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Assessment of Needs and Capacity of District Office Professional Staff

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5b. LEADERSHIP AND MANAGEMENT DEVELOPMENT<br />

Leadership is a generic competency that is needed by all <strong>District</strong> pr<strong>of</strong>essional<br />

staff. These <strong>of</strong>ficials are leaders in their respective subject areas, for their<br />

respective circuits or the institutions <strong>and</strong> personnel they supervise. To lead<br />

could be perceived as a fundamental requirement for effective functioning in<br />

the <strong>District</strong> <strong>of</strong>fice. The ability to manage effectively <strong>and</strong> to support school<br />

managers, whether as SMT or SGB members or HODs, are both essential<br />

leadership <strong>and</strong> management requirements.<br />

The questionnaire did not sufficiently detail a full set <strong>of</strong> options in the area <strong>of</strong><br />

leadership <strong>and</strong> management, but sought to highlight some aspects <strong>of</strong> the<br />

leadership <strong>and</strong> management tasks. In this respect, it will be noted that a<br />

relatively large percentage <strong>of</strong> respondents checked “other” job requirements,<br />

thus indicating that other management tasks were noted <strong>and</strong> recommended.<br />

The information presented below seeks to highlight the job requirements,<br />

personal capacity <strong>and</strong> training needs <strong>and</strong> options in respect to leadership <strong>and</strong><br />

management.<br />

Job Requirements<br />

As noted in Table 30, all the job requirements presented were considered as<br />

relatively important. Of particular importance to all respondents were:<br />

� Ensuring the timeous submission <strong>of</strong> documents<br />

� Ensuring up to date record books, <strong>and</strong><br />

� Assertiveness in h<strong>and</strong>ling unpleasant circumstances<br />

When this information is categorized by job classes (Table 31), one easily notes<br />

that the leadership requirements referred to were mostly pertinent to EDO. As a<br />

result, EDOs responded with a high degree <strong>of</strong> acceptability. Subject Advisors<br />

felt relatively strongly that “record books should be up to date <strong>and</strong> in place”.<br />

Lecturers (mostly Subject Advisors) allotted some importance to the election <strong>of</strong><br />

SGBs <strong>and</strong> RCLs, <strong>and</strong> similar to the EDOs, felt that “assertiveness in h<strong>and</strong>ling<br />

unpleasant <strong>and</strong> difficult issues” is very important as a leadership trait.<br />

Table 30: Job Requirements: Leadership & Management Development<br />

JOB REQUIREMENTS<br />

Ensure that requisitions, returns<br />

<strong>and</strong> surveys are submitted<br />

timeously by Principal <strong>and</strong><br />

responsible <strong>of</strong>ficial<br />

Ensure that all record books are in<br />

place <strong>and</strong> up to date<br />

Ensure that SGBs <strong>and</strong> RCLs are<br />

elected<br />

Ensure that SGB <strong>and</strong> RCL<br />

elections are planned <strong>and</strong> run<br />

effectively <strong>and</strong> that SGBs <strong>and</strong><br />

RCLs are elected<br />

Assertiveness I h<strong>and</strong>ling<br />

unpleasant or difficult issues<br />

Other job requirements I the<br />

performance area<br />

IMPORTANCE<br />

FREQUENCY OF APPLICATION<br />

LOW HIGH LOW HIGH<br />

NR 1&2 3 4&5 % NR 1&2 3 4&5 %<br />

204 108 41 331 69 225 145 54 260 57<br />

183 67 72 362 72 202 132 112 238 49<br />

215 133 50 284 61 232 185 73 192 43<br />

218 139 47 278 60 240 187 72 183 41<br />

194 77 88 325 66 212 122 119 231 49<br />

246 95 94 243 56 260 130 107 177 43<br />

85

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