隨著新來港兒童的增加，政府撥出了額外的資源，以學校為本的方式，為這些學童提供支援，讓他們能夠漸漸適應香港的環境，最終能融入香港的社會。適值香港教育當局大力推行「校本管理」，校方能有較大的自主權去運用資源，有助於推行新來港學童教育。本文透過訪問幾位校長，了解校本管理的配合及校長的領導對新來港學童教育的重要性。
[Copyright © 2004 師大書苑有限公司]

為了推動校長的持續發展，香港特區教育當局於2002年開始要求各在職校長在三年內參加不少於150小時的專業發展活動，當中的一個環節是要求校長要最少有30小時的實踐學習。這種重視實踐學習的取向，是行動學習能，透過理論學習、行動實踐和省思批判的循環過程，來培養行動者的知識、能力與熱忱。在漸趨複雜、多元、快速改變的社會環境之下，校長已處於一種弔詭的情境；亦即校長的行為對於學校效能的重要性日益增加，而校長的角色也愈加複雜，但卻沒有一套放諸四海皆準的既定法則可供遵循。因此，校長必須具備自我反省與自我發展的能力，才得以領導不確定性日漸高漲的學校教育。而行動學習因著重解決問題的意識，故可有效減少教育行政理論與實務的落差，從而協助校長發展專業。此文目的是以行動學習的觀念去分析一位小學校長在學校發展中的實踐經驗。

背景：香港特區政府在二零零四年通過立法，要求辦學團體設立獨立和有廣泛代表性的法團校董會去管理資助學校。
目的：本文探討校本條例立法過程中各方人士的關注及辯論的本質，亦分析改革的特性，並將這次改革與香港早期的「校本管理」和一些西方國家的「校本管理」作出比較，最後本文討論改革對香港學校教育的影響。
論點／評論／建議：各方人士對是次立法的關注包括「學校控制權」、「持分者的參與模式」和「推行障礙」；是次改革與香港早期的「校本管理」分別強調學校的問責性及效能；立法帶來辦學團體與校董會間關係的重組，並引入類似「均等操控」的學校管治方式；辦學團體對學校的控制明顯被削弱，其它持分者的影響會增加；作者認為通過改革，香港政府並沒有如一些西方國家般明顯下放教育的權力，相反地，它取得更多對本地教育系統的控制。
總結：校本條例立法辯論的重點是「誰應控制學校」，條例引入了類似「均等操控」的學校管治方式，辦學團體在香港教育系統中的地位明顯被削弱。
Background: Hong Kong SAR Government, via the legislation in 2004, required school sponsoring bodies to set up indepedentand widely represented Incorporated Management Committees to manage subsidized schools.
Aims: This paper examined the concerns of various actors and the nature of debate during the legislation of the School-based Bill. It analyzed the characteristics of reform and compared it with the early form of School-based Management (SBM) in Hong Kong and also with the SBMs introduced in some Western countries. Lastly, this paper discussed the influences of the reform on local school education.
Arguments/comments/suggestions: The concerns of various actos over the legislation were found to include "the control of school", "the mode of participation of various stakeholders" and "barriers to implementation". The current reform and early reform of SBM in Hong Kong stressed upon school accountability and school effectiveness respectively. The legislation led to the restructuring of the relationship between the school sponsoring body and the school management committee. It has introduced a mode of school governanace similar to "Equal Control". As a result, the control of the school sponsoring body over schools would be significantly reduced and the influences of other stakeholders upon schools would increase. It was argued that by introducing the reform, the Government, unlike those of some western countries, did not decentralize its power in school education, but instead assumed increased control in the local education

Background: Teacher Participation in decision-making is one of the recommendations of school-based management and one of the key characteristics of an effective school. Although teacher participation in decision making is claimed to be correlated with their affective outcome, few researchers have been attempted to verify the predictive effectiveness of participation in different decision domains under a multi-dimensional participatory model on their affective outcomes. This study intends to identify an empirical participatory model ought to help school administrators involve teachers in appropriate decisions for improving teachers' affective outcomes, which result in quality decision-making.
Aims: To examine theoretically the causal relationship between teacher participation in decision-making and their affective outcome for developing a participatory decision model, and identify the decision domains that would assist school administrators to effectively involve teachers in decision-making under the school-based management policy.
Sample: Questionnaires were sent to 20 secondary schools in Hong Kong. A total of 335 teacher-completed questionnaires were collected from all the target schools.
Methods: Theoretical model and questionnaires were constructed by synthesizing theories from literatures, principal axis factor analysis and reliability test were used to validate the constructed validity and reliability of the questionnaires. Structural equation modeling was applied to validate the participatory model and estimate the correlation among the variables.
Results: The results showed that a multi-dimensional decision was identified by the structural equation modeling, the relationship among the variables of the model were also explored. The three dimensional decision model includes instructional, curriculum and managerial domains; and the variables of the affective outcome include job satisfaction, job commitment and perception of workload. All

