论文部分内容阅读
一、人性化管理1.强组织,重实效。构建学校全员德育网络,学校成立了以“德育副校长—德育处—班主任—学生,教学副校长—教导处—教师—学生,党支部书记—团委—团支部—学生”“三线四级”的德育管理网络机制。各个部门紧密配合,形成纵向连接的德育工作体系,以点带面,横向展开全面工作的全员德育工作网络。2.由“管”向“理”转变。作为学校的德育管理者,职责应从过去的“严管”向“理顺”转变。比如,政教处督促班主任工作,制定出班主任工作职责之后,然后放手由班主任自主完成德育目标,不能一味的事无巨细,亲力亲为,充分发挥班主任的主观能动性。
First, human management 1. Strong organization, pragmatic. Construction of a full network of school moral education, the school set up to “Moral Education Vice President - Moral Education Department - Class Director - Students, Teaching Vice President - Teaching Office - Teachers - Students, Party Branch Secretary - Youth League - Youth League - Students ” Four “moral education network management mechanism. All departments work closely together to form a system of moral education that is vertically connected, and a full network of full-scale moral education with a full range of work carried out in a horizontal and vertical direction. 2. From ”tube “ to ”management “ change. As a school moral education manager, responsibilities should be changed from the past ”strict management“ to ”rationalization". For example, after the superintendency of education and supervision supervise the work of a class teacher and work out the duties and responsibilities of a class teacher, then let the class teacher complete the moral education goals independently.