THE WORK ETHIC OF PRINCIPALS IN THE MANAGEMENT OF CHANGE: RAJ MESTRY BENNIE GROBLER ISHWARIE HARIPARSAD

1. THE WORK ETHIC OF PRINCIPALS IN THE MANAGEMENT OF CHANGE: RAJ MESTRY BENNIE GROBLER ISHWARIE HARIPARSAD

2. INTRODUCTION The principal�s responsibilities include financial, resource, curriculum, personnel management and, ultimately, the well-being of every learner. If all these tasks are undertaken with commitment and dedication, this would probably reflect a good work ethic on the part of the principal.

3. INTRODUCTION Some principals choose to fulfill most aspects of their job commendably, yet others neglect to meet their rightful and moral obligation to work at the job for which they are paid. South African newspapers carried 325 articles focusing on the job of the principal. Only three of the thirty five articles published on school management carried a positive message, as opposed o 91% of articles dealt with principals acting unprofessionally. Some of the issues reported on were abuse of alcohol, financial mismanagement, and acts of racial.

4. WORK AND VALUES The way a person responds to work is largely dependent on how work fits into the person�s larger value system. Two main categories of values: extrinsic and intrinsic. Extrinsic value can be further divided into inherent value and instrumental value. Inherent value is the type of value �attributed to objects which conduces to goodness found in the presence of that object itself�, Instrumental values are �those values of things which consist of an instrumentality to some other object, in presentation of which a value is directly realizable in experience�

5. WORK ETHIC The attitude of a group or society towards work, especially the attitude or belief that work is good for man and higher on society�s scale of values than play or leisure Work ethic reflects upon cultural values. Also be seen as an individual difference variable (of interest to psychologists), and a moderator between job attitudes and performance (of interest to management researchers).

6. African perspective of work ethic Cultural values show that the people had a perception of moral truth by which they sought to structure not just their lives but their understanding of the universe. A strongly held set of beliefs about common human decency, right and wrong, correct conduct and upright behaviour towards one�s fellow human beings, was acquired from the ancestors and transmitted to the young as part of the common cultural heritage. Altruism and kindness were exalted. Individuals were obliged by custom as well as conscience to be compassionate, courteous and thoughtful towards others.

7. The fundamental notion embodied in the concept �ubuntu� was at the marrow of a militant, self-conscious working-class ethic. �Ubuntu� refers to a sense of identity emerging from an individual�s place in society. A central motif related to this proposition is that the entire body of African workers adhered firmly to an indismissable code of ethical conduct. They brought sanctions to bear upon anyone who infringed upon the moral norm.

10. An African work ethic can be seen as that which emerges from the traditional religious practice, including ancestor veneration, as well as the basic existential conditions in which the people lived, grounded in their consideration for human well-being An African work ethic consists of an unquestioning adherence to the predominant group ideology: Rewarding expectations stemming from a patriarchal society The right of young adults to pursue and express their talents within the limitation of organised structure and positional power delineations The expectation of individual reward equivalent to services rendered which at the same time ensure the well-being of an entire society.

11. The Protestant work ethic According to Weber�s classic discussion of the Protestant Work Ethic, work as one�s daily occupation is seen as a �calling from God�. Thus the only way to live acceptably before God is through devotion to one�s calling. The notion of the calling refers to the idea that the highest form of moral obligation of the individual is to fulfill his/her duty in worldly affairs.

12. Protestant ethic applied only to a limited number of people, that �the desire to work may never have been shared by the majority of the population� who experienced limited value or reward for much toil; and the notion of the centrality of work to human life �probably applied to a select occupational group (proprietors in the past, professionals and managers today) rather than to the total population�

13. Work ethic and management The �work ethic� construct appears to consist of two dimensions: the individual and the power dimension. The qualitative part of the research seems to suggest that leader characteristics, their philosophy and the morals and values that underpin actions of the person, contribute to the individual dimension.

14. Work ethic and management The individual dimension consists of work satisfaction, recognition and reward received, degree of perseverance of the individual relating to work, the time spent at completing a task and a sense of self worth and responsibility that the individual is allowed to experience in the course of work. The power dimension depends on the respect for authority � both positional and organisational, independent work that the individual is allowed to undertake and the amount of autonomous power accorded to the individual in the task of managing. Reducing constraints on items that make up the individual dimension and minimising the negative effects of the power variables on the individual ought to impact positively on leadership work ethic.

