Dear Colleagues
A quick note before I introduce myself and my job.
I
am particularly pleased to be here, an international context to comparing
school management methods.
Because
our systems are so different, I
belive that only through such exchanges can we better understand our respective
points of view.
I would like to thank Ms. Gabriela Suba for her
kindness in organizing our welcome and in planning an interesting week.
Adelina Cardillo
Who I am
Name : Adelina CARDILLO
Work place: Grottaferrata
Type of school: Scientific
Lyceum
Role : School Manager
Where’s Grottaferrata
Grottaferrata
is a town close to Rome
The name of
Castelli Romani has origins from fortified centres created during the Middle
Age from baronial families. This area of the Park is rich of woods and typical
elements of gastronomic tradition, as vine and olive-tree.
My
institute……
1129 students
aging from
14 to 19
80 teachers
22 people
appointed to
School management
rules
In Italy
Dirigente scolastico (School Manager)
legally
responsible
appointed by the Regional school Director
a manager responsible for the overall management of the institution
a
public servants involved in the day-to-day school operations
responsable
for the quality of the service provided
autonomy
in his role of direction, co-ordination, and exploitation of resources
My work and ……
I believe it is not possible to
maintain a unique management style regardless of the context and the situations
that face.
Since the early days of my work, I quickly realizes the need
to integrate more styles in my management.
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Inclusive
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doing a lot of emphasis on the
collegial choices , translating collegial decisions acts address, not just in
individual orders service
asking for employee ideas and input on upcoming plans and projects.
trying to include staff members
in determining what to do and how to do it.
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Democratic
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making decisions through
involvement of transparent paths
doing often informal and formal meetings
agreeing briefings and
preventive internal communications
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Technocratic
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updating my professional
skills, especially in legislative and administrative matters. employees take
security in having a competent principal
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Delegating
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Promoting the verification activities in groups
Delegating progressively more complex
tasks so that the employee acquires greater safety and serenely plays the
role
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School
Manager Roles
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Macro-categories
of content
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The most visible results
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Human Resources Management
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Job organization and school
atmosphere
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Employees appear to feel safe, they have reached a
stable job position and the turn-over occurs
without service interruption
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Employees training
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training is organized regularly
: courses and/or professional exchange
actions
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Methodological and didactic innovation
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Increase formative activities
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structuring of actions for the
promotion of excellence ( biotechnology -external certifications)
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Improvement didactic methodologies
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increase the teaching laboratory
Positive external evaluation of
the results
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Families and community collaboration
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Constitution and widening of
relationships with cultural, professional social and economic
resources present in the community
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signing of protocols and
agreements with local authorities (municipal and provincial), with the bodies
of Scientific Research "ENEA" and "INFN" and the
University "
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Families satisfation
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40% increase in students
enrolled
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Finamcial and Instrumental Resources
Management
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Financial Resources
acquisition
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budget balancing starting from
a high deficit due to the lack of contributions ministerial
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Acquisition and improvement
revive structural
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creation of: a library, a gym,
a multimedia laboratory and a
scientific laboratory equipped for experiments in biotechnology
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Promotion learning rights
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Guarantee quality in the educational
processes
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acceptance and successful
integration of students with specific learning disorders
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