Abstract
M.Ed.
In dynamic times, a world of rapidly changing technology, with social and educational structures in transition, strategic management in school context implies the utilisation of all external and internal forces combined, to guide the institution towards improving its effectiveness. It can be defined as an alternative method of management in times of change and modernisation. Since these social and educational changes are making ever increasing demands on school management and the principal, schools have come under pressure to move towards modernisation and are at present actually facing a major challenge for survival. It is therefore imperative that any school system be continually evaluated and that it should adapt to changing circumstances, in order to ensure its consistent relevance to any new developments. The role of the principal has gradually changed from the traditional headmaster to an expert on management - to such an extent that the success of his school at present depends largely on his expertise as manager. However, defects in present-day school management pose serious obstacles in the path of dedicated principals who strive to improve their schools. This investigation confirms the need for in-service management training for both the principal and his management team. The principal inevitably forms. part of the teaching team, for, acting under constraint of set standards, regulations, policies and strategies, he has a direct influence on the teaching of pupils in his school. Seeing that the school is expected to not only meet the need of the child, but also of the community, strategic management which will lead to managerial development and ultimately result
in efficient management - is imperative. Sound strategic management can assist any undertaking in improving its effectiveness by identifying and capitalising. On the
potential of the institution, the people and their immediate surroundings. Therefore, in order to determine the views and opinions of both staff and pupils concerning the managerial aspects in the school, diagnostic questionnaires should be drafted. This could be the first step in instigating the necessary adaptations. Furthermore, the SWOT approach should be implemented as the basis or core of the strategic management process. It is one of the most effective methods firstly to assess the strengths and
weaknesses of an institution like the school, and then counterbalance them against the opportunities and threats of the external surroundings. However, in order to formulate and implement such a strategy, it is important to be acquainted with the environment and link it to the organisational structure. This can be achieved. through exploring and monitoring the environment, whereby external and internal influences can be identified and their impact on the school be evaluated. strategies and programmes can then be
developed and budgets prepared for implementation in schools. As strategic management dominates decision-making at all levels, and affects the entire functioning of the school, any change in strategy should be communicated to the staff directly, in order for them to co-ordinate all activities and planning accordingly. Communication, co-operation, creativity and leadership are all key-concepts of the strategic management process. After attaining the SWOT analysis by identifying the SWOT factors, the managerial team will be able to formulate possible strategies, develop attainableobjectives and eventually achieve the expected results. Lastly, strategic management in school context concerns itself with the formulation and implementation of goals and the achieving of objectives, which result in effective functioning and the ultimate success of the school in its entirety. It deals with change, and calls for principals who will boldly face the future and focus their attention, as well as their acquired managerial skills, on effective school management as their modest
personal contribution towards creating a New South Africa.