教师对系主任表现及教学督导的看法

Alice R. P Abreu, A. P. Cardoso, J. Rocha
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引用次数: 3

摘要

简介:在葡萄牙学校中,系主任是一名中级管理者,主管和领导者,他必须能够发挥领导作用,并展示适当的沟通技巧,以便他能够动员他的团队中的教师实现他们的教育理想。因此,教学监督在学生必须开展的活动中起着突出的作用。目的:了解除高等教育以外的各级教育的教师如何看待当前葡萄牙学校组织中系主任的表现,以及可能影响其表现的一些因素,特别是教学/教学监督方面的专业培训。方法:采用描述性和横断面方法,通过应用问卷进行调查。样本由106名来自各个学术部门的教师组成,他们在位于Viseu地区的一个学校小组中工作。对收集的数据进行描述性和推断性统计分析。结果:教师们似乎很重视促进他们所属学术部门的不同教师之间以及不同部门的教师之间的明确工作,创造鼓励行动,以促进对他们教学实践的反思和对变革和创新的开放。他们亦认为部门主管应促进合作工作,以及创造和分享知识。但是,他们指出,部门主管的工作量以及因此没有时间对其职位要求的所有要求作出答复,可能对他的业绩产生不利影响。结论:学术部门的负责人应承担在其活动中进行培训的需要,以确保在个人/关系一级和专业一级最广泛的方面和方面的合法性和可信性。
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Teachers’ perception of the head of department’s performance and of pedagogical supervision
Introduction: Within Portuguese schools the Head of Department is an intermediate manager, a supervisor and a leader who must be capable of playing a leading role and demonstrating the appropriate communicative skills so that he can mobilize the teachers who are part of his team to fulfill their educational ideals. For this reason, pedagogical supervision takes on a prominent role in the activities he has to develop. Objectives: To know how teachers at the several levels of education, other than that of Higher Education, perceive head of department’s performance within the current Portuguese school organization and of some factors that can influence that performance, notably the specialized training in pedagogical/instructional supervision. Methods: A descriptive and cross-sectional methodology was used using a survey carried out through the application of a questionnaire. The sample was composed of 106 teachers from all academic departments who were working in a school grouping located in the Viseu district. The data collected were subject to a descriptive and inferential statistical analysis. Results: The teachers seem to value the promotion of an articulated work between the different teachers of the academic department to which they belong and between teachers from different departments, the creation of encouragement actions that would foster a reflection on their teaching practices and an openness to change and innovation. They also consider that the Head of Department should promote collaborative work, as well as generate and share knowledge. However, they state that the Head of Department’s workload and the consequent lack of time to respond to all requests that his position requires may have a negative influence on his performance. Conclusions: The Heads of Academic Department should assume the need for training in their activity to ensure legitimacy and credibility in the most wide-ranging aspects and dimensions, both at a personal/relational level, and at a professional level.
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