Middle Management In Schools Manual

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

First published as Middle management in schools in 2000.

The job of school leader has become progressively more demanding. The role includes increasingly complex problems to be solved and increasingly deep piles of paperwork to complete. Unfortunately, the managing of employees, the preparing and justifying of resource – both personnel and financial - projections, and the complexities involved in operating facilities safely and legally are the most frequently mentioned reasons for why school leaders begin to question their career choice. And, while faculties and colleges of education as well as principals’ professional associations offer courses and workshops, very few adequately address the gaps that exist between theory and practice in a way that would mitigate this reticence to lead in this climate. A Principled Guide to Managing and Leading School Operations fills a gap in the training of educational leaders by orienting them to the vitally important business operations required to run a school. This book therefore is for all school leaders who wish they had been given a school operations field manual, and it is for those who prepare them who might wish to rebalance anew the current propensity of principal preparation programs that blindly privilege leadership identity over developing the requisite management acumen teachers, parents and the public expect.

'The New Middle Leader's Handbook' is the definitive go-to guide for all educators looking to take the leap into middle leadership, those wanting to become better middle leaders, or senior leaders seeking an authoritative manual for their school's middle leadership. Innovatively organised into chapters around the school year, taking readers from August to July and covering the full range of problems, challenges and opportunities they face in one of the most important roles in the school, and providing them with a framework to strategically plan and shape their year. Readers can use the book to structure their work into manageable portions while tailoring its content to their own personal school context, and its many activities and resources will provide opportunities for reflection, analysis and creative thinking.Operating as a practical manual and designed for easy reference, the book proposes methods, systems and procedures for: developing a personal leadership style; managing and driving dynamic change; building a successful team and challenging resistance; challenging underperformance of staff and students; using performance management to drive improvement; monitoring the quality of teaching and learning; tracking and measuring progress; preparing for inspection or internal review, including the self-evaluation process; organising meetings and leading professional development, including the use of the coaching model; prioritising workload and maintaining a work/life balance; developing a strategic learning and development plan; creating a culture of positive behaviour, aspiration and high expectations; innovating in teaching and learning; and designing a creative curriculum and curriculum enrichment. In addition, the book will guide those wishing to step up to middle leadership through the application and interview process, providing common-sense advice on the experience and skills required to become a successful middle leader. At its core, the book will be a source of stability for middle leaders that helps them to establish working principles that transcend changes to examinations, inspection criteria or DfE guidance. It offers inspiration and enable a reflective approach to the role. The book is comprehensive and knowledgeable, but crucially, accessible, written in a style that will eschew overly academic theorising, trendy soundbites or patronising waffle. In its final chapters, it looks beyond the first year to provide guidance on long-term strategic planning, career development and bridging the gap between middle and senior leadership. In short, 'The New Middle Leader's Handbook' will be the only book that an aspiring or current middle leader will ever need.

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.

A handbook for anyone involved in middle management in secondary schools. It gives advice on routine aspects such as dealing with paperwork and handling meetings, together with guidance on building and leading a team, and staff development, evaluation and

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.