知識管理是近年教育界熱點話題之一,特別是當一所學校或機構進入新舊交替的時期,需要將校內的集體智慧、顯性及隱性知識、專業技能整合,並於一個互相信任的平台上進行分享,才能將知識承傳下去。筆者觀察的特殊學校,於 2009 年開始從教職發展的方向入手,利用行動研究進行知識分享,推行「一人一行動研究」,即是校方要求教師及專責人員,每年就著自己工作的困難, 進行行動研究。經過數年的發展,校內形成了彼此分享、彼此信任的文化,並且漸漸建立了學習社群的雛型。因此,本文嘗試探討和觀察,這所特殊學校如何在一定的「知識管理」基礎上,以「協同行動研究,建立學習社群」的計劃。Copyright by Special Education Society of Hong Kong Limited. All Rights Reserved.

我國於2019年提出《粵港澳大灣區發展規劃綱要》(簡稱《規劃綱要》)方案，提出九個城市以及香港和澳門特別行政區作為區域發展的核心引擎，並藉著這些核心城市和港澳地區的發展，帶動周邊城市和區域的發展。從區域教育發展以及國際趨勢等角度來看，粵港澳大灣區的人才發展宜具有國家及區域意識及國際視野，宜注重科技與人文雙重取向；鼓勵粵港澳學校合作交流，共建院校研究基地；樹立多元化灣區教育合作理念，在科研、教育、經濟發展和人才培養等方面達至協同共贏效果。 China put forward the "Outline Development Plan for the Guangdong-Hong Kong-Macao Greater Bay Area" in 2019, proposing nine cities and Hong Kong and Macao Special Administrative Regions as the core engines for regional development, promoting as well the growth of the surrounding cities and regions. Through the analysis of regional education development and international trends, this paper discusses personnel training in the Greater Bay Area. The development of talents in this Area should have both a national and regional awareness and an international perspective, and be oriented towards both humanities and science and technology. Cooperation and exchanges between Guangdong, Hong Kong and Macao schools should be encouraged, so as to build joint research centers among institutions. A diversified concept of educational cooperation should be established to achieve win-win results in scientific research, education, economic development and personnel training. Copyright © 2020 河北師範大學.

This study explored the role realization journey of 11 English Teaching Assistants (ETAs) in Hong Kong. Their journey is framed through the lenses of Shulman’s (1987) teaching elements of content pedagogical knowledge, knowledge of learners and their characteristics, and knowledge of educational contexts. Data from four different inquiry methods were analyzed and triangulated to map out the journey of the ETAs. During this journey, the ETAs were faced with demands for content knowledge and teaching whilst encountering educational and cultural differences in terms of students’ learning styles and working environment. The ETAs perceived these experiences as shaping their role as supportive teachers, but hoped for structured professional development to enhance their preparedness and credibility – an implication for teaching assistant training. Fundamentally, the ETAs’ readiness to embrace their role as teaching assistants through the many faces of culture, experiences and challenges surmounts their journey to understand the world of teaching. Copyright © 2011 EERA.

Supporting students with special education needs (SEN) in classroom is a main duty for teaching assistant (TA). According to the Code of Practice of Education, students with SEN in Hong Kong were encouraged to enroll in mainstream school. Therefore, TAs are inevitable to work with students with SEN. This research was an investigation on TAs' self-efficacy which was a factor that would affect students' achievements and classroom management. There were two purposes in this research. First, level of TAs' self-efficacy would be explored. Second, the effect of training course to accommodate students with SEN on TA's selfefficacy would be studied and further suggestions on training course reformation would be made. Quantitative method was adopted in this study. 463 TAs had participated in this study, and their self-efficacy had been tested in 5 domains: teaching support, learning support, behavior management, cooperation and administrative support. Data indicated that TAs were most confident in cooperation and least confident in teaching support and behaviour management. Training to support students with special education needs (SEN) were found to contribute to TAs' self-efficacy in all 5 domains. However, no differences were found among different training hours because the training course cannot meet the needs of TA. This paper suggested that future TA training course should put more emphasis on teaching support and behavior management.

