Professional Documents
Culture Documents
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Introduction
Contemporary educational environments are becoming increasingly complex,
supporting learners with a diverse range of physical, social, cognitive, affective and
aesthetic needs (Australian Curriculum, Assessment and Reporting Authority
[ACARA] 2015b; Groundwater-Smith, Ewing & Le Cornu 2011). Subsequently, it is
imperative educators develop a diverse and responsive approach to classroom
management, modifying their strategies to suit the individual needs of their students
(Santoro 2009; Williams 2012). Through engaging in critical reflection, educators
may evaluate the transference and implications of their theoretical understandings of
classroom management within their pedagogical practice.
According to Frohard-Dourlent (2009), an individuals experiences will innately
shape their attitudes, beliefs, values, ideologies and habitus. Elements of this cultural
capital transfers to educational contexts, inherently influencing educators
perspectives of childhood, learning and the role the teacher (Groundwater-Smith,
Ewing & Le Cornu 2011), whilst accounting for variation in classroom management
approaches (Frohard-Dourlent 2009). Existing academic discourse indicates that
issues pertaining to classroom management is a major cause of job dissatisfaction,
burnout and early exit (Marzano & Marzano 2003; Sullivan, Johnson, Owens &
Conway 2014). Therefore, it is imperative to develop a strong philosophy and
approach to managing learning environments, particularly as a novice teacher.
Furthermore, it is essential I continue to critically reflect and review the effectiveness
of my prevention, action and resolution strategies (Charles 1999). Through
recognising dichotomies between my intended and actual classroom practice, it will
enable me to modify my approach to minimising unproductive behaviour and
facilitate meaningful academic learning and social-emotional growth in my students
(Evertson & Weinstein 2006).
Guiding Principles
The interrelated principles that underpin the management of learning environments
are grounded on the overraching notion that teaching practice should always respect
students human dignity (Sullivan 2016a), a concept inherently embedded within all
pedagogical practice. At present, the underlying principles that are most pertinent to
my developing management approach, correspond with the objectives outlined in the
Melbourne Declaration on Goals for Young Australians 2008. In accordance with the
declaration, all students retain the right to educational excellence and equity,
developing into informed, active, creative and confident future learners (Ministerial
Council on Education, Employment, Training and Youth Affairs 2008).
From the outset, my existing pedagogical philosophy reflects the liberal progress
approach introduced by Hoy and Weinstein (2006), which reiterates the value of
fostering positive interpersonal relationships between all members of the school
community. In accordance with this philosophy, power is shared legitimately between
students and teachers, promoting a cohesive and collaborative learning environment
that supports the learning of pro-social behaviour (Sullivan 2016a). Ultimately, these
relationships enable educators to establish transparent behavioural and academic
expectations collectively with students, developing agreements that are respectful of
students individual needs, thereby allowing for fair and equitable treatment (Sullivan
2016a; Williams 2012). Furthermore, I believe it is critical to foster self-regulation in
students, equipping children with the capacity to address the complex challenges
within and beyond educational contexts, aligning with the objectives stipulated in the
Australian Curriculum (2015a) general capabilities and the Melbourne Declaration
(Ministerial Council on Education, Employment, Training and Youth Affairs 2008).
Conclusion
From the outset, I believed I had a clear understanding of my approach to managing
learning environments. However, through critically engaging with academic
discourse, it became apparent that my underlying beliefs regarding classroom
management must remain receptive and responsive to the needs of the students
(Groundwater-Smith, Ewing & Le Cornu 2011). As educational environments
become increasingly complex, it is valuable for educators to reflect critically upon the
implications of their theoretical understandings and pedagogical practices in offering
students an individualized approach that accommodates learner diversity
(Groundwater-Smith, Ewing & Le Cornu 2011; Hyde, Carpenter & Conway 2014;
Santoro 2009; Williams 2012).
Whilst individual approaches to classroom management may vary, it is imperative
each educator has a clear understanding of the principles and literature that constitute
their approach (Frohard-Dourlent 2009). Ultimately, this enables educators to
critically reflect upon the effectiveness of their prevention, action and resolution
strategies, altering their practice if necessary, to foster meaningful academic learning
and social-emotional growth in students (Charles 1999; Evertson & Weinstein 2006).
Reference List
Australian Curriculum, Assessment and Reporting Authority [ACARA] 2016a,
General capabilities, Education Services Australia, viewed 19 February 2016,
<http://www.australiancurriculum.edu.au/generalcapabilities/overview/introduction>.
Australian Curriculum, Assessment and Reporting Authority [ACARA] 2016b,
Student diversity, Education Services Australia, viewed 19 February 2016,
<http://www.australiancurriculum.edu.au/StudentDiversity/Student-diversityadvice>.
Bohn, CM, Roehrig, AD & Pressley, M 2004, The first days of school in the
classrooms of two more effective and four less effective primary-grades teachers,
The Elementary School Journal, vol. 104, no. 4, pp. 269 287.
Charles, CM 1999, Richard Curwin and Allen Mendlers discipline with dignity, in
CM Charles (eds), Building classroom discipline, Longman, New York, pp. 198
216.
Cothran, DJ, Hodges Kulinna, P & Garrahy 2003, This is kind of giving a secret
away: students perspectives on effective class management, Teaching and
Teacher Education, vol. 19, no. 4, pp. 435 444.
Evertson CM & Weinstein C 2006, Handbook of classroom management: research,
practice and contemporary issues, Lawrence Erlbaum Associates, New Jersey.
Frohard-Dourlent, H 2009, Why the school system fails to equalize: the influence of
socioeconomic background on childrens achievement in school, Sojourners:
Undergraduate Journal of Sociology, vol. 1, no. 1, pp. 37-45.
Gale, T & Densmore, K 2002, Student success and failure: as a matter of fact or just
how they are portrayed? Asia-Pacific Journal of Teacher Education, vol. 30, no. 1,
pp. 7 - 23.
Groundwater-Smith, S, Ewing, R & Le Cornu, R 2011, Teaching Challenges and
Dilemmas, Cengage Learning Australia, Australia.
Hoy, AW & Weinstein, CS 2006,Student and teacher perspectives on classroom
management, in CM Evertson & C Weinstein (eds), Handbook of classroom
management: research, practice and contemporary issues, Lawrence Erlbaum
Associates, New Jersey, pp. 181 219.
Hyde, M, Carpenter, L & Conway, R 2014, Diversity, inclusion & engagement, 2nd
edn, Oxford University Press, Victoria.
Jones, V 2011, Practical classroom management, Pearson, USA.
Lyons, G, Ford, M & Slee, J 2014, Relationships and communication, in G Lyons,
M Ford & J Slee (eds), Classroom management: creating positive learning, Cengage
Learning Australia, Victoria, pp. 42 60.
Marzano, RJ & Marzano JS 2003, The key to classroom management, Educational
Leadership, vol. 61, no. 1, pp. 6 -13.