16. PROBLEM STATEMENT Departmental mergers imply policy changes, reorganised structures and tasks, as well as different lines of authority which impact on reporting and monitoring to be conducted by the principal. Democratic emancipation has changed the expectation of the populace. Whereas prior to democracy the expectation was to meet the needs of a minority with adequate resources being available, the present need is to fulfill the expectation of the majority of the population which requires more stringent control of resources across a larger part of the population.

17. South Africa is part of the global community. Its standards are compared with those of the world as evidenced in the recent comparisons of maths and science competency levels at school; where they were found to be at the lower end of the scale. South Africa, being part of the global community has to meet the challenge of being a technically adept international participant. Technology education is an added challenge to school managers in both their use of technology within the administrative function and in making available technology education to learners.

18. The standard of work for both learners and educators are generally not at an acceptable level. The political pressure to show transformation of schools resulted in the process beginning without the necessary training of personnel responsible for managing the process or taking cognisance of the complexity that defines the transformation agenda. There appears to be a different work ethic prevailing at different schools. Reasons for these seeming differences in the way in which schools are managed needs to be probed.

19. This investigation focuses on exploring the work ethic of a school manager in the context of creating effectively managed schools. Questions related to this study: Is there a relationship between leadership work ethic and management? What is the possible impact of a principal�s work ethic on school management? Can the positive work ethic of the principal impact on school management?

20. Research Design Since the focus of the study is �leadership work ethic and effective school management� interviews were conducted at a �successful� school in the Gauteng province to ascertain what educators believe �successful school management entails.� Individual interviews were conducted with educators at both classroom and management levels.

21. FINDINGS Theme 1:Leadership characteristics Leadership characteristics were evidenced from the nature of the relationship between the leader and others and the relationship with God. These relationships were seen to be rooted in values such as integrity and other related values that reflected on the character of the leader. It also determined the the perceived purpose for involvement in a particular sphere of work (individual work and a service orientation) was seen to reflect character. The professional stance adopted in the work environment was also seen to be a reflection of leadership characteristic.

22. Respondents advocated that effective leadership required vision, dedication, initiative and enthusiasm. Respondents felt that the most important characteristic of a leader was good interpersonal skills and relationship management.

23. Theme 2: Leadership tasks Leadership tasks were seen in three dimensions of operation: personal tasks, mentoring and staff related tasks and in matters relating to the functioning of the organisation. The tasks of the leader are seen in light of what duties and responsibilities the leader needs to perform in the school. Educators place a strong emphasis on the tasks of the leader with regard to the leaders� relationship with the staff, learners and parents of the school. Other school - related tasks focus on organisational tasks, as well as the personal responsibilities the principal has towards himself.

24. Attending management training programme was seen as necessary for the leader to keep abreast of what was changing in management. The principal was tasked with the responsibility of �looking out for� all those who were �under� him. Principals should perform tasks to the best of their ability and update their knowledge through formal and informal training as a prerequisite for effective school management.

25. Theme 3: Personal philosophy Personal philosophy emerged from the belief system that the leader subscribed to. It also emerged from the traits of the person which strongly reflected on the notions of empowerment that the leader advocated. Personal philosophy appeared to be the basis for the organisational structure supported by the leader in relation to the tasks that were performed and it appeared to set the tone for the organisation. The educators� personal beliefs impact on their philosophy of what leadership in the school system should be.

26. Their personal philosophy consists of general belief systems about leadership, as well as the need for empowerment. Empowerment highlights the necessity for teamwork and collaboration, two aspects which were greatly emphasized by the educators. The structure of the school, personal beliefs on management and management style, as well as the ethical and moral perspectives of leadership are important Management was sometimes viewed as an abstract entity - �something coming towards a person� giving various bits of information. Most respondents believe that a bottom-up approach is important because the most important people in the school are the educators and learners.

27. Theme 4: Organisational structure Belief in a flat/decentralised organisational structure was advocated. Allows for autonomy of persons to do the job that they were assigned to do. Educators saw the value of central control but felt �that this structure was too rigid and that limited differentiation existed�, which is a defining characteristic of the school that follows and Outcomes-based approach.

