Local social issues

IMPLICATION
(SHORT AND LONG RUN )
ON EML OF (PUBLIC OR PRIVATE)
SCHOOLS

SHARIZAN BINTI EDZARAAI

G1813330
• STRUCTURE
 Formal bureaucratic procedures and responsibilities
done by administrator.
 Top – down bureaucratic practices may hinder hidden
talent, widespread participation more useful
 Limit of control on numbers of subordinates

• CULTURE AND CLIMATE

 School reform based on a national curriculum
 Understand school as a learning organization
 School sets high standards for teaching
 Environment :Regulations, economy, demographic,
technological trends
Also consider at moderate level for school to function
effectively.
 Embedded discipline and nature of works e.g punctual
working hours, cooperate with teammates.
• LEADERSHIP
 School communicates a clear vision for the school
 Make clear to the staff expectations for meeting
instructional goals.
 Limit of control on numbers of subordinates
• DECISION MAKING AND RELATIONSHIP
 Community members have an impact on educational
decisions made in schools.
 Hire people who fit the best to the school’s goals to
maintain smooth relationships and educational
operations.
 School leader influenced by cultural standards and
political forces.
 POLICY MAKER

• Policy makers have placed increasing emphasis on

instrumentally evaluating schools while decentralizing,
diversifying and privatizing education.
• School leadership has become focused solely on
succeeding within those imposed performance
management and metrics, pulling ahead of school
competitions and prioritizing easily quantifiable and
measurable tasks.
• Teachers have faced a potential threat from the loss of
autonomy through the market logic and consumerist
metrics