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The purpose of this paper is to analyze the existing mechanism of school management committees (SMCs) and to propose an improved framework for strengthening its process and outcomes. In 2005, the Education and Literacy department, Government of Sindh decentralizes the administrative and operational authorities to school level in the form of SMCs. These committees have been vested with several roles and responsibilities in accordance with the objective of SMCs set in by government in assistance with different international donor agencies.

The purposively selected respondent that includes 35 stakeholders among which 25 stakeholders has been interviewed individually while other ten has been interviewed in the form of two focused groups consisting of five members each. The findings based on the interviews are analyzed using the thematic analysis. This study analyzes the formation of SMCs, roles and responsibilities of members, Allocation SMC funds and its utilization methods. The study includes the challenges faced by these committees in school administration and operations with their recommendations for overcoming such challenges. Some common challenges include limited financial resources, interference of landlords and potential people of the community, limited administrative authorities and lack of interest of government toward government schools.

The recommendations have been categorized into three broad themes: strengthening of mechanism, strengthening through functions, roles and responsibilities and revising SMC fund allocation and its utilization.

The study proposed an improved framework for strengthening the process and outcomes of SMC.

The purpose of this paper is to investigate the perceptions of school governing bodies (SGBs) members’ role in financial management in no-fee schools so as to understand their compliance with policy frameworks when managing school finances. No-fee schools are schools in which the learners cannot be levied fees because of the poor socio-economic background of their parents, and are located in Quintiles 1-3 according to National Norms and Standards for School Funding Policy.

A qualitative research design/approach within the interpretive paradigm was adopted for the study. A sample of 22 participants from six selected no-fee schools was purposefully selected to participate in the study. The participants were principals, SGB chairpersons, SGB treasurers and finance officers. Data were collected through interviews and document analyses and were qualitatively analysed through coding and categorisation.

The findings reveal that the perceptions, experience and understanding of SGB members on their financial management roles differ. They lacked the proper knowledge to manage their funds effectively. This lack of knowledge is mainly because of the members’ literacy level and limited training.

This study offers a novel empirical and theoretical perspective on finance of no-fee schools and SGBs. This research subsequently recommends that rigorous training of chairpersons and treasurers should be done by department officials located in the finance section. Further, training should be conducted in a language that would be understood by the intended recipients.

The purpose of this paper is to report the results of a study carried out to determine the effect of governing boards on the performance of Ugandan secondary schools. Specifically, the study investigated whether governing boards (board role performance, finance committee role performance, board size, frequency of board meetings and board finance expertise) have an effect on the perceived performance of the schools.

This study is cross-sectional and correlational. Data were collected through a questionnaire survey of 271 schools out of which 200 responded. The data were analysed through ordinary least squares regression using Statistical Package for Social Scientists.

The results suggest that board role performance, finance committee role performance, frequency of meetings and finance expertise of governing boards have a significant effect on the schools’ performance.

The authors measure some of the variables qualitatively and perceptively contrary to, for instance, the commonly used quantitative measures of performance, but process factors which are inherently qualitative in nature can better explain variances in secondary schools’ performance. Thus, in this study, the authors do not claim highly refined measurement concepts. More research is therefore needed to better refine qualitative concepts used in this study. The results too suggest that board and finance committee role performance and finance expertise of the board are more important for performance of a school than board size, and frequency of meetings which academics have been focusing on. These findings call for more research to validate the posited relationships.

The results are important for governing board policy development; for example, in terms of prescribing the qualifications for schools’ governing board members and also finance committee board members.

This study shows that one way to capture the influence of all governing boards’ roles including service role is to adopt a perception-based approach which asks respondents to what extent they think governing boards fulfil all their roles. Unlike previous studies which used proxies for board role performance such as proportion of non-executive directors and board size for monitoring and control and resource provision, the study incorporates proxies as well as perception-based measures of board role performance to determine if governing boards have a significant influence on the performance of Uganda secondary schools.

The article aims to use the globalization theory and the implications of democratization for social policy to analyze the school governance reforms in Taiwan and South Korea.

The article describes the main features of decentralization policy in the school sectors in the two societies with a historical review of their democratic transition and educational reforms during the 1990s. It then classifies decentralization into two categories, namely managerial decentralization and societal decentralization, by conceptualizing their context, rationales and policy instruments. It closes by considering the implications of Taiwan's and South Korea's experiences for educational decentralization and education reforms.

It is found that in Taiwan there is a comprehensive and institutionalized empowerment of teachers and parents but full institutionalization of involvement of the school community is still in progress in South Korea.

