In the spring of 2005, students and alumni of the Chinese University of Hong Kong staged an adamant protest against University directives which they perceived would result in a significant increase in the number of courses taught in English. They denounced the administration of selling out on the founding mission of the University, for which, as stated in its Ordinance, the principal medium of teaching would be Chinese. The University, on the other hand, defended its policy in the name of 'internationalization' and the need to stay ahead in the midst of severe competition at home and abroad. This paper examines this language controversy against the wider context of English hegemony and the rise of academic capitalism, two forces which are inextricably linked for the non-Western societies in a post-colonial era. I will try to show that the controversy was ultimately a struggle over the meaning of university education, between what I would call the instrumentalists and the humanists in this age of globalization. I end the paper with a pessimistic note, saying that it is the former who have gained an upper hand, and that the scope and parameters of the language debate are heavily restricted.
[Copyright of Journal of Education Policy is the property of Routledge. Full article may be available at the publisher's website:
http://dx.doi.org/10.1080/02680930903443886]

An attempt was made to formulate a theoretical framework of leadership forces in school organisations, which includes bureaucratic linkage, cultural linkage, tight coupling and loose coupling. Two instruments, the School Values Inventory (SVI) and the Teachers' School Life Questionnaire (TSLQ), were created and developed for this study to assess the administrative values espoused by principals and teachers' feelings about school life. Based on data collected from 1395 teachers from a randomly selected sample of 39 secondary schools in Hong Kong, the four scales of leadership forces in secondary schools were confirmed. Findings show that cultural linkage and loose coupling were the most effective leadership forces to bind people together within schools, tight coupling the next, but the use of bureaucratic linkage was controversial.
[Copyright of School Leadership & Management is the property of Routledge. Full article may be available at the publisher's website:
http://dx.doi.org/10.1080/13632434.2010.502525]

Little relevant research examining the leadership patterns of heads of department (HoD) coping with curriculum changes is found within the Chinese context. This article presents an exploratory case study which delineates the leadership qualities exhibited by a HoD as he overcomes the difficulties typically confronted in the process of school-based curriculum development (SBCD) in a Hong Kong secondary school. The findings showed that the challenges faced by the HoD included: (1) teachers' low receptivity of SBCD; (2) teachers' limited time and expertise in SBCD; and (3) a need for more effective collaboration in the department. The essential leadership patterns detected were: (1) personal charisma; (2) shared vision building; (3) empowerment of teachers; (4) changing beliefs and enhancing the capacity of teachers; and (5) fostering collegiality among teachers. This study suggests that unless the HoD is committed to making an innovation a priority, the potential of teachers to contribute to any curriculum change may not be realised.
[Copyright of School Leadership & Management is the property of Routledge. Full article may be available at the publisher's website:
http://dx.doi.org/10.1080/13632434.2010.497480]

This study investigates the transition from kindergarten to primary school through the experiences of the teachers, parents and children involved. Emphasis is given to the transitional activities participated in by the stakeholders and the effectiveness of these activities. These experiences of children's transition to school will inform further research into the design of effective transition programmes in the local context. The means of investigation in this study include questionnaires, semi-structured interviews and observations. The results show that the teachers and parents generally believed that the children performed quite well academically, although the primary school teachers reported that they were average in discipline. The findings from both the questionnaires and the interviews show that most of the respondents agreed that strong connections between kindergarten, primary school and parents could facilitate a smoother transition to school. However, in reality, both kindergarten and primary school teachers showed ignorance of each other's teaching practices and curriculum.
[Copyright of Early Child Development and Care is the property of Routledge. Full article may be available at the publisher's website:
http://dx.doi.org/10.1080/03004430802586130]