Brian Fidler – författare

www.PaulChapmanPublishing.co.uk

This practical book introduces strategic management for senior managers in schools. The author: shows how it can contribute to school development; explores the leadership of strategic school improvement; and presents a strategic planning model for schools. At each stage, he deals with practice and shows how this involves the organization of the whole process and the stages of analysis, choice and implementation.

Written at a very accessible and practical level, the book focuses on:

- how to generate ideas,

- communication and managing change,

- how to organize staff to work together on strategic planning.

Numerous activities are also included, designed to facilitate staff discussion of strategic analysis and strategic choice

This book is essential for head teachers, deputy heads, and local authority professionals.

www.PaulChapmanPublishing.co.uk

This practical book introduces strategic management for senior managers in schools. The author: shows how it can contribute to school development; explores the leadership of strategic school improvement; and presents a strategic planning model for schools. At each stage, he deals with practice and shows how this involves the organization of the whole process and the stages of analysis, choice and implementation.

Written at a very accessible and practical level, the book focuses on:

- how to generate ideas,

- communication and managing change,

- how to organize staff to work together on strategic planning.

Numerous activities are also included, designed to facilitate staff discussion of strategic analysis and strategic choice

This book is essential for head teachers, deputy heads, and local authority professionals.

This book looks at the relationship between school inspection and school improvement. The authors show how heads have used inspectors' reports to put in place real school improvement. They deal with the contexts of inspection and comparisons are made with the Australian experience of school self-review. The book focuses on how schools have developed a culture of self-inspection.

The authors consider the system of OfSTED inspections and ask how beneficial inspection has been in encouraging schools to develop and improve. They suggest there is need for a change and that there are alternative approaches to school assessment and improvement, which could be more effective. They argue that the school's own evaluation processes should play a greater part in the arrangements for inspection.

Improving Schools and Inspection will be essential reading for headteachers and other professionals engaged in dealing with inspections.

This book looks at the relationship between school inspection and school improvement. The authors show how heads have used inspectors' reports to put in place real school improvement. They deal with the contexts of inspection and comparisons are made with the Australian experience of school self-review. The book focuses on how schools have developed a culture of self-inspection.

The authors consider the system of OfSTED inspections and ask how beneficial inspection has been in encouraging schools to develop and improve. They suggest there is need for a change and that there are alternative approaches to school assessment and improvement, which could be more effective. They argue that the school's own evaluation processes should play a greater part in the arrangements for inspection.

Improving Schools and Inspection will be essential reading for headteachers and other professionals engaged in dealing with inspections.

Being an effective headteacher requires a combination of leadership skills. What does an aspiring head need to know to win the ‘headship game’?

Tessa Atton and Brian Fiddler focus on particular pressure points and key issues that can be particularly problematic and suggest ways of dealing with them. Comparisons are made between headships and chief executive roles of other organisations and extensive examples are included from current headteachers to illustrate aspects of the job which they find most challenging.

The authors also examine the career of headship from application to retirement and emphasize the need to learn about leadership before becoming a head. Using examples of current headship practice, they suggest ways of developing good practice further. Some of the issues covered in this practical guide include:

* development of leadership thought* achieving headship* selecting and supporting headteachers* understanding the demands of contemporary headship* after headship.

The Headship Game will be a valuable resource for current and aspiring headteachers, deputy heads and those on NPQH courses.

Being an effective headteacher requires a combination of leadership skills. What does an aspiring head need to know to win the ‘headship game’?

Tessa Atton and Brian Fiddler focus on particular pressure points and key issues that can be particularly problematic and suggest ways of dealing with them. Comparisons are made between headships and chief executive roles of other organisations and extensive examples are included from current headteachers to illustrate aspects of the job which they find most challenging.

The authors also examine the career of headship from application to retirement and emphasize the need to learn about leadership before becoming a head. Using examples of current headship practice, they suggest ways of developing good practice further. Some of the issues covered in this practical guide include:

* development of leadership thought* achieving headship* selecting and supporting headteachers* understanding the demands of contemporary headship* after headship.

The Headship Game will be a valuable resource for current and aspiring headteachers, deputy heads and those on NPQH courses.

Originally published in 1996, the title of this book poses the question whether the motto of the Office for Standards in Education was an apt statement of its effects in practice. Beginning with the state of knowledge about OFSTED’s early impact, the Editors review the range of complementary approaches to school improvement – most of them driven by the schools themselves – that were in operation, alongside the OFSTED system of inspection at the time.

The major part of the book is taken up with the main ‘quality initiatives’ that were at work in primary and secondary schools – including Investors in People, Deming, TQM, partnerships, professional competence, strategic planning and effective governorship. Each chapter examines critically – sometimes with the aid of case studies of good practice – the benefits such approaches might bring to schools in their attempts to raise standards.

The book is a companion to OFSTED Inspections: The Early Experience by the same Editors, published and reissued simultaneously.

Originally published in 1996, the title of this book poses the question whether the motto of the Office for Standards in Education was an apt statement of its effects in practice. Beginning with the state of knowledge about OFSTED’s early impact, the Editors review the range of complementary approaches to school improvement – most of them driven by the schools themselves – that were in operation, alongside the OFSTED system of inspection at the time.

The major part of the book is taken up with the main ‘quality initiatives’ that were at work in primary and secondary schools – including Investors in People, Deming, TQM, partnerships, professional competence, strategic planning and effective governorship. Each chapter examines critically – sometimes with the aid of case studies of good practice – the benefits such approaches might bring to schools in their attempts to raise standards.

The book is a companion to OFSTED Inspections: The Early Experience by the same Editors, published and reissued simultaneously.

The national programme of four-yearly school inspections was introduced in 1993, based on common criteria set out in OFSTED’s Handbook for the Inspection of Schools. Revised guidelines were introduced in February 1996, reflecting the lessons learned, and this book, originally published in 1996 articulates ideas that would have informed these revisions, including short essays by the Secretary of State for Education and Employment and the Education spokesmen of the Labour and Liberal Democrat parties.

Registered inspectors, teachers, researchers, parents, school governors, policy analysts and policy makers all offer their experience of the strengths, weaknesses and outcomes of the OFSTED inspection process.

The book is a companion to Improvement through Inspection? – Complementary Approaches to School Development by the same Editors, published and now reissued simultaneously.

The national programme of four-yearly school inspections was introduced in 1993, based on common criteria set out in OFSTED’s Handbook for the Inspection of Schools. Revised guidelines were introduced in February 1996, reflecting the lessons learned, and this book, originally published in 1996 articulates ideas that would have informed these revisions, including short essays by the Secretary of State for Education and Employment and the Education spokesmen of the Labour and Liberal Democrat parties.

Registered inspectors, teachers, researchers, parents, school governors, policy analysts and policy makers all offer their experience of the strengths, weaknesses and outcomes of the OFSTED inspection process.

The book is a companion to Improvement through Inspection? – Complementary Approaches to School Development by the same Editors, published and now reissued simultaneously.

This book looks at the relationship between school inspection and school improvement. The authors show how heads have used inspectors′ reports to put in place real school improvement. They deal with the contexts of inspection and comparisons are made with the Australian experience of school self-review. The book focuses on how schools have developed a culture of self-inspection.

The authors consider the system of OfSTED inspections and ask how beneficial inspection has been in encouraging schools to develop and improve. They suggest there is need for a change and that there are alternative approaches to school assessment and improvement, which could be more effective. They argue that the school′s own evaluation processes should play a greater part in the arrangements for inspection.

Improving Schools and Inspection will be essential reading for headteachers and other professionals engaged in dealing with inspections.