This article reviews and compares the development and major changes of school governance in Taiwan and South Korea.

With the implementation of Right of Children to Free and Compulsory Education since April 2010, the responsibility and role of the teachers in Indian school has been changed. Once again, the teacher quality in Indian schools has taken a center stage in nation-wide debate. The discussion on teacher quality has reappeared in submitted report as Draft National Education Policy (DNEP) on May 31, 2019, that gets endorsement in cabinet approved NEP 2020. The evaluation, as a process and system, starts with the very moment when a teacher assumes its duties in K-12 schools. This chapter addresses the main research questions as: what is the status of teacher evaluation in Indian schools as mentioned in various Commission reports, policies, and draft regulations? How does teacher evaluation could be reframed for local setting based on global standards laid in international and multinational context? This chapter employs qualitative research through review of policies, draft regulations, research, articles, and government documents as data analysis and frames hypotheses through comparative analysis. The objectives of this chapter are to frame hypotheses regarding policies and recommendations for: teacher quality; teacher appraisal process; teacher appraisal in local, regional, and national settings; and teacher appraisal in multinational context.

This study aims to determine the extent school-based management committee (SBMC) participates in enhancing quality assurance in secondary school management in Enugu state, Nigeria.

A total of 1,305 people participated in the study, which included a sample of 843 comprising 281 principals in all the public secondary schools, 281 community representatives and 281 Parent Teachers Association (PTA) representatives were randomly selected form Enugu State, Nigeria. There were 17 local government areas in Enugu State where those public schools were located; a 29-item questionnaire was used as the instrument for data collection. In addition, the questionnaire was developed using simple English words to facilitate their understanding. Mean and standard deviation were used to answer the research questions, while analysis of variance was used to test the hypotheses.

The findings showed that SBMC enhanced quality assurance in public secondary schools in Enugu State to a low extent. The government should therefore educate the principals on the role of the SBMC to ensure quality in public secondary schools in Enugu State, Nigeria.

It was challenging for the researchers to help the principals understand the rationale and significance of the study. Thus, the researchers spent a great deal of time, explaining the parameters and goals of the study. Another limitation was that additional data from interview and focus group could have added more useful information. Therefore, future researchers should try as much as possible to add focus group discussion and interview in studies similar to this one.

The finding that there are major problems militating against the operation of the SBMC in public secondary schools in Enugu State Nigeria implies that if proper policy is not made to ease the implementation of SBMC, it would be difficult to maintain quality assurance in the secondary schools. In addition, the findings show indication that educational counseling is lacking in the secondary schools in Enugu state, especially on the part of principals, and PTA. Therefore, there is need for the government to make quality assurance counseling available for principal and PTA to ensure quality assurance.

The researchers originated that SBMC enhances quality assurance in public secondary schools.

Worker participation has been broadly defined as “any process designed to increase the ability of a worker to make decisions, or influence the making of decisions, which relate either to a specific job within an organisation, or more broadly to the overall functioning of that organisation”. As this definition suggests, worker participation can take many forms. One of these is joint consultation. Joint consultation has been described as “the means whereby management and employees may together consider, and where appropriate determine, matters affecting their joint or respective interests”. Thus joint consultation may allow for the following different degrees of participation:

Numerous Chinese management studies have demonstrated significant differences between Chinese and Western management. This exploratory paper investigates the impact of Chinese culture and Western traditions on China's contemporary school leaders' views of leadership and management, particularly in the areas of relationship building, delegation, and promotion. Data were drawn from questionnaires completed by school leaders and individual interviews with principals from different parts of China. The findings indicate that the differences between Chinese and Western management practices in Chinese schools are not static and should not be over-stressed. To different extents, the respondent school leaders of China were affected by both Chinese and Western values and practices in school leadership and management. Specifically, they were more influenced by Chinese culture in the areas of school management and organization and by Western values and practices in the areas of relationship building, staff performance, and promotion. Their leadership and management preferences were also influenced by other factors, including gender, domestic politics, and development.

Looks a developments in the position of the school director in post‐Franco Spanish schools. Defines the responsibilities of the school director within the school operations framework, examines the current training needs of school directors, drawing on past experience and discusses the implementation of the changes which have been found to be necessary. Based on a group workshop formula, this involves the workshop context, ethics, the role of the school director, skills, decision making, planning, critical path and cost benefit analysis, motivation of teachers, improvement of teaching, confrontation, and finally a summary of the leadership concept. Concludes that the programme so far has fulfilled all these requirements satisfactorily.