Indiensopleiding in die bestuur van verandering : 'n onderwysbestuursopgaaf

M.Ed.This study was undertaken with the purpose of directing the attention of the manager (headmaster) on in-service training as a support function to manage change. It is important to note that this study is motivated within the private sector, but there is no reason why it cannot be applicable and useful to the headmaster of a school. Firstly an overview is given of the research and method of research, followed by a discussion of a few concepts such as school (training) management and in-service training. A brief outline is given of change as part of life, and therefore as part of any organisation and its structure. Thereafter motivation as a key function of the manager (headmaster) is discussed. Managing change is essential for organisations in order to be successful in the world today. There is no single answer to managing change in our diverse society. An organisational stucture that accommodates change however, is important. Motivation, commitment, communication and participation are key words in the management of chYnge. It is shown that in-service training can be the manager's (headmaster's) right hand when it comes to managing change. To see change as a crisis is more a perception of our inability to handle it and is not the character of change itself. Reasons for resistance are many, but lack of information, knowledge and skill are the core reasons. Change can be seen to be threatening to people's opportunities, to disturb the way things are normally done and leave one with a feeling of loss or anxiety. This perception causes the resistance to change. It cannot be ignored and should rather be shown in a positive light. In-service training is therefore needed to change the anxiety caused by threat into a positive feeling through new skills training. The success of implementing change is, to a great extent, determined by the involvement of all concerned. In-service training can be seen as a practical method for managers (headmasters) to support and motivate employees (teachers) in a world characterised by change. Follow-up action and evaluation, control the success of in-service training which must be practical, relevant and credible. The first training session must have positive results. Therefore the role of in-service training has to be planned carefully and systematically according to the employees' individual needs, desires, skills and capabilities, as well as the needs of the organisation. It is shown that change does not have to be a threat, but can be an opportunity to develop both the quality of individual performance as well as improving the functioning of the organisation. In-service training can and must support the manager (headmaster) in his task. Co-operation between the manager and training personnel can cause change to be seen as an opportunity and not as a threat. As the world changes, people change, society changes and demands for education and training also change