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周果然(南化公司职工子女总校校长):我们南化公司总校成立以后,于1985年开始,在中、小学进行了校长负责制的试点工作,1987年起,在各中、小学普遍实行了总校校长领导下的校长负责制,校长被推到了学校的“中心地位”。处于这样的地位,校长究竟应该如何开展工作?如何行使好行政指挥权?我们召开这样一个座谈会,请各校校长交流交流,谈谈各自的体会、感受。刘成烈(南化一中副校长,主持工作):总校1985年秋在我校进行校长负责制的试点,1987年正式签订目标责任书。校长负责制确立了校长在学校的中心地位,这对启动学校机制的活力,调动教工积极性,确保全面贯彻教育方针,是有好处的。是否要党、政、工三个方面都完全一致才能决策?我觉得处于中心地位的校长要从“集体领导”的旧观念中转变过来,在心理上要能承受得起“负责”二字。三个方面可
Zhou Guoran (Headmaster of Nanhua Company’s Children’s Head School): After the founding of our school, Nanhua University began in 1985 and has conducted pilot programs for the principal responsibility system in primary and secondary schools. Since 1987, it has been popular in primary and secondary schools. The principal responsibility system under the leadership of the principal school principal was implemented, and the principal was pushed to the school’s “central position.” In such a position, how should the principal carry out work and how to exercise good administrative command? We have held such a forum and asked principals of all schools to exchange and talk about their experiences and feelings. Liu Chenglie (Deputy Headmaster of Nanhua University, presiding over the work): The school was the pilot of the principal responsibility system in our school in the autumn of 1985. In 1987, it officially signed the target responsibility statement. The principal responsibility system establishes the principal position of the principal in the school. This is good for starting the vitality of the school mechanism, mobilizing the enthusiasm of the teaching staff, and ensuring the full implementation of the education policy. Does it mean that the Party, the government, and the workers must all agree on the three aspects to make decisions? I think that the principal in a central position must change from the old concept of “collective leadership” and be psychologically able to afford the word “responsible”. Three aspects can be