很多年前，參與融合教育計劃的學校多會聘用教學助理來協助照顧有特殊教育需要的學生,當時的聘用條件只需要中五學歷，有愛心及耐性，工作多集中在協助教師準備教材及於班房內提供協助，以文書工作為主。隨著時間的遷移，學校聘用教學助理的條件已經改變，對教學助理在學校所擔當的角色及職能亦有所改變。自 2008 年起，香港教育大學特殊學習需要與融合教育中心多次獲教育局委托開辦普通學校教學助理工作坊來培訓教學助理有關特殊教育需要知識及與教師協作的技巧，透過培訓期間的聚焦討論及課程問卷調查，發現現時教學助理的入職條件及工作跟融合教育推展初期有很大的改變。本研究嘗試探討現時教學助理的聘用要求及所擔當的工作，以了解教學助理在學歷、工作、學校期望及能力上的改變，如何適切現時融合教育的支援，並作出相關建議。
[Copyright © 2016 特殊教育學會有限公司.]

This study examined the self-efficacy of TAs in Hong Kong. Quantitative method was adopted. 463 TAs had participated in this study, and their self-efficacy had been tested in 5 domains: teaching support, learning support, behavior management, cooperation and administrative support. The findings were obtained by the means of “Teaching assistant efficacy scale” which was developed by Yan, Lum, Lui, Chu and Lui (2015). Data indicated that TAs were most confident in cooperation and least confident in teaching support and behaviour management. Training to support students with special education needs (SEN) were found to contribute to TAs’ self-efficacy in all 5 domains. However, no differences were found among different training hours because the training cannot meet the needs of TA. This paper suggested reforming the TA training program to increase TAs’ self-efficacy.

現代社會經濟及科技不斷發展，對教育有更迫切的要求。為維持或增加學校的功能及效能，學校需作出種種轉變或調適；這種學校變革現象在多個國家或地區均可看到。1991年，香港教育署推出的學校管理新措施正是其中一個學校組織變革的項目。1997年，香港政府將之提升為校本管理，在2000年前要所有學校實行。這項變革過程不單涉及學校結構、計劃、任用、調控等技術層面的因素；亦觸及原來學校組織的管理價值及成員信念等內在元素。根據過往七年的實踐經驗和研究成果，本文指出校本管理變革是否推行順暢，其中一個關鍵因素，在於能否兼顧學校組織技術及組織文化兩方面的變革。學者認為變革分為解凍、轉變、鞏固等三個階段進行，在不同階段會有不同的困難、障礙，而推行教職員培訓應是成功變革的重要動力。本文指出應關注不同階段的情況，針對組織技術及文化上需要而進行相關的培訓活動；而培訓對象不應只限於校長或教師等前線工作人員；教育署有關官員、校監、以及其他校董會成員亦應是校本管理變革的培訓對像。希望透過本文對香港校本管理變革的分析，有助我們認識變革的外顯及內穩的障礙、教職員培訓在變革的重要性和效能，改善變革的實踐，提供更優質的教育。

Purpose: The purpose of this paper is to report on an exploratory study regarding the present situation of middle managers in schools; their professional development needs; and requirements of middle leaders for quality school management so that contents of existing professional development programmes could be improved to meet the needs of middle leaders of primary school education. Design/methodology/approach: Employing both quantitative and qualitative methods, this paper reports on a study of the training needs of middle leaders in primary schools in which their present situation, their needs for professional development and requirements for quality school management and leadership are explored. The study adopted survey questionnaires as the main method of data collection. To supplement quantitative data with regard to the professional development needs, six middle managers were purposefully selected for semi-structured interviews. Findings: The findings suggest that there are insufficient training opportunities for middle leaders in primary schools and that there is a strong demand for including the notions of interpersonal skills, crisis management, resources management and understanding of education ordinances in the professional development curriculum for middle leaders. The study recommends that training programmes should exert focus on meeting the specific needs of middle leaders and the content and approach be multi-dimensional. Originality/value: In spite of the small scale of the survey study, the data collected from individual in-depth interviews can provide the investigators with supplementary information on their professional development needs which also serves the purpose of triangulation. The finding can also be a very constructive reference for course providers who wish to re-engineer and improve the quality of professional development programmes for middle leaders. This may help arouse their interests and enhance their learning motivation.
[Copyright