Faculty of Education - Theses
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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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ItemHow Victorian primary school principals perceive their role( 2006)This study investigated the phenomenon of the principal role in Victorian primary schools. It sought to provide insights in relation to how principals view their role in a time of rapid change and increasing accountability. The research involved six selected principals in a broad qualitative study. Data were collected via individual interviews using semi-structured questions. Interviews commenced with an open broad question about the role of the principal. This was followed by semi structured questions based on a broad conceptual framework relating to the expected and actual role and the leadership and management dimensions of the role. The perceptions of the principals were used to describe their role and the extent to which they believed their view of the role matched with the expected role for Principal Class personnel (Department of Education and Training, 2001). When asked, principals made clear distinction between the management and leadership aspects of their role, though some saw areas of overlap. It was found that although principals generally saw a good match up of the actual and expected role some were frustrated and overwhelmed by the management and administrative workload, which they felt took time away from their preferred role of leadership. The principal's ability to balance the leadership and management aspects of their role in their school was also described. Finally, implications for practice and further research in the areas of professional training for principals and workload issues are described.
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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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ItemFacilitating school improvement through strategic and effective decision making: a case study of a Victorian rural secondary college( 2006)Having taught in three different secondary colleges, in terms of size and location and the way in which each school operates, I developed an interest in decision making processes used in schools. I believe that certain decision making processes are more effective than others in terms of facilitating school improvement. I have observed certain decision making processes that were ineffective and caused disharmony among staff, particularly with members of staff who were left out of the decision making process. Hence, I chose this study to highlight effective decision making processes and also to encapsulate the impact of effective decision making. Due to the broad nature of the topic of decision making and the volume of information on this subject, this study concentrates on two main theories. The first theory looks at methods of school management that increases the effectiveness of the school by drawing on the experience of the teaching staff and involving them in the decision making process within the school. By this method the principal might use a `collaborative' approach. This theory encapsulates the idea that more staff contributing towards making a decision is `better' than the individual making a decision, based on the view that this approach shows greater resourcefulness. The second theory comes from the notion that the school community is `better off' allowing the principal and the administrators who have experience and expertise in making decisions on particular matters using the individual decision making model. The underlying assumption for this theory is that the teaching staff will have more time in their classrooms, rather than spending time in making decisions that have little to do with the classroom teacher. This will then allow teaching staff to get on with the job of classroom teaching.