Lo mthamo explores alternatives to corporal punishment and looks for strategies that suit teachers, their learners as well as their parents.
This set of excerpts from a research article compares the ways in which two different preschools (or early learning centres) construct order through different arrangements of time and space.
This accredited journal publishes contributions from any field of education. While the emphasis is on empirical research, theoretical or methodological papers, review articles, short communications, book reviews and letters containing fair commentary on previously published articles will also be considered. Priority is given to articles that are relevant to Africa or that address cross-cultural topics, and to contributions addressing educational issues of social change and development.
The Journal of Education is an interdisciplinary publication of original research and writing on education. The journal aims to provide a forum for scholarly understanding of the field of education. A general focus of the journal is on curriculum. Curriculum is understood in a wide and interdisciplinary sense, encompassing curriculum theory, history, policy and development at all levels of the education system (e.g. schooling, adult education and training, higher education). Contributions that span the divide between theory and practice are particularly welcome. Although principally concerned with the social sciences, the journal encourages contributions from a wider field.
Being a Teacher: Professional Challenges and Choices, Section Four, The teacher’s authority: sustaining an effective learning environment. The issue of an orderly learning environment (involving rules, discipline and punishment) is explored in relation to broader issues of individual rights and freedom in a democracy. There are three main questions that propel this section: How are teachers to maintain, or regain, their authority "What is the teacher’s role in a democratic learning environment" How can teachers exercise effective authority in practice – how can they establish and maintain order that is not based on fear?
This resource is comprised of two companion components, the guide and the toolkit. The guide is intended to assist school leadership and management to understand why and how a particular strategy, method, or idea is useful, and not to be just a 'how to' manual of tips. Yet the resource as a whole is at the same time intended to be relevant at all times to the context and practice of the school management team. Therefore, included in the toolkit component are realistic exemplars, check lists, and a set of information management tools that demonstrate approaches and methods for recording, planning, managing and monitoring implementation of a range of care and support interventions.
This resource is comprised of two companion components, the guide and the toolkit. The guide is intended to assist school leadership and management to understand why and how a particular strategy, method, or idea is useful, and not to be just a ?how to? manual of tips. Yet the resource as a whole is at the same time intended to be relevant at all times to the context and practice of the school management team. Therefore, included in the toolkit component are realistic exemplars, check lists, and a set of information management tools that demonstrate approaches and methods for recording, planning, managing and monitoring implementation of a range of care and support interventions.
This resource is comprised of two companion components, the guide and the toolkit. The guide is intended to assist school leadership and management to understand why and how a particular strategy, method, or idea is useful, and not to be just a 'how to' manual of tips. Yet the resource as a whole is at the same time intended to be relevant at all times to the context and practice of the school management team. Therefore, included in the toolkit component are realistic exemplars, check lists, and a set of information management tools that demonstrate approaches and methods for recording, planning, managing and monitoring implementation of a range of care and support interventions.
This resource is comprised of two companion components, the guide and the toolkit. The guide is intended to assist school leadership and management to understand why and how a particular strategy, method, or idea is useful, and not to be just a 'how to' manual of tips. Yet the resource as a whole is at the same time intended to be relevant at all times to the context and practice of the school management team. Therefore, included in the toolkit component are realistic exemplars, check lists, and a set of information management tools that demonstrate approaches and methods for recording, planning, managing and monitoring implementation of a range of care and support interventions.
In this first Unit we reflect on the role that schools are expected to play in society and what the impact is of socio-economic issues like HIV and AIDS, poverty and violence on schools. Are schools doing enough to respond constructively to these social challenges? Your first response may well be that the focus of the school must be on teaching and learning and that social issues must be taken care of by the community, government agencies and non-government organisations.
In Unit 2 we start off by examining relevant policies and guidelines dealing with education issues relating to HIV and AIDS in the South African context and probe the reasons for the gap between policy and practice. We reflect on three case studies that show what some schools are doing to provide care and support for vulnerable learners. These scenarios act as a stimulus for creating a vision of the school as a centre of care that supports the development of all its learners. A diagrammatic overview of the features of a caring and supportive school is provided, the components of which can be used as the basis for a school management framework.
In Unit 3 we place the spotlight on learners and investigate what we mean by vulnerable learners, what challenges they face, and why the school can be such a powerful and positive influence in their lives. We hope that deeper insight into the plight of vulnerable learners will motivate you and your management team to put in place simple information gathering system that enables you to pinpoint accurately who is vulnerable in your school. Dependable management information will enable you to make informed decisions about the support and care strategies that are best suited to your school context. Managing information about vulnerable learners and their needs is an integral part of an overall plan to respond proactively to the dire situation that many of your learners have to cope with.
Networking and the formation of partnerships is not an optional extra; it must become an integral part of the strategy to manage sustainable support for vulnerable learners. This is the focus of our reflections in Unit 4. We start by looking at a few practical examples of how schools have managed networking with external partners and what kind of support they provided for vulnerable learners.
We start off Unit 5 with a story that encourages you to reflect on a key question: Why should the provision of nutritious food for vulnerable children be a central concern for school management? We look to Maslow's hierarchy of needs theory to understand the link between nutrition and learning. His theory suggests that higher cognitive levels of performance depend on basic needs being adequately met. This is backed up by evidence from research that shows the significant benefits to learners who receive regular meals at school. The importance of meeting a basic need such as food prompted the establishment of the National School Nutrition Programme in South Africa in 1994. Since 2002 this national programme has been the responsibility of the Department of Education.
In this unit we take a closer look at these initiatives and discuss the different approaches to aftercare that we encountered. We reflect on the role of school management in aftercare initiatives for vulnerable learners and also on how the community and local businesses can be drawn in to support such initiatives. Considering various contexts, we conclude by reflecting on the kind of aftercare support you can provide at your school.
Unit 8 is a planning unit. The insights gained from the previous units and the activities you completed up to now are building blocks that culminate in a well-considered integrated and coherent strategic plan of care and support for your school. Unit 8 is entirely activity driven and each activity is part of the planning process that results in an informed plan to create a supportive environment in your school and start building it as a centre of care and support.
This resource is comprised of two companion components, the guide and the toolkit
This list of contacts, services and resources is by no means exhaustive, but merely illustrative of the kinds of government and non ? government programmes and services that are available to schools. It is intended as a stimulus to get each school management team to develop their own data base or list of contacts and resources.
The purpose of this toolkit is to understand what threatens the quality of education in your school so that you can take informed action to remedy the situation.
