APPENDIX 4
MINUTES OF OBSERVATION OF PRIMARY SCHOOL PRINCIPAL ORGANIZING THE TEACHER COUNCIL MEETING
1. Personal information:
- Principal's full name
- Gender
- Management experience
- Location (school...)
- Time
2. Observation content: Through the report of the Primary School principal, through the method and process of organizing meetings of the Primary School principal to evaluate the management skills of the Primary School principal.
3. Evaluate observation results through indicators:
STT
ACTIONS | Correctness | Proficiency | Efficiency | |
Preparation work | ||||
1 | Gather information about the school's current status and missions. | |||
2. | Analysis of policies, guidelines and development strategies local education | |||
3 | Analyze directives, decisions, circulars, and management plans of superiors related to primary school activities. | |||
4 | Identify directions, data, goals, trends Forecast for school development | |||
5 | Assessment of the school's teaching and professional staff situation | |||
6 | Collect and process information about school students | |||
Proceed to implementation | ||||
7 | Develop implementation plans | |||
8 | Analyze and evaluate options according to standards and goals | |||
9 | Exploiting individual initiatives and ideas in school | |||
10 | Choose the optimal option | |||
11 | Make a decision | |||
12 | Assign responsibilities to school staff/teachers according to planned tasks | |||
13 | Propose effective methods and measures for staff and teachers to apply, encourage everyone to exchange experiences and cooperate with each other. | |||
14 | Provide people with the necessary resources and tools | |||
Check reviews | ||||
15 | Develop a common way to track work and progress | |||
16 | Regulations on regular and periodic reporting regime | |||
17 | Scope of work orientation | |||
18 | Encourage, motivate, reward appropriately and promptly | |||
Maybe you are interested!
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Management Status of Tcm Results Evaluation Through NCBH Form Table 2.9: Current Status of Evaluation of Professional Team Performance Results Through Form -
Evaluation of the Results of Training on Math Teaching Capacity According to the New General Education Program for Teachers in Secondary Schools -
Evaluation of School Management Board on the Current Status of Testing and Assessment of Math Results in the Direction of Student Research -
Evaluation of Management Board on Organization and Implementation of Management Work to Foster Teaching Capacity for High School Teachers (Appendix 3) -
Organizing Capacity Training to Develop School Education Programs According to the New General Education Program for Management and Teaching Staff
Date Observer
APPENDIX 5
MINUTES OF OBSERVATION OF PRIMARY SCHOOL PRINCIPAL ORGANIZING SCHOOL YEAR TASKS MEETING
(Teaching planning section)
1. Personal information
- Principal's full name - Gender: - Management experience:
- Location (school……): - Time:
2. Observation purpose: to assess the level of understanding of primary school principals about teaching management.
3. Content:
- Observe and evaluate the completeness of the steps when disseminating about planning
- Observe and evaluate the level of accuracy, certainty or uncertainty of the planning steps.
- Observe and evaluate the level of application of steps in teaching planning.
4. Evaluate observation results through indicators
STT
Planning steps | Completeness of steps | Accuracy, mastery of steps | Level of application for effective planning | |||||||
full enough | medium | incomplete | Exactly | medium | not correct | Good | Medium | Weak | ||
1 | Determine teaching goals and requirements | |||||||||
2 | Define detailed job content | |||||||||
3 | Define responsibilities and how to organize work | |||||||||
4 | Identify the source force and progress of implementation | |||||||||
5 | Evaluation indicators | |||||||||
Date Observer
APPENDIX 6
MINUTES OF OBSERVATION OF SEMESTER 1 REVIEW MEETING
1. Personal information
- Principal's full name:
- Gender
- Management experience
- Location (school……):
- Time:
2. Observation purpose:
evaluate the
collective acknowledgement to the principal
Primary school (trust, confidence of subordinates; Respect of subordinates; Compliance with the principal's authority of subordinates) through the behavior and attitude of the school community during the meeting.
