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Jim Jones Deputy Headteacher 《School Leadership & Management》2013,33(3):305-308
There are an increasing number of research studies concerned with the realm of middle management in schools. However, few of these studies have adequately defined what might be considered middle management in schools, or have clarified which posts constitute those of middle managers. In addition, these studies have rarely considered the way in which different departmental cultures and structures affect leadership style and departmental performance. This article acknowledges the importance of the role of the head of department in secondary schools in school wide change and outlines some of tensions and dilemmas facing those who manage from the middle. It considers the leadership tensions facing heads of department in secondary schools and points towards the variety of departmental contexts, structures and cultures in which heads of department, or subject leaders operate. The article offers an analysis of the dynamic between leadership and culture within the departmental context. It concludes by suggesting that heads of department have a major contribution to play in managing cultural change at both the department and whole school level. 相似文献
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The purpose of this study was to analyze how instructors designed courses for scholarship of teaching and learning initiatives. The case studies and qualitative analyses of the data revealed that some instructors are approaching teaching as an investigative process. Informed by multiple assessment methods, the participating instructors explored how changes in course designs can improve student learning and development. The results of this study illustrate that these instructors reflected on their course designs and emphasized the quality of student learning and its improvement, which helps to address the public's expectations of higher education institutions as centers of academic excellence. 相似文献
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