus has been on its use in the classroom (teaching and learning), the use of ICT for vigil administrative and managerial functions within schools has received little attention. Teachers in Positions of Leadership (POLs) Year-Level Coordinators (YLCs) and Heads of Curriculum Departments (HODs) - have been using ICT for many years but rarely is this use studied. This research has started to address that anomaly. Over a period of six months, the uses of ICT by 24 POLs at a Melbourne Catholic secondary school were studied. The focus was on their ICT use in their POL duties, and their attitudes towards and perceptions of ICT. The study involved both an extensive questionnaire, and indepth interviews of six POLs to ensure detailed understanding of their use of ICT. While there were many different uses of ICT identified, usage was led by a small group of enthusiastic teachers. Others made more limited use. Major factors affecting the variety of use were different levels of access to software and hardware (particularly access to email and the Internet), different levels of Professional Development, and POLs' personal perceptions of the efficiency and effectiveness of using ICT in their work.