| Teachers as Owners: A Key to Revitalization of Public Education Contributor(s): Dirkswager, Edward J. (Editor) |
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ISBN: 0810843714 ISBN-13: 9780810843714 Publisher: R & L Education OUR PRICE: $56.43 Product Type: Paperback - Other Formats Published: May 2002 Annotation: What if teachers were owners, not employees? Teacher-ownership is a revolutionary way to put excitement and meaning back into the teaching profession and to revitalize public education. This book demonstrates how being an owner rather than an employee can give teachers control of their professional activity, including full responsibility and accountability for creating and sustaining high performing learning communities. It presents examples of teacher-ownership in practice and provides practical models for those who would like to experience the professional satisfaction found in ownership. |
| Additional Information |
| BISAC Categories: - Education | Teaching Methods & Materials - General - Education | Educational Policy & Reform |
| Dewey: 371.1 |
| LCCN: 2002004113 |
| Series: Innovations in Education |
| Physical Information: 0.36" H x 5.92" W x 9.1" (0.49 lbs) 160 pages |
| Descriptions, Reviews, Etc. |
| Publisher Description: 'What if teachers were owners, not employees?' Teacher-ownership is a revolutionary way to put excitement and meaning back into the teaching profession and to revitalize public education. This book demonstrates how being an owner rather than an employee can give teachers control of their professional activity, including full responsibility and accountability for creating and sustaining high performing learning communities. It presents examples of teacher-ownership in practice and provides practical models for those who would like to experience the professional satisfaction found in ownership. Like doctors, lawyers, and other professionals, teachers have the same opportunity to work for themselves through ownership of professional partnerships. In a professional partnership, the teachers are the leaders and decision-makers. They control their own work and their own relationships to students, including determining curriculum, setting the budget, choosing the level of technology available to students, determining their own salaries, selecting their colleagues, monitoring performance and hiring administrators to work for them, not vice versa. |