This study investigated Participatory Decision-Making (PDM) in Hong Kong self-managing secondary schools. It also examined teachers' job satisfaction, organizational commitment, role ambiguity and role conflict in relation to PDM. A questionnaire survey involving 959 teachers from 214 schools was conducted. Principal components analysis was used to study the underlying subscales of teachers' PDM and their affective work outcomes. Correlational analysis, multivariate analysis of variance (MANOVA) and multiple regression analysis were employed to examine the relationships between teachers' PDM and their affective work outcomes.
Two decision domains (managerial and teaching) emerged in Hong Kong secondary schools. Teachers were generally more involved in PDM in the teaching domain than the managerial domain. Teachers from School Management Initiative (SMI) schools had greater participation in managerial decisions than non-SMI schools, but there was no significant difference in PDM between SMI and non-SMI teachers in decisions related to teaching.
Non-SMI teachers were more decisionally deprived in both the managerial and teaching domains than were SMI teachers. However, both SMI and non-SMI teachers were more decisionally deprived in the managerial domain than the teaching domain. For both managerial and teaching domains, principals' support for PDM was a significant positive predictor for teachers' actual participation. Six subscales of job satisfaction emerged from the analysis: work itself, supervision, colleagues, indirect participation in PDM, workload and responsibility. There were two subscales for organizational commitment which include present and future commitment.
No significant difference between SMI and non-SMI teachers emerged for any job satisfaction subscales except responsibility. SMI teachers were less satisfied with their sense of responsibility for teaching than non-SMI teachers. SMI teachers may have diverted some of their time and

Hong Kong adopted the principles of School-based Management (SBM) as a basis for initiating its project of "School Management Initiative" (SMI) in 1991, and imposed the SBM scheme in all primary and secondary schools in 2000. An essential feature of the scheme is the requirement of all schools to produce an Annual School Plan to guide its activities during the year so as to ensure more systematic planning and evaluation of programs of activities in schools and to report their performance. The author has been invited to provide related consultancy services in many primary and secondary schools since 1998. A postal survey was carried out in late 2001/2002 to identify a number of issues related to the implementation of annual school plans in Hong Kong primary and secondary schools. A total of 1,251 questionnaires filled in by teachers were collected from 36 primary and 27 secondary schools. This paper presents some of the difficulties encountered by school teachers in their writing up and implementation of annual school plans as identified through the author's consultancy work and the written responses in the questionnaires, and describes some useful techniques introduced to schools that were being practised and found to be useful. It was found that it usually takes one planning cycle (one year) of experience together with proper staff training and guidance before school teachers really get the confidence of implementing school planning.
一九九一年，香港按「校本管理」原則推行「學校管理計劃」。「校本管理」概念更於二○○○年在各中小學全面執行。「校本管理」精髓在於要求所有學校制定周年計劃書，以釐定學校在該學年所舉辦的活動，確保校內各項活動及計劃的策劃及評估工作均能有條不紊地進行，並就其表現作出匯報。
作者自一九九八年起獲邀出任多間中小學之校本管理計劃顧問。並於二○○一年底至二○○二年間，以郵寄方式向香港各中小學教師進行問卷調查，以探討推行學校周年計劃所引起的一些問題，最後成功收回三十六間小學及二十七間中學教師所交回共1,251 份問卷。作者從顧問工作及問卷調查所收取的書面回應中發現，教師在草擬周年計劃書及推行有關計劃時均遇上困難，本文找出其中一些例子並加以論述，同時亦提出一些在學校行之有效的有用技巧。調查發現大部份學校需要一年的策劃週期汲取經驗，再加上教師接受適當的訓練及指導後，方能滿有信心地切實推行學校計劃。
[Copyright of New Horizons: The Journal of Education, Hong Kong Teachers' Associationl is the property of Hong Kong Teachers' Association