英语论文网

ange the status quo, partly to address things that are not right, and partly to address changes in the external environment….’
It would be difficult to underestimate the critical importance of strategic planning in schools, particularly in international schools. The plan, which is regularly updated, provides the context for dealing with unexpected developments or changing demands so characteristic of life in an international school. A plan that is the basis of all decision –making provides continuity in a setting where the composition of the Board, the leadership of the school and the staff itself is undergoing constant and comprehensive turnover (Hawley, 1995, p.24).
At [Academy X], in the absence of a strategic plan as the guide for governance and management, and with the Board membership, administration, staff, parent body and student body continuously changing, there has been an inevitable tendency to constantly redefine the school. Therefore, the school – in terms of its philosophy, purpose and curriculum – becomes whatever its constituents say it is at any given time. School politics abound, and pressure groups of parents seek to influence the curriculum and staffing of the school in substantive but not always constructive ways.
Fortunately the combined forces of accreditations, external programmes such as the International General Certificate of Secondary Education, and the International Baccalaureate Organisation have the lent the school a certain amount of stability. Without them there would be virtually no assurance of continuity from year to year.
It was obvious from the beginning that the senior management team in the school needed to be able to take responsibility for the educational decisions and funding related to this, as well as for the day to day running of the school. In order to keep the owner involved in the school, but to channel her involvement in the right direction, the development of a strategic plan seemed to be a positive step forward. Senior management believed that a Strategic plan would be a powerful tool in motivating staff- who felt there was no support from the owner- as well as focusing staff on the direction of the school, and initiating the changes that were needed to enable the school to improve the quality of education it provided. As Hopkins stated, (1994a, p.75) school improvement is ‘an approach to educational change that is concerned with process as well as outcomes. School improvement is about raising student standards through enhancing the teaching-learning process and the conditions which support it. It is about strategies for improving the school’s capacity for providing quality education.’
This paper will discuss the effectiveness of the strategic plan and the school development plan in initiating improvement and change.

Literature Review
Audit
Evaluation
Investigation
Documentary Analysis
Sampling
Analysis
Conclusion

References

Bush, T., Coleman, M. (2000) Leadership and Strategic Management in Education
Bush, T., (1998) ‘Organisational culture and strategic management’ in Strategic Management in Schools and Colleges, London, Paul Chapman Publishing.
Caldwell, B. and Spinks. J. (1992) Leading the self-managing school, London, Falmer Press.
Carr, W. and Kemmis, S. (1986) Becoming Critical: Education, Knowledge and Action Research. Lewes: Falmer Press.
Earley, P. (1998) ‘Middle management – the key to organisational s本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。