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Orientador(es)
Resumo(s)
O presente relatório foi elaborado no âmbito do Mestrado em Ciências da Educação,
Administração e Organização Escolar, ministrado pela Universidade Católica Portuguesa através
de um protocolo com o Sindicato dos Professores da Madeira, destinado a docentes com
licenciatura pré-Bolonha.
Este trabalho tem como objetivo analisar o funcionamento de uma escola pública da
Região Autónoma da Madeira como uma organização complexa, influenciada pelos modelos
burocrático-racional e político.
Através da análise do papel dos cargos de gestão intermédia, foi possível concluir ser
necessário reforçar a democracia nas escolas, na medida em que as questões relativas à autonomia,
direção e gestão dos estabelecimentos de ensino são de crucial relevância.
O trabalho desenvolvido durante cerca de vinte anos ao serviço dessa escola, enquanto
detentora de cargos de gestão intermédia, permitiu constatar que os estabelecimentos de ensino
não podem ter todos os poderes concentrados no conselho executivo (órgão de gestão). O seu
presidente (líder) deve promover uma gestão democrática, participativa, aspetos conducentes à
melhoria das relações no trabalho e a uma efetiva qualidade da educação.
Numa escola reestruturada, com uma autonomia reforçada, assente numa gestão
democrática e com uma liderança participativa, os coordenadores, delegados, diretores de turma e
professores em geral sentir-se-iam motivados e felizes para, colaborando com as demais
instituições locais, promoverem iniciativas com vista a suster o abandono escolar e a melhorar a
qualidade dos resultados escolares.
This report was prepared within the scope of the Master's Degree in Educational Sciences, Administration and School Organization, provided by the Portuguese Catholic University through a protocol with the Madeira Teachers' Union, for pre-Bologna teachers. This work aims to analyze the functioning of a public school in the Autonomous Region of Madeira as a complex organization, influenced by bureaucratic rational and political models. Through the analysis of the role of intermediate management positions, it was possible to conclude that it is necessary to reinforce democracy in schools, for the reason that questions related to the autonomy, administration and management of educational establishments are of crucial importance. The work carried out for about twenty years serving this school, while holding intermediate management position, has shown that educational institutions cannot have all the power concentrated in the executive board (management team). Its president (leader) should promote a democratic, participatory management, aspects that conduct to the improvement of the relations at work and to an effective quality of the education. In a restructured school, with an enhanced autonomy, based on democratic management and with participatory leadership, coordinators, delegates, class directors and teachers in general would feel motivated and happy to collaborate with other local institutions to promote initiatives aiming to prevent early school leaving and improving the quality of school results.
This report was prepared within the scope of the Master's Degree in Educational Sciences, Administration and School Organization, provided by the Portuguese Catholic University through a protocol with the Madeira Teachers' Union, for pre-Bologna teachers. This work aims to analyze the functioning of a public school in the Autonomous Region of Madeira as a complex organization, influenced by bureaucratic rational and political models. Through the analysis of the role of intermediate management positions, it was possible to conclude that it is necessary to reinforce democracy in schools, for the reason that questions related to the autonomy, administration and management of educational establishments are of crucial importance. The work carried out for about twenty years serving this school, while holding intermediate management position, has shown that educational institutions cannot have all the power concentrated in the executive board (management team). Its president (leader) should promote a democratic, participatory management, aspects that conduct to the improvement of the relations at work and to an effective quality of the education. In a restructured school, with an enhanced autonomy, based on democratic management and with participatory leadership, coordinators, delegates, class directors and teachers in general would feel motivated and happy to collaborate with other local institutions to promote initiatives aiming to prevent early school leaving and improving the quality of school results.
Descrição
Palavras-chave
Organização Autonomia Gestão Liderança Coordenador Delegado de grupo Organization Autonomy Management Leadership Coordinator Teaching group delegate