UNIVERSITI UTARA MALAYSIA

SGDU5024 - LEADERSHIP IN EDUCATION

Identify and propose a solution to a problem in your organization

Nazzir Hussain Bin Haji Mydeen

(814066)

LECTURER
Prof. Dr. Abdul Moqim Rahmanzai

Table of Content:

1. Organizational Background 2. Vision and Mission 3. Problems within the organization 5

3 4

4. Transformational Leadership 5. The Components of Transformational Leadership 6. Intervention Steps 6. Head Teachers 7. Senior Assistant 8. SPS Officer 9. 10. 11. Hardware Conclusion Bibliography 10 8

6 7 8

11 12 13

Organizational Background

The Pusat Kegiatan Guru (PKG), the Teachers Activity Centre was formed to act as a catalyst to stimulate professional development of teachers, particularly to enhance the knowledge and acculturation of Education Technology in the teaching and learning process and promote the use of the School library. The PKG would also become the center for professional development of local teachers and the local community.

The PKG Management Committee consists of the head teachers of the schools in the respective PKG zones and are responsible for planning the activities to enhance the effectiveness of teaching and learning and technology-based education and in the development of more efficient school library. PKG Beruas was commissioned in 1990 and was temporarily housed in SK Ganga, Beruas and was responsible for nine local schools. In the year 2008, BTPN Perak channeled some allocation refurbish an old unused teachers quarters in SMK Raja Shahriman, Beruas to house the new PKG Beruas offices and started operations at the new premises since January 2009. During restructring exercise in the district school boundaries in the same year, the number of schools in the zone was increased from nine to seventeen schools.

Vision and Mission

PKG Beruas is under the supervision of the Educational Technology Division, Ministry of Education and is charged with promoting the use of education technology in teaching and learning in schools under the Ministry of Education.

Vision Drive the Generation Transformation through Education Technology

Mission Development and Improvement of the Instructional Quality through Education Technology and Innovation.

Problems within the organization.

The Education Ministry would be introducing a single data entry point and school management system, (SPS) to every school in the country by the middle of 2014. SPS is a component of the Integrated Solutions Smart School Pilot Project. The objective is to create a primary SPS data school information. This system was developed in early 2009 with the development of a database that takes into account functional and data requirements of applications, the Student Information System (SMM), Educational Management Information System (EMIS), Misconduct and Discipline System Students (SSDM) and Integrated Student Information System (ISIS). Standardization. These systems take into account the adjustment code contained in the Public Sector Data Dictionary (DDSA). SPS consists of 22 modules of management, covering all aspects of the management system spectrum including School Information Management System. Though the system would eventually reduce school data management workload, the initial phases would be stressful to say the least. As the PKG would be over-seeing the system migration, certain steps would have to be taken to smooth the transition.

Transformational Leadership

Transformational leadership is a type of leadership style that leads to positive changes in those who follow. Transformational leaders are generally energetic, enthusiastic and passionate. Not only are these leaders concerned and involved in the process; they are also focused on helping every member of the group succeed as well.

According to James MacGregor Burns, transformational leadership can be seen when "leaders and followers make each other to advance to a higher level of moral and motivation." Through the strength of their vision and personality, transformational leaders are able to inspire followers to change expectations, perceptions and motivations to work towards common goals.

Later, researcher Bernard M. Bass expanded upon Burns original ideas to develop what is today referred to as Bass Transformational Leadership Theory. According to Bass, transformational leadership can be defined based on the impact that it has on followers. Transformational leaders, Bass suggested, garner trust, respect and admiration from their followers.

The Components of Transformational Leadership

Bass also suggested that there were four different components of transformational leadership.

1.

Intellectual Stimulation Transformational leaders not

only challenge the status quo; they also encourage creativity among followers. The leader encourages followers to explore new ways of doing things and new opportunities to learn. 2. Individualized Consideration Transformational

leadership also involves offering support and encouragement to individual followers. In order to foster supportive relationships, transformational leaders keep lines of communication open so that followers feel free to share ideas and so that leaders can offer direct recognition of each followers unique contributions. 3. Inspirational Motivation Transformational leaders have a

clear vision that they are able to articulate to followers. These leaders are also able to help followers experience the same passion and motivation to fulfill these goals. 4. Idealized Influence The transformational leader serves as a

role model for followers. Because followers trust and respect the leader, they emulate this individual and internalize his or her ideals.

