Comprehension and content : planning literacy curriculum in low socioeconomic and culturally diverse schools

This article reframes comprehension as a social and intellectual practice. It reviews literature on current approaches to reading instruction for linguistically and culturally diverse and low socioeconomic students, noting the current policy emphasis on the teaching of comprehension as autonomous skills and ‘strategies’. The Four Resources model (Freebody & Luke, 1990) is used to situate comprehension instruction with an emphasis on student cultural and community knowledge, and substantive intellectual and sociocultural content in elementary and middle school curricula. Illustrations are drawn from research underway on the teaching of literacy in low socioeconomic schools.

Shared leadership in Queensland schools : a collective case study

Shared leadership has been identified as a key governance base for the future of government and Catholic schools in Queensland, the state’s two largest providers of school education. Shared leadership values the contributions that many individuals can make through collaboration and teamwork. It claims to improve organisational performance and reduce the increasing pressures faced by principals. However despite these positive features, shared leadership is generally not well understood, not well accepted and not valued by those who practice or study leadership. A collective case study method was chosen, incorporating a series of semi-structured interviews with principals and the use of official school documents. The study has explored the current understanding and practice of shared leadership in four Queensland schools and investigated its potential for use.

The role of secondary values in the selection process in organising

This study develops a model (i.e., secondary values selection process - 2VS) to describe how values shared by individuals (i.e., secondary values) contribute to the creation of meaning and interpretation in organisations. Elements of the model are identified through exploration of two bodies of literature (a) cultural approaches to organisational studies, and (b) theories of evolution. Incorporated within the model are observable elements that support analysis and evaluation of the 2VS. Outcomes of the study are (a) development of a more complete understanding of the Selection Process in organising and (b) creation of a mechanism for cultural analysis of organisational settings.