Hong Kong has embarked on a raft of educational reforms and prominent amongst them is a call for school students to 'learn to learn' so they can be lifelong learners. Such a reform direction is common in many countries as the demands of knowledge economies become increasingly clear and politicized. However, the extent to which such a goal is achievable depends significantly on the nature of the school and classroom learning environments in which students and teachers participate. This paper argues that many of the conditions necessary for developing metacognition, an essential requirement for 'learning to learn' and lifelong learning, are still lacking in relation to the context of science education in Hong Kong. It suggests reform directions that, if implemented, would positively impact on school and classroom learning environments and increase the possibilty that 'learning to learn' and lifelong learning might rise above the rhetoric of reform in Hong Kong.

The School Management Initiative (SMI) is a school-based management (SBM) reform in Hong Kong schools. Reviews on studies of implementation obstacles and strategies of school-based management were huge (e.g. Ornstein, 1983; Wholstetter & Odden, 1992; Leithwood & Menzies, 1996) but experiences from Hong Kong might be ignored. Viewing from multiple perspectives of organizational theory, viz., the structural perspective, the human resource perspective, the political perspective, and the cultural perspective, this paper reviews past literature on SBM researches and reform studies of local schools to identify obstacles and strategies that are applicable to the implementation of the SMI scheme. In terms of the structural perspective, some SMI schools still take the form of Administrative Control hindering the progress of the other two forms, Professional Control SBM and Community Control SBM, because the control of schools are still retained by school sponsoring bodies (SSB). There may remain no clear accountability and role in some schools for key actors who hang onto traditional roles especially for the SSB, the school management committee and the school supervisor. The lack of common goals for key stakeholders in some schools is also an implementation obstacle. The strategies identified to be useful to cope with such obstacles are: to enforce clearer role and accountability on actors at different levels, including government departments, SSB, and site level management; to create participative decision making structure; and to build up common school goals accepted by key stakeholders. For the human resource perspective, obstacles spotted are: the rapid staff turnover in schools with unfavorable conditions; stakeholders' lack of adequate skills and knowledge; the increased stress and pressure on teachers and administrators due to more involvement in school management and appraisal system; and the insufficient time and resources available for teaching and related work. The

The Gary Plan of "work-study-play" was the brainchild of William Wirt (1874-1938) and praised for its progressive features by educators such as John Dewey (1859-1952). Introduced in 1907 to the schools of Gary, Indiana USA by Superintendent of Schools Wirt, the plan reorganized the school day and included curriculum features that fostered hands-on activities relating to occupations and daily life. It was also an articulated structure and program, offered from primary through secondary grades. The increased notoriety of the plan's social and financial benefits led the new mayor of New York City to invite Wirt as a consultant to transform their overstretched schools. What followed were several acrimonious years of position papers, posturing and propaganda by many political actors regarding school change. Nearly 100 years later, Hong Kong is also going through major changes in schools. Policy initiatives orchestrated by the new government have influenced the medium of instruction used in schools and classified subjects under Key Learning Areas for all students to study. Recently, the government has proposed to reduce secondary school years from a 3+4 system to one that is 3+3, as well as a new compulsory upper secondary subject called Liberal Studies. Similar to New York City, Hong Kong has its own political actors. Lessons can be learned from New York City's initiative regarding the potential for successful school change in Hong Kong.

Teaching duty assignment is an important aspect of human resource management in a secondary school. This problem is currently solved by human planners. A prototype of an Intelligent Decision Support System for Teaching Duty Assignments (TDAS) has been successfully constructed and validated. The assignment aims to incur minimum dissatisfaction to teachers by distributing workload evenly among teachers. The automation of such a planning activity can reduce the pressure on a planner that are induced from the anxiety of teachers of being manipulated by the human planner. This system is the first of its kind in Hong Kong secondary schools. The algorithms have been tested on a set of real life data of a secondary school. The result was compared with its counterpart which was produced manually by the school principal with favourable comments that the computer result was usable.

With the introduction of School Management Initiative (SMI) in Hong Kong schools in recent years, teachers' participation in decision making becomes one of the main themes in school management. By employing a model made of three dimensions, namely decision domain, decision level and decision involvement pattern, this study aims to investigate the patterns, processes and consequences of teachers' participation in decision making in SMI schools. The research adopted both quantitative and qualitative methods in studying two secondary SMI schools. A questionnaire was developed to survey teachers' involvement pattern of making decisions on the issues of technical and managerial domains at individual, group and school levels. 19 teachers from a SMI school participated in a pilot study to test the reliability and validity of the instrument. After a slight revision of the questionnaire as a result of the pilot study, teachers from the two subject schools participated in the questionnaire survey. A total of 105 copies of the questionnaire were distributed through a teacher at each of the two subject schools and there were 84 valid responses giving a return rate of 80 percent. Then the two principals and fourteen teachers from the two subject schools were interviewed to collect information for validating the results of involvement pattern obtained in the questionnaire survey and for studying the processes and consequences of participative decision making. The interviews were tape-recorded and transcribed into verbatim. Besides, documentary analysis on school profiles, plans, reports and magazines provided information supplementary to the interviews. Quantitative data were run with the statistical package of SPSS for Windows 6.1" while qualitative data were analyzed with the prepared theoretical framework. The results suggested the following points: 1. Teachers were more actively participated and more satisfied with the conditions for making decision after their schools