Instead of producing greater choice these measures have brought about more conformity as schools seek to imitate their successful rivals.Perhaps the time has come to reconsider the structure of schools. Unlike the medical profession, where the pinnacle of a hospital career is to be a consultant who still practices and is recognised for medical expertise, a teacher must become an administrator. Rather than being able to think about the teaching and learning, they have had to employ public relations firms, produce glossy brochures, develop corporate images and bring people with business, not educational, expertise on to governing bodies. One deputy head commented that he no longer saw himself as managing education but an “educational institution”. He saw himself less as a teacher and more as an administrator.While this has always been the case to some extent, the research indicates that the gulf between senior management and the rest of the staff has widened in recent years, and that senior and middle management are now operating to different agendas.While heads of department have been concerned with implementing the national curriculum, heads and deputies have been selling the school. The better the results, the more popular the school will become, and – so the theory goes – poor schools will be forced to improve.What, then, is the product in this new business culture? It is the child.

The King’s research suggests that, far from encouraging schools to consider what they can do for the child, they are increasingly asking what the child can do for the school. Bright pupils mean good results, and while league tables fail to show what added value the teachers have provided, schools must continue to vie for a very small part of the market and neglect the needs of the many.Senior management has been forced to reconsider its role. League tables are intended to help parents to evaluate performance. Local management of schools is one government reform that has received widespread support from headteachers – yet it appears there is a price to pay, for the system is based on competition.
The more pupils you have, the more money you get. It’s almost impossible to sack lazy and incompetent teachers in Denmark You would have to go on paying them for years.. Research at King’s College, London University, has revealed a significant shift in the culture accelerated by the introduction of local management of schools, in which they take control of most of their budgets from the local education authority.

Security would make for better teaching.On the other hand, you can be too secure. So if they teach for 45 minutes, they expect payment for another 45 minutes of preparation – even if they’re only filling in for a colleague who is off sick Don’t forget that teachers, too, are high taxpayers. VAT is 25 per cent and the state takes away 70 per cent of my income.I get the feeling that many teachers in England are feeling insecure about their jobs, which is not surprising in the present circumstances. Fifty per cent of a Danish teacher’s pay is non-contact time. Teachers are contracted to work 1,687.2 hours a year, including 37 hours of in-service training, and they won’t do any more unless they’re paid for it. The union is very strong.English teachers definitely spend longer in the classroom: about 25 hours a week here compared to 16 in my school.