2 - Professional Context and School Culture

 Professional Context and School Culture

1. The school I work at is an independent, co-educational school of approximately 1650 students from Kindergarten through to Year 13. Due to my school being an independent the school community has a relatively high socioeconomic status. We have a large number of international students providing a rich and diverse culture.

Our school community is incredibly supportive and generous who take care of one another. There are many hands-on parents who are willing to give their time to support in any way they can. We have a group to manage and organise events and provide support for families. It is amazing to witness such kind-hearted and genuine people.

In regards to the culture of the school, there is a strong focus on welling-being, both for staff and students. The school is supportive and the school values are implemented, progress with vision, integrity and love in day to day activities. There is large element of trust between staff and there is a feeling of value and empowerment for all staff members.

Collaboration is a large part of the school culture to drive student success. Teams are united and willing to work with others for the best outcome

Stoll's article on influencing cultural norms of schools:

• Shared goals – strategic goals are set by management and shared in staff meetings. Staff input was gathered and reviews take place.

• Responsibility for success – our school has a great reputation of the success rate of our students doing NCEA and IB

• Collegiality – all staff members and friendly and willing to help. We meet once a week as a whole staff

• Continuous improvement – as in innovative school we pride ourselves in looking for new ways to improve.

• Lifelong leaders – regular professional development for staff

• Risk taking – the principals are open to suggestions for staff to try something new and within teams we are supportive of each other

• Support – say no more. You ask and general it has already been done

• Mutual respect – each staff member is trusted to do their job

• Openness – many opportunities to share thoughts and ideas in safe and trusted environment.

•  Celebration and humour – kindness aware and funny stories each week at staff meetings

2. In regards to the socioeconomic status of the school and community, issues to occasionally arise from perceived perceptions of the school being ‘rich and snobby’. Like other school stereotypes this is caused from a small minority who have had a negative impact on someone in the wider community. We are a lot younger than many other private schools in Auckland and due to our location on the North Shore we have a range of families whose financial situation can be very different to one another.

Staff, students and families are treated with respect and equally no matter what their background. It is an important issue to be addressed for the school as scholarships are now available.  

In a work place with over 200 staff there is going to be differences in the professional environment and decisions made that not everyone will agree with. I feel that these issues can be raised with management and at times, it is best to just get on with your job if you are not directly affected. As expected, when management change there are going to be clashes between but it is deciding the culture that you are happy to work in and if this agrees with your beliefs.

The school believes in students’ having the opportunity to gain success in a family-like atmosphere that finds a balance between academic, sporting and cultural activities while preparing students to be future ready.

References
Stoll. (1998). School Culture. School Improvement Network’s Bulletin 9. Institute of Education, University of London. Retrieved from http://www.educationalleaders.govt.nz/Culture/Understanding-school-cultures/School-Culture