The training of governors, headteachers and senior staff in preparation for Local Management of Schools (LMS) with particular reference to financial management

Varnon, Nicholas Charles Harbord (1991). The training of governors, headteachers and senior staff in preparation for Local Management of Schools (LMS) with particular reference to financial management. BPhil thesis The Open University.

DOI: https://doi.org/10.21954/ou.ro.00010135

Abstract

The Education (Number 2) Act 1986 and the Education Reform Act 1988 transferred and increased the responsibility for the management of schools from Local Education Authorities to school governing bodies: "Local Management of Schools". In managing, governing bodies would remain partially accountable to Local Authorities and HMI in terms of National Curriculum delivery, and to Local Authorities in the auditing of their use of budget resources. The introduction of a wider accountability to the local community, focused on the annual report to parents, would increase responsibility.

Transferred and increased responsibility requires governing bodies, headteachers and senior staff to acquire the knowledge, skills and attitudes (management attributes) necessary to manage effectively, carry out responsibilities and account for their management record.

The strategies adopted to provide for the acquisition of management attributes were designed by Local Authorities as a short-term response to the immediate needs of school managers: this was management "training". The strategies, content and processes of providing management training are analysed and assessed, focusing on the first two years of Local Management implementation (1988 to 1990). Financial management training is of particular interest.

For the longer-term continuity of management, training will contribute to, but not entirely provide, adequate support for governors, headteachers and senior staff at 'Authority level'. Managers will need to acquire attributes of self-analysis, identifying the organisational management needs which require client-orientated support programmes; this is management "development". Recommendations are presented to effect a change from management "training" to management "development", the Authorities no longer being the automatic providers but acting more as development agencies.