ERIC Number: ED486667
Record Type: Non-Journal
Publication Date: 2005
Reference Count: 58
Leading and Managing People in Education
Bush, Tony; Middlewood, David
SAGE Publications (UK)
Since it was first published in 1997, there have been many changes in education and, specifically, in the leadership and management of people. These changes include new research and literature, and developments in policy and practice in many countries. This new volume gives much more attention to international research and practice, as educational leadership has become a field of global significance during the past eight years. People are the most important resource in any organisation. They provide the knowledge, skill and energy which are essential ingredients of success. Even given the contemporary importance of information and communications technology, what differentiates effective and less effective organisations are the quality and commitment of the people employed there. In countries where even basic resources are barely adequate, the opportunities for an effective education may depend even more upon the attitude and commitment of the people in them. Education provides a unique leadership and management challenge because it is geared to the development of human potential. Schools and colleges should be "people centred" because children and young people are at the heart of their "business". Just as good teachers value the children and students for whom they are responsible, so institutional leaders should value all staff who work in the school or college. Consideration for adults is just as important as care for children if schools are to be genuine learning organisations. One major change since the previous edition is the increasing, and relentless, focus on performance. This emphasis is reflected in the book, notably in Chapters 2 and 12. Schools in England, for example, are increasingly data driven and are expected to achieve nationally imposed targets in public examinations and tests. In the eyes of the government, and increasingly amongst parents and the media, performance in narrowly defined tests, particularly of literacy and numeracy, is becoming the be-all and end-all of education, to the detriment of other legitimate purposes of schooling such as personal development, pupil and student welfare, and the provision of opportunities for music, drama and sport. After a preface and notes on the authors, this book is divided into three parts. The first part, Leading and Managing People: Setting the Scene, includes the following chapters: (1) The Context for Leadership and Management in Education; (2) Leading and Managing People for Performance; and (3) The Importance of Support Staff in Schools and Colleges. Part two, Key Concepts Underpinning Educational Leadership, includes: (4) Organisational Cultures; (5) Organisational Structures and Roles; (6) Staff Motivation and Job Satisfaction; (7) Leading and Managing for Equal Opportunities; and (8) Leading and Managing through Teams. Finally, part three of the book, Leading and Managing Key Processes, concludes with chapters: (9) Staff Recruitment and Selection; (10) Induction and Retention; (11) Mentoring and Coaching; (12) Performance Appraisal and Review; and (13) Staff and Organisational Learning. Also included in the book are an author index; and a subject index.
Descriptors: Instructional Leadership, Job Satisfaction, Recruitment, Staff Development, Educational Change, Foreign Countries, Global Approach, Mentors, Academic Achievement, Standardized Tests, Educational Administration, Organizational Climate
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Publication Type: Books; Reports - Descriptive
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