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• 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

The Education Business

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.

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.

Dulwich College, an academically selective independent school in south London.

Value for money

Day students – 4,964 GBP / term

Weekday board – 9760 GBP

Full board – 10,213 GBP

Standards

Lowering the bar

Managing People

Showing Appreciation

• Thanks• Remuneration and

reward• Acknowledgement

and appreciation• Further opportunities

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

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.

Effective Appraisals

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

Managing Change

Managing change - STEPFactor Examples Time (short,

medium, long)Impact (low, medium, high)

Social

Technological

Economic

Political

Managing change - SWOT

STRENGTHS WEAKNESSES

OPPORTUNITIES THREATS

Other management concerns

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

Thank you for listening

info@ilsiszmir.com