Private Lessons in Basic School Administration Top Case Study of Lougrug Chiangkhong School

Abstract

  This research was lesson learned of “The Management of the Most Popular Private Basic Schools: a Case Study of Lougrug Chiangkhong School”. The purpose was to study the composition of the management of the private basic school which is the most popular. Target group included administrators and teachers of 10 people. By means of learning after operation (Retrospect). Data was collected by unstructured interviews and observation without participation, then analyzed by adopting the content analysis. The results was found the key elements that made a private school popular composed of basic critique model named IV (A-B-C-D-E) with the following details.
   Firstly, IV A included attention, aim, attempt, and achievement, this means that the director must have the pretention to make more effort for the private school to get more quality, and also has to continue to develop the school to increase the learning achievements. Secondly, IV B were brand position, building mind, benchmarking, and budgeting. These guided that the director should brand the position of the school into the top ranks of popular schools in the province. Therefore, to build mind by motivate teachers and students to sacrifice time, body and mind to benchmark the quality, in order to improve the quality. Besides, there were needs for budgeting to support implementation of the activities. Thirdly, IV C comprised of changes, critical, customers, and competitors. At this point, the director challenged to change the school to be better managed within a crisis. Moreover, the students and parents could perceive the ability of problems solving of the director within the competition. Fourthly, IV D consisted of differentiation, design, development, and demand. For that reason, the school should be different from the others. So, to design a learning and teaching strategy, it was developed by demand for quality education. Lastly, IV E were excellence, evaluation, empowerment, and engagement. The leader should be clearly seen that the school needs to be excellent through evaluation that all parties should be involved. Then giving the empowerment for building engagement and leading to the successfulness of the company.