From Teacher To Middle Manager

This book will be welcomed by all newly appointed middle managers, or anyone looking to make the transition into a middle management role, school governors, advisors, in-house trainers and students on education management courses.

Aimed specifically at those teachers who either aspire to, or have recently been promoted to, management positions, this book provides information on team leadership, effective time-management skills, and an increased awareness of educational management.

Like its predecessor on secondary middle management, this book uses a succinct and accessible style. The authors; highlight the special challenge of middle management; cover the full range of middle management activities in primary schools; link to the Teacher Training Agency's National Standards for Subject Leadership; and use self-assessment questions and case studies to bring management theory to life. A chapter is devoted to the performance management framework that was introduced in September 2000. Throughout, the focus is on improving the quality of education for pupils through the creation of a positive team ethos.

First Published in 2000. The skills required to be an effective middle manager in a secondary school are many and varied but people management skills lie at the heart of getting the best out of both teachers and pupils. Motivating people and building a collaborative team ethos are at the core of effective management. This book is about how middle managers can contribute to raising the quality of education in their schools through proficient team leadership.

Middle managers in secondary schools are being asked to develop and display first class management skills. This text seeks to meet the needs of those who need to develop and update skills for their present job, or who are preparing for the next step into more senior management.

Classroom teachers moving to positions of increased responsibility often have very little formal training for their new role. This book provides guidelines for best practice in the necessary skills for success - planning, management and accountability.

Balancing the role of middle manager and classroom teacher can be a challenging task. How do you establish improved standards of learning and achievement for your pupils? How do you ensure effective use of resources? And how do you find the time to teach?The Middle Management in Schools Manual provides practical guidance and model solutions to the most common problems faced by middle managers today. It shows you how to:- reconcile the demands of being an effective teacher and a leader- translate your school's aims and objectives into working practices- inspect management tasks according to OFSTED requirements- effectively manage your time and cope with pressure- manage communications and understand why good communication is vital for effective management- develop your career and plan for job satisfaction and promotion.Designed to be used as a working document, the Middle Management in Schools Manual contains a variety of photocopiable resources suitable for use during training or for solving actual problems within your school. Materials contained include:- templates which support a programme of professional and institutional development- worked examples providing practical solutions to common middle management problems- well-research case studies offering a systematic approach to team management- checklists so you can measure your own performance against best practice criteria- group activities including discussion exercises which can be used to promote debate and self-evaluation.Written by Victor Shuttleworth, an OFSTED inspector and education management consultant, the Middle Management in Schools Manual is essential reading for all middle managers, head teachers, deputy head teachers, heads of department, governors and education management students.CONTENTS INCLUDE:SECTION 1 MIDDLE MANAGERS AS TEACHERS AND LEADERS- The purpose of the manual- The context of middle management development- Key functions of a school middle manager- Prioritising management and administrative tasksSECTION 2 SCHOOL AIMS AND OBJECTIVES- The role of middle managers in initiating and implementing whole school policies- Translating a school aim into working practices- Development planning and evaluationSECTION 3 HOW INDUSTRY VIEWS MIDDLE MANAGEMENT- The theory of systematic 'management by objectives'- Case study reports from teacher placements- Lessons to applySECTION 4 HOW MANAGEMENT IS INSPECTED - A GUIDE TO OFSTED- Why leadership and management are important aspects of all inspections- How you can impress inspectors with your management skills- OFSTED judgements on the management of teaching- Case study exerciseSECTION 5 MANAGING TIME AND PRESSURE- Coping with pressure- Managing time- A model 'coping strategy' - suggested pathwaysSECTION 6 MANAGING TEAMS- Effective team leadership rationale- The essential skills of team leadership and how to practice them- Characteristics of effective teams- Seeing it your way - how to deal with mavericks- Delegation, integration and motivation- Case studiesSECTION 7 DEVELOPMENT PLANNING- Some quotations about development planning- Development planning as a process cycle- Planning preparation- Planning presentationSECTION 8 MANAGING CHANGE AND CONFLICT- Some common approaches to change- A model process for change management- Dealing with the causes of conflictSECTION 9 MANAGING THE CURRICULUM- Ten good reasons why the curriculum needs managing- What is meant by 'curriculum management'- Techniques and guidance on how to manage the curriculumSECTION 10 TARGET SETTING- Pupil targets - the national picture- Analysis of data- Creating the condition for success- Useful examplesSECTION 11 MANAGING COMMUNICATIONS- Why good communication is vital for effective management- Effective systems of communication- Case study: problems caused by poor communication- Assertive skills

Classroom teachers moving to positions of increased responsibility often have very little formal training for their new role. This book provides guidelines for best practice in the necessary skills for success - planning, management and accountability.