校长

The study contains five parts excluding introduction. First, it reviews the literature. Secondly, it analyzes the organization of university-bureaucracy, collegium, political system, symbolic system and cybernetic system. Thirdly, it analyzes what is the visional president. Fourthly, we think about the dilemma- doing the right things and doing the things right, educational idea and the practice of policies, changing the organizational culture and developing step by step, administrative men and economic men.

全文除了绪论外，包括下面五部份：第一、探讨大学校长角色的文献；第二、在大学组织架构中分析大学具有科层体制、同僚团体、政治系统、有组织的无政府状态，及复杂系统等特徵，与大学校长的角色；第三、分析什麼是有视野的校长；第四、思考大学校长的二难问题，如「做对的事」与「把事情做对」；教育理念与政策的推行；改变组织文化与稳定中求发展；行政人与经济人等。

Nottingham's current Chancellor and President is Professor Fujia Yang; its current Vice-Chancellor is Professor David Greenaway who replaced Sir Colin Campbell in 2008, who as the UK's highest paid Vice-Chancellor, oversaw the university's expansion plans, leading the Times to call him "the Sir Alex Ferguson of Vice-Chancellors".

杨家福教授是诺丁汉大学的现任校长，副校长是格林纳威教授。2008年以前，副校长一职由科林·坎贝尔爵士出任，作为当时英国薪酬最高的副校长，任期内监管了学校的大发展计划，连《泰晤士报》也称他作"副校长中的弗格森"

Owing to the restriction of historical, geographic, economic and social factors, the quality of the local PMSL-I team is very poor, the lack of promotion and supervision system makes the situation even worse. The problems with the quality of PMSH are mainly as following: a small proportion of headmasters have poor morality; some are weak in educational theories; some fail to carry out properly the comprehensive quality education for the students and school daily management; some lack imitativeness and spirit of innovation.

河南省是全国第一人口大省，教育人口占全省总人数的27.7％，全省共有中小学校长53000人，由于受传统文化和经济发展水平的制约，加之当前政策对校长的素质要求偏低，缺乏相应的激励和监督机制，中小学校长培训形式化等原因，河南小中小学校长队伍的整体素质不高，与沿海经济和教育发达省市，与基础教育改革和发展的要求，与未来中小学校长应具备的素质之间存在明显的差距。

In order to support and perfect the professionalization of principals, a series of systems are needed, which include the systems of principal's qualification, principal's selection, principal's responsibility, principal's term, principal's rank, principal's training, principal's supervision, principal's yearly salary and principal's withdrawal.

实现校长的专业化地位，必须有外部的一系列制度来加以支持与完善。这些制度与措施是校长资格制度、校长选拔制度、校长负责制度、校长任期制度、校长职级制度、校长培训制度、监督校长制度、校长年薪制度、校长退出制度。

Finally, this dissertation offers suggestions to improve middle school principals\' leadership respectively from the three perspectives of profession, system and subject on the basis of issue investigation and root causes analysis. From the perspective of major, we should place the professional role of school principal on educational leader, and educational leadership is the core professional standard for principals. From the perspective of system, the professional standards and qualification system of the principals should be set up in the pre-entry period, and we should reform the principal\'s selection mechanism and perfect the principal occupation term system in the entry period. we should perfect the systems of duty, training, evaluation and motivation etc.. we should set up healthy work termination system in the principal retirement period. From the perspective of subject, school principals should accurately grasp the meaning of leadership to upgrade the level of education al leadership at multi-levels and in multi paths. Administrators should strive to improve the educational leadership level to realize the professionalization of educational administration, Researchers and trainers should really become the supporters of the principal professional development and leaders of leadership practice improvement.

