Managing Conflicts and Crises in School

Managing Conflicts and Crises in School

Managing Conflicts and Crises in School

A school head faces a number of problems while leading a school. Therefore, the nature  of  problems  must   fully  understood  before  deciding  appropriate  measures. Obviously, the proposed strategies can also serve to diffuse, manage and resolve conflicts in certain specific residence like teacher unionism and student violence. Conflicts / crises need to visualized as problem.  Good leadership anticipates problems and develops strategies to minimize the possibility of conflicts / crises. In most cases, the head teacher tries to move around, avoid or cover up conflicting situations.

Some times, the head teacher tends to blame teachers, students and bureaucracy which should avoided.  A  key  group  in  a  schools,  of  course,  is  teaching  staff.  Some of teaching staff members more qualified, experienced and capable as compared to head teacher.

Some  of  them  might  be  entitled  to  become  head  teachers  but  they  prefer  working  as teachers for professional pursuits and academic freedom. Teaching staff should treated as colleagues rather than subordinates.  Rationalization of authority in any educational institution is extremely difficult task.  Hence, the head teacher needs to create an environment of mutual trust, respect and understanding.

Resolve  Conflicts and Crises  By Head Teacher

The  school  head  should  adopt  a  democratic  approach  by  listening  to  teachers, students  and  understanding  their  problems  and  professional  concerns.  He  /  she  should ensure  that  complete  and  accurate  records  of  pupils  and  staff,  stock  registers  maintained  and  kept  safely.  This  will  enable  the  school  management  to  check absenteeism  and  irregular  movement  of  staff  and  school  resources.  The  audit  officers normally  visit to  check  account  books,  etc  of  the  school.  It  is,  therefore, necessary  for  the  head  teacher  to  keep  proper  accounts  of  income  and  expenditure, vouchers, receipts, etc, duly supported by vouchers.

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