By Neil C. Cranston, Lisa C. Ehrich
This publication is noticeably Australian in flavour and substance, bringing jointly the services, study, and event of the simplest of Australia's academic teachers and practitioners to dissect the social, ancient and cultural contexts during which academic management is known and practised this day. A needs to learn for all undergraduate and postgraduate scholars of faculty management, present instructor and chief practitioners, system-level academic leaders and coverage makers. Read more...
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These reforms indicate that policymakers recognise the substantial shift in principals’ work into management and business concerns and that a rebalancing act is required to have them focus more on leading teaching and learning. Given the immensity of principals’ workloads, these reforms could further contribute to issues of leadership disengagement. This chapter addresses three major contemporary issues facing school leaders that have arisen or have been exacerbated in the context of the structural reforms and their effects described above.
The political framework includes the structure of a polity, and the political institutions (like parties, parliament, cabinet and the High Court) and political culture that exists in it (democratic principles and practices for instance). A political framework might be derived from a written or an unwritten constitution, such as in the conventions of parliament and executive government. The Australian political system is federal in structure with each jurisdiction operating under a system of representative and responsible parliamentary government.
2006). All the principals interviewed for that study were from large nongovernment (independent) schools in Brisbane. , 2006). Indeed, all principals had no difficulty in identifying an ethical dilemma to discuss. It is clear that school leaders do struggle regularly with decisions where ethical dilemmas are evident, many such dilemmas arising because there are equally attractive alternatives from which to choose and where the principals’ own values are ‘put to the test’. Importantly, the consequences of decision(s) taken in such cases also often add to the challenges.