To bring about a positive change in the face of the challenges of transition from the old to the new system, PKG Beruas must act proactively to foster a conducive environment.

Intervention Steps The new system would require a school cultural and staf behavioral modification to adapt and suit to the new environment. PKG Beruas proposes these steps.

Head Teachers The head teachers would have to be brought into the loop. The school leaders must be made to understand the requirements to run the new system, in terms of hardware and human resources. The advantages in using the new system to their organization must be made clear to them. A week long introduction and orientation workshop should be sufficient to expose the school leaders to the complexities of the system involved. After the workshop, the head teachers should enlightened enough to make policy and procedural changes in the school to allow the system migration to come to pass as smoothly as possible. The authority of the head teacher in the school is vital to compel the entire school population to embrace the changes wholeheartedly and assist the data migration.

Senior Assistant

The senior teacher in charge of administrative duties in the school is equivalent to the vice principal. He would be the second in command and oversees the day to day running of the school including class scheduling and subject allocations.

He would be using one of the modules, Class Scheduling System almost on a daily basis. The module will arrange the class and subject scheduling and relief teachers.

The senior assistant should also be exposed to the SPS system preferably in a week long workshop. The workshop should include a hands on session to equip him sufficiently to efficiently use the system. A brainstorming session should be held where he would, together with other senior assistants come up with a set of criterion to identify a suitable candidate as the SPS Officer in each of their schools.

SPS Officer

A suitable teacher in the school would be selected to fill the post of the SPS Officer. The officer would oversee the data migration from old to the new system in the school. He would also be responsible to train the other teachers in the school to effectively use the new system and run the Help Desk during the migration period. The all-important Data Integrity would also be under his supervision.

The candidate should be computer savvy and willing to work the long hours and pressures. The officer would be given sufficient training and hardware to discharge his duties.

In turn, the school should allocate him to teach the softer subjects and with less periods per week. This would give the SPS Officer enough time and space to teach and still keep the school SPS up to date.

The Hardware

The ICT equipment in the school should be upgraded to be able to use the system effectively. The out dated computers should be upgraded. The number Internet Access points in the school increased to allow better access to the SPS that would using the cloud based system.

The internet connection should always be up and running. The problem bottle neck during peak hours should be dealt with by scheduling which schools should be accessing at which date. An upgraded server should also eliminate the congestion in data traffic during peak hours.

Conclusion By bringing in the Head Teacher into the loop early, we would be laying the groundwork for proper implementation of the SPS system. The head teacher would wield enough bureaucratic muscle to enforce and compel his entire staff to take part and use the system. He would also be in a position to make policy changes within the school to accommodate the new system. The head teacher would at least be able to find the necessary funds to upgrade the existing ICT equipment if not be able to procure new ones for his school.

The inclusion of the Senior Assistant would smooth the transition as he would be able to setup the necessary committees and workshops to enable the nuts and bolts of the SPS system to understand by all the staff involved. He would be able to make sure everyone involved carriers out their respective duties.

The selection and appointment of a SPS Officer will ensure the implementation of the SPS system go smoothly and on schedule. He would be given proper training and equipment and should be able to trouble shoot the system during the teething period as well as ensure data security.

With SPS implementation due in middle of next year, there is not much time to run the proposed work shop and upgrade the ICT hardware. The

funds must be found either though the departmental channels or through private donations to ensure the schools are ready for the change that is coming.

Bibliography

1. Retrieved at: http://psychology.about.com/od/leadership/a/transformational.htm 2. Retrieved at: http://en.wikipedia.org/wiki/Transformational_leadership 3. Retrieved at: http://changingminds.org/disciplines/leadership/styles/transformational_lea dership.htm