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008 150903s2006 ne | o |||| 0|eng d
020 _a9781402049293
_99781402049293
024 7 _a10.1007/1402049293
_2doi
035 _avtls000334963
039 9 _a201509030229
_bVLOAD
_c201404120909
_dVLOAD
_c201404090647
_dVLOAD
_y201402041247
_zstaff
040 _aMX-SnUAN
_bspa
_cMX-SnUAN
_erda
050 4 _aLB2801-3095
100 1 _aGamage, David T.
_eeditor.
_9309303
245 1 0 _aProfessional Development for Leaders and Managers of Self-Governing Schools /
_cedited by David T. Gamage.
264 1 _aDordrecht :
_bSpringer Netherlands,
_c2006.
300 _axvI, 306 páginas
_brecurso en línea.
336 _atexto
_btxt
_2rdacontent
337 _acomputadora
_bc
_2rdamedia
338 _arecurso en línea
_bcr
_2rdacarrier
347 _aarchivo de texto
_bPDF
_2rda
500 _aSpringer eBooks
505 0 _aFoundations in School Management -- Decentralization and Devolution of Authority Towards Self-Governing Schools -- Importance of Educational Administration -- How Does Organizational Culture Helps Improve Performance? -- Employing Organizational Behavior as a Management Perspective -- Effective Leadership and Management -- Flexibility in Style is the Key to Providing Effective Leadership -- Management of Organizations Staffed by Professionals -- Adopting Strategic Planning for School Improvement -- Leading and Managing Human Resources -- Leading and Managing Change towards Organizational Improvement -- Importance of Effective Communication -- Need for Well-Informed Effective Decision-Making -- Meetings as Forums for Effective Communication and Decision-Making -- Management and Resolution of Conflicts.
520 _aToday, the self-governing schools (SGS) have become a global phenomenon. It has liberated school heads from the bureaucratic shackles, making them leaders in their own right. Accordingly, the principal’s role has undergone the most radical transformation and has been widely acknowledged as the vanguard of stability and the agent of change in creating effective schools. As the CEO, the principal has to develop a shared vision with the capacity to incorporate diverse leadership styles such as Transformational, Distributed, Shared and Strategic. Under the SGS model the governing body formulates school policies in consultation with the principal, making him/her responsible and accountable for implementation. However, to face the new challenges posed by the SGS model (otherwise known as Site-based/School-based management (SBM) and Local management of schools (LMS)), it has become imperative that school leaders undergo further professional development in leadership and management. This is evidenced by recent research conducted in countries such as the USA, China, Australia, Japan, Sweden, Thailand and the Philippines. This book is the culmination of the author’s 34 years of research, administrative and academic experience in guiding, educating and training both aspiring and practicing educational/school leaders from around the world. It is a cutting edge response to the widely acknowledged need for further professional development in school leadership.
590 _aPara consulta fuera de la UANL se requiere clave de acceso remoto.
710 2 _aSpringerLink (Servicio en línea)
_9299170
776 0 8 _iEdición impresa:
_z9781402049286
856 4 0 _uhttp://remoto.dgb.uanl.mx/login?url=http://dx.doi.org/10.1007/1-4020-4929-3
_zConectar a Springer E-Books (Para consulta externa se requiere previa autentificación en Biblioteca Digital UANL)
942 _c14
999 _c282510
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