Usually, look - fors are what adults — most
often building principals — use to observe teachers and assess their instruction according to a list of «best practices.»
Not exact matches
His
principal concern was with
building a healthy and unified mainstream culture to which socially progressive Christianity might make a contribution.10 Today o there is much more awareness that «culture» means different things to different people:
Often people define themselves against the mainstream culture by defining themselves in terms of a sub-culture.
The
principals in the groups I facilitate say their job is
often lonely because there is no one else in the
building with the same role, PEBC leadership coach Marjorie Larner told Education World.
«The
principal's personality more
often than not is reflected in the school
building,» said Romeo.
The largest difference among the items in Factor 2 for the top and bottom 20 % of
buildings for perceived
principal leadership is on item 4 - 18, asking how
often the
principal attended teacher planning meetings (X = 4.06 vs. 2.31).
Suzanne is
often seen on school campuses, working with
principals and teachers to determine the academic and
building needs of each school.
The
principal is
often responsible for interviewing prospective candidates for job openings within their
building as well as making recommendations to the superintendent for hiring a new teacher.
With a 33 percent turnover for
principals each year in Network schools, the coach
often becomes the consistent person in the
building when it comes to keeping momentum going for a comprehensive achievement plan and helping the new
principal hit the ground running.»
The typical teacher evaluation in public education consists of a single, fleeting classroom visit by a
principal or other
building administrator untrained in evaluation who wields a checklist of classroom conditions and teacher behaviors that
often don't focus directly on the quality of instruction.
Too
often I see
principals not knowing what is going on in their own
building.
Traditionally, a
principal serves a long apprenticeship,
often in the same
building — serving for years as a teacher and then becoming a master teacher, then learning specialist, and then assistant
principal, before assuming leadership of a school.
Akers believes a negative teaching culture can result from trying to solve too many problems in a
building at once, and
often advises other
principals to focus on one challenge at a time.
Staff turnover was high, teachers were
often absent and the
building that had housed one of the first schools for black children in the city now languished, according to Howard, a longtime member of the school's shared decision making committee that acts as an advisory group to the
principal.
But instead of being used as a residency to learn the ropes of the job, and the importance of the instructional component of the job, assistant
principals are
often consumed by the day - to - day «buses and
building» issues.
These teacher leaders are
often the «go to» teachers in a
building for the
principal.
Often, retirees who have spent decades
building a nest egg are unwilling to allow any type of risk to their
principal.
Our
principal instructions come through from solicitors or the courts,
often relating to contractual matters between contractor and
building owners.