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不论是什么程度的教师,都有进步的需要,只不过这种需要分别以显性和隐性的不同方式呈现而已。年轻教师多以显性方式存在,表现为有强烈的学习愿望,能积极主动向老教师请教;老教师则是以隐性的方式存在,看着年轻教师对自己的称赞和模仿,他们心底总会升起一份自豪与成就感;至于那些优秀教师,就属于显性和隐性结合。学校管理者的任务就是设法唤起每一位教师进步的需要,激发他们的工作激情,开发他们的潜力,打造优质的教师团队。一、帮助教师确立正确的价值观因为价值观的因素,有的教师形成职业倦怠,有应付工作的现象。在实行了绩效工资和岗位设置以后,同样因为价值观的因素,有的教师对工作
There is a need for progress no matter what the level of teachers, except that such needs are presented in different ways, both explicit and implicit. Young teachers mostly exist in a dominant way, showing strong desire for learning and actively consulting old teachers. Old teachers exist in an implicit way, watching young teachers praise and imitate themselves. Will rise a sense of pride and accomplishment; as for those outstanding teachers, it is a combination of overt and implicit. The mission of the school manager is to try to arouse the needs of every teacher for progress, inspire their work passion, develop their potential, and build a quality faculty team. First, to help teachers establish the correct values Because of the values of factors, some teachers to form burnout, there is a phenomenon to deal with work. After the implementation of the performance pay and post settings, the same because of the values of factors, some teachers on the work