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From Teacher to Manager

From Teacher to Manager. What does a manager do?. Who/What do we manage?. People students teachers admin staff managers colleagues. Systems planning operations resources curriculum marketing. What makes a good manager?. You need to be able to. Think outside the box

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From Teacher to Manager

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  1. From Teacher to Manager

  2. What does a manager do?

  3. Who/What do we manage? People • students • teachers • admin staff • managers • colleagues Systems • planning • operations • resources • curriculum • marketing

  4. What makes a good manager?

  5. You need to be able to..... • Think outside the box • Encourage delegation and development • Ask the right questions • Motivate your staff – and yourself • Wait for the right moment to act • Organise people and systems • Recognise your own abilities and shortcomings • Keep calm in a crisis

  6. The Education Business

  7. The Economics of Education • Education is a quaternary industry • It doesn’t have a tangible product (compared with primary, secondary and tertiary industries). • Its real outcomes are only realised years after the product has been delivered. • Very few of its outcomes are measurable. • Fees are paid before the product is delivered. • The customer knows little about the product. • There are many internal clients (mostly students and teachers) who demand client satisfaction.

  8. Quality • Private education only achieves long-term success if it provides quality. Quality Education Money • To achieve quality, both income and expenditure must remain high. The goal is optimum long-term profit rather than maximum short-term profit.

  9. DulwichCollege, an academically selective independent school in south London.

  10. Value for money Day students – 4,964 GBP / term Weekday board – 9760 GBP Full board – 10,213 GBP

  11. Standards

  12. Lowering the bar

  13. Managing People

  14. Showing Appreciation • Thanks • Remuneration and reward • Acknowledgement and appreciation • Further opportunities

  15. Continuous Professional Development • Self-development (including reflection) • Classroom based action research • CPD journal or portfolio • Observation • Appraisal and target-setting • In-house meetings • External events • Learning new responsibilities and skills • Resources development • Whole-school projects

  16. Dangers of poor internal client care • Breakdown of management-staff relations, loss of trust. • ‘Work to rule’ principle. • Performance falls to the ‘lowest common denominator’. • Lowering of standards. • Bad publicity, loss of reputation.

  17. Effective Appraisals Should.... • be annual (at least) • take place in a formal setting • be two-way (between managerand managed) • involve pre-meeting preparation by both sides • cover agreed areas and subjects • set targets and agree an action plan

  18. Managing Change

  19. Managing change - STEP

  20. Managing change - SWOT

  21. Other management concerns • Organizational behaviour • Environment and design • Academic management (curriculum, testing) • Project management • Marketing and sales • Customer service • Operational financial management

  22. Thank you for listening info@ilsiszmir.com

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