28. Although the structure of the school follows a top-down approach, most respondents emphasised the need for a bottom-up approach. The system was believed to be too rigid with little differentiation, and far too authoritarian in nature. Members of the school rely on a few senior members of staff to carry the responsibility for the functioning of the school, rather than working collaboratively with all members of staff. Work load and responsibilities should be fairly evenly balanced across all members of staff.

29. Theme 5: Leader�s moral and value dimension. The leader�s characteristics, philosophy, tasks performed and organisational structure selected for the performance of work appeared to emerge from the morals and values that leaders ascribed to. The moral and value dimension consists of the basic values that educators believe leaders should possess. These values impact on the ethical stance of the leader in the work place, towards the system and its members. It appears that the basic need of the teacher is to feel settled, stable and safe.

30. A strong emphasis was placed on the integrity and responsibility of leadership, including that of maintaining confidence and commitment to school. Leaders had to demonstrate loyalty to the school and show a belief in each individual person. Training in moral decision making was seen to impact on a person being able to do the job better.

31. The work ethic model From the results of the research, a model relating to leadership work ethic was developed. The model explains: How individuals are motivated towards a positive work ethic within the milieu of organizational structure and tasks, This will not only impact on the performance outcome of the individual, but will also impact on the extent to which the organisation encourages a positive work ethic of the individual to the benefit of the organisation.

32. Work is essential in the lives of people for several reasons. It can be an important source of identity, self-esteem and self-actualisation. Work can provide a sense of fulfillment by giving an individual a sense of purpose and by clarifying his/her value to society. Conversely, it can also be a source of frustration, boredom, and instill feelings of meaninglessness, depending on the characteristics of the individual and on the nature of the task.

33. Leaders evaluate themselves according to what they are able to accomplish. If an individual sees his/her job as hampering the achievement of his/her full potential, it often becomes difficult for him/her to maintain a sense of purpose at work. Such feelings can then lead to a reduced level or desire to perform. Hence, the nature of the job, and the meaning it has for the individual, can have a profound impact on individual attitudes and work behaviour

34. An understanding of how individuals are motivated towards a positive work ethic within the milieu of organisational structure and tasks will impact not only on the performance outcome of the individual, but will also impact on the extent to which the organisation encourages a positive work ethic of the individual to benefit the organisation.

35. Recommendations The current trend in the school management environment of transferring a principal from his/her post if he/she has erred in his/her professional capacity reflects poorly on the profession. Leaders should be selected with greater cognisance to their personal (and leadership) characteristics. If a leader has in any way tarnished his/her portfolio (substantial evidence or proof obtained), he/she ought to be dismissed from his/her post.

36. Recommendation Planning as a managerial function at school level should be respected. Successful plans, emerging from an organisation�s mission that are well executed do contribute to successful organisations. The items within the power dimension include �independent work� and �autonomous work�. If the independent and autonomous work of the leader is compromised, it will have a negative impact on his/her work ethic.

37. Recommendation Training initiatives in the form of character education for principals and prospective school leaders should be introduced. This education should include communication skills, interpersonal skills and relationship management skills, time management skills and organisational skills. It is strongly suggested that training includes ethical decision-making skills. If leaders are exposed to theories on moral decision making, objectifying the process and identifying moral decision-making skills will bring these to the conscious level of the individual, perhaps making it more accessible as an actionable option.

38. Conclusion Transforming organizations require human resources as agents of the transformational process. For transformation to be successful, members of the workforce must be aligned with and own the strategic direction of the organisation, have trust-based work relationships, and be able to build value with one another. Effective school leaders should be people of strong and indelible character. At the heart of their character are a set of values that make their actions ethical and their lives models of integrity.

39. Conclusion Leadership in the workplace must be seen, not as a job, based on power and authority, but as a function based on principles, new people skills and the ability to engage others in coming to consensus around critical decisions and problem solving. The organisation as a whole must create a shared cultural framework that enhances workplace relationships and enable managers to use common sense in making decisions. If all tasks are undertaken with commitment and dedication, this would reflect a good work ethic on the part of the principal and consequently contribute to school effectiveness.