最后，本文针对调查的问题发现与根源剖析，分别从专业、制度、主体等三个视角提出改进中学校长领导力的对策建议：专业上——应将校长领导力的专业角色定位于教育领导者，教育领导力是校长专业标准的内核所在；制度上——拟入职环节应建立校长专业标准和健全校长资格制度，入职环节应改革校长选拔机制和完善校长任期制度，在职环节应健全校长职责、培训、评估、激励等制度，退职环节应建立健康的校长退出机制；主体上——校长应准确把握领导力内涵、多层次、多途径提升教育领导力水平，教育行政人员应努力提高教育领导水平、逐步实现教育行政专业化，研训者应真正成为校长专业发展的支持者、领导实践改进的引领者。

To ensure the quality of principalship and to cater for the different developmental needs of principals at various stages of their career, the Education Department organised in the 2000-01 academic year separate professional development programmes for 284 serving principals, newly appointed principals, vice principals and senior teachers aspiring to become principals.

为了确保校长的质素，以及配合他们不同阶段的发展需要，教育署在二零零零至零一学年为284名在职校长、新委任的校长、副校长，以及有志成为校长的主任级教师分别举办不同的专业培训课程，包括前往北京、上海、新加坡和澳洲参加课程，让参加者可以扩阔视野及经验。

The major conclusion is that the role played by the chinese university presidents so far has been bureaucratized, and its running organized, expectation multiplied.the following questions are proposed and discussed: how to position the university president, how to construct the regulation system to guarantee university president playing the legitimate role, how to run and supervise the power owned by the university president, and how to select and dismiss the university president.

作者认为我国近30年的大学校长角色具有定位行政化、运行组织化和期待多元化等3个特点。同时，作者还对此进行了反思，提出并讨论了如何定位大学校长的角色、如何建构大学校长角色实现的制度保障体系、如何有效施行与有效监督大学校长的治校权力、如何有效建立大学校长的产生与退出机制等问题。

The upper piece has first hackled the study production of curriculum lead all around the domestic and overseas. On the base of it, this article has expatiated the theory of the principal as curriculum leaders: The first part has emphasized how to define the principal as curriculum leaders; The second part has detailedly introduced the pattern of the principal as curriculum leaders under different curriculum view; The third part has thoroughly analyzed the apocalypse that the overseas' theory study of the principal as curriculum leaders has brought to ours'.

上篇主要在梳理国内外校长课程领导研究成果的基础上，对校长课程领导理论进行阐述：第一部分着重对校长课程领导涵义进行了界定；第二部分详细介绍了不同课程观下的校长课程领导模式；第三部分深入分析了国外校长课程领导理论研究对我国校长课程领导研究的启示。

Principal evaluation brings many benefits. Kathy Weiss (1989) notes that it encourages communication within organizations, facilitates mutual goal setting by principals and superintendents, sensitizes evaluators to principals' needs, and motivates principals to improve. Some 97 percent of the administratorsin her study agreed that the process of evaluation had encouraged communication between principals and superintendents, and 88 percent agreed that the principals had improved as a result.

校长评鉴带来许多好处，Kathy Weiss (1989)指出它鼓励了组织中的沟通，方便於校长与督学共同目标的设立，让评鉴者感受到校长的需求，并引起校长去改善的动机，在她的研究中大约97%的行政人员同意评鉴的过程鼓励了校长与督学的沟通；88%同意评鉴的结果将使校长有所改善。

Principal evaluation brings many benefits. Kathy Weiss (1989) notes that it encourages communication within organizations, facilitates mutual goal setting by principals and superintendents, sensitizes evaluators to principals' needs, and motivates principals to improve. Some 97 percent of the administratorsin her study agreed that the process of evaluation had encouraged communication between principals and superintendents, and 88 percent agreed that the principals had improved as a result.

校长评鉴带来许多好处，Kathy Weiss (1989)指出它鼓励了组织中的沟通，方便於校长与督学共同目标的设立，让评鉴者感受到校长的需求，并引起校长去改善的动机，在她的研究中大约97%的行政人员同意评鉴的过程鼓励了校长与督学的沟通；88%同意评鉴的结果使校长有所改善。

Neither the killing of Mr Zarqawi nor any breakthrough on the political front will stop the insurgency and the fratricidal murders in their tracks.

在对危险的南部地区访问时，他斥责什叶派民兵领导人对中央集权的挑衅行为。

In fact,I've got him on the satellite mobile right now.

实际上 我们已接通卫星可视电话了