3. Evaluate observation results through indicators
3.1. Number of attendees:
a. Full
b. Less absent
c. Absent a lot
3.2. Time to attend:
a. On time a1. All attendance is up to date
b. A few late b2. A few left early
c. Very late c3. Many people left early
3.3. Participation attitude
a. Very serious
b. Moderately serious
c. Not serious
3.4. Listening of people
a . Listen very attentively
b. Normal
c. Not listening attentively
3.5. Attitude when contacting and meeting the principal
a. Very respectful
b. Normal
c. Rude
3.6. Affection for the principal
a. Dear, friendly
b. Normal
c. Avoidance, indifference
3.7. Feedback:
STT
The comments expression | Comments agree | Comments and suggestions with the spirit of support | Comments are for information only. quote, object | |
1 | ||||
2 | ||||
3 | ||||
4 | ||||
5 | ||||
6 | ||||
7 | ||||
8 | ||||
9 | ||||
10 | ||||
11 | ||||
…. |
APPENDIX 7
Date Observer
SITUATIONS IN PRINCIPAL'S HANDLING
(For Elementary School Principals-Used in Situation Investigation)
Below are some situations that teachers may encounter in their teaching activities. Please provide appropriate solutions to these situations.
1. Elementary school principals' understanding of teaching management activities
Situation 1: During a training session for primary school managers, the lecturer asked a question about the teaching management function of the primary school principal. A trainee answered and only analyzed the organizational function in managing teaching activities. If you answered, how would you answer?
Situation 2: A long-time teacher, who used to be a good teacher at the school, refused to resign .
How would you handle innovation in teaching methods in this school?
Situation 3 : You accidentally discover a student has been absent from school for a long time. When you ask the homeroom teacher, you find out that the homeroom teacher has not yet investigated the reason. How will you handle this?
Situation 4 : The local government asked the school to lend tables and chairs to organize a festival during school time. How would you solve this problem?
2. Level of satisfaction with teaching management activities of primary school principals
Situation 5: A principal really likes to be a manager. She often gives detailed instructions to her subordinates when assigning tasks to them. A teacher thinks this is too much and has reacted to the principal. What do you think about this principal ?
Situation 6 : A new teacher came to school to take up a job, he was an experienced person .
With your management experience, you quickly realize that the new teacher's abilities are limited, but he appears to rely on his superiors and ignores the principal. As a principal, what should you do in this situation?
Situation 7: An elementary school principal refused to attend an educational management training course organized by the district education department because he had 15 years of experience in the field .
During his years as principal, he said that
that time is enough
give him a lot of experience
management experience and can continue to manage well, as evidenced by the fact that his school always stands at
top of the district with many achievements. What do you think?
3. Teaching management skills of primary school principals
Situation 8 : At the end of the school year, from being the principal of the old school, you were transferred to be the principal of a new school. Without all the necessary information, you had to build a teaching plan for the beginning of the new school year. What did you do?
Situation 9 : An older teacher with solid professional skills,
but do not want other colleagues to attend their classes, if they cannot refuse when others request to attend, they will have an unfriendly attitude. As a principal, what measures do you have?
Situation 10 : Two teachers who are close friends disagree on the evaluation of teaching hours.
gossiping about each other causes internal disunity. How do you handle this situation?
Situation 11
:The school has very good teachers.
professional but
Regularly violating professional regulations, going to class without a lesson plan, as the principal of this school, how would you handle this?
4. School recognition
Situation 12: Suppose the district education department calls on primary schools to apply active teaching methods, you follow the call and launch a movement to apply active teaching methods, applying information technology to teaching in all subjects. Some teachers are still hesitant because the school's facilities are not yet adequate. You are still determined to apply this method with the persuasion that the principal will personally train the teachers, and at the same time will convince the People's Committee of the commune to purchase additional equipment to serve the teaching according to this method. Do you think the teachers in the school support you?
Situation 13: Financial management at the present time for an elementary school is quite sensitive , especially in the purchase of equipment and construction of facilities. Many principals have received many complaints and denunciations. Hypothetical situation, if you were in the same situation, you would need support from the teachers in the school. In your opinion, how would the school's management staff and teachers support you? What percentage would support you?
Situation 14: The principal decided that every Monday all female teachers must wear Ao Dai to school , even those who do not attend class. Before making this decision, he had put this issue out for a survey a month in advance, and the result was that 60% of the teachers did not agree with his request, but in the end he still made the decision. How do you think everyone complied with his decision? Were there any teachers who deliberately opposed his decision?