(Dis)empowering school management teams of non-fee-paying schools to collaborate with school governing bodies to manage school finances effectively

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Vydáno v:Perspectives in Education vol. 43, no. 4 (2025), p. 152-170
Hlavní autor: Zwane, Thembinkosi Trevor
Další autoři: Mestry, Rajkumar
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University of the Free State, Faculty of Education
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100 1 |a Zwane, Thembinkosi Trevor  |u Education Leadership and Management, University of Johannesburg Auckland Park, South Africa 
245 1 |a (Dis)empowering school management teams of non-fee-paying schools to collaborate with school governing bodies to manage school finances effectively 
260 |b University of the Free State, Faculty of Education  |c 2025 
513 |a Journal Article 
520 3 |a Numerous research studies have examined the efficiency and efficacy of school governing bodies (SGBs) in managing finances in South African public schools. Findings show that in many non-fee schools, SGB members lack the financial expertise to find solutions to practical problems. The South African Schools Act No. 84 of 1996 does not make provision for school management teams (SMTs) as agencies to be represented on SGBs. Principals, by virtue of their authority, are members of SGBs, while other SMT members may be elected to serve on SGBs as teacher representatives. Using a qualitative approach within a phenomenological design, this study investigated the perceptions and experiences of stakeholders about the role of SMTs of non-fee schools in financial management. Semi-structured interviews with 16 participants were used to gather data, which were then inductively analysed to identify themes and sub-themes. The findings revealed that many non-fee schools have not made tangible efforts to promote collaboration between SMTs and SGBs. As a structure, SMTs are not permitted to attend SGB meetings and are thus denied addressing pertinent financial issues to govern schools effectively. 
651 4 |a South Africa 
653 |a Teaching 
653 |a Fees & charges 
653 |a Collaboration 
653 |a Financial management 
653 |a Principals 
653 |a Management 
653 |a Efficacy 
653 |a Head teachers 
653 |a Public schools 
653 |a Decision making 
653 |a Morality 
653 |a Management development programmes 
653 |a Leadership 
653 |a Schools 
653 |a Budgets 
653 |a Empowerment 
653 |a Management teams 
653 |a Governing Boards 
653 |a Literature Reviews 
653 |a Expertise 
653 |a Interviews 
653 |a Instructional Leadership 
653 |a Leadership Role 
653 |a Phenomenology 
653 |a Financial Policy 
653 |a Governance 
653 |a Accountability 
653 |a Capacity Building 
653 |a Fund Raising 
653 |a Educational Objectives 
653 |a Money Management 
653 |a Administrative Organization 
653 |a Educational Resources 
653 |a Participative Decision Making 
653 |a Educational Change 
653 |a Educational Administration 
653 |a Committees 
653 |a Fees 
653 |a Educational Facilities Improvement 
700 1 |a Mestry, Rajkumar  |u Education Leadership and Management, University of Johannesburg Auckland Park, South Africa 
773 0 |t Perspectives in Education  |g vol. 43, no. 4 (2025), p. 152-170 
786 0 |d ProQuest  |t Education Database 
856 4 1 |3 Citation/Abstract  |u https://www.proquest.com/docview/3274996976/abstract/embedded/L8HZQI7Z43R0LA5T?source=fedsrch 
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