Preface

Chapter 7 **Risk Management Strategies in School Development and the Effect of Policies on Tolerance Education 107**

Chapter 8 **Instructional Developments and Progress for Open and Equal**

Chapter 9 **Student's Perception on Culture-Oriented e-Learning System:**

**Section 4 Equality: Curriculum, Environment, Gender, Youth 163**

Chapter 10 **Curricular Policy and Access and Permanence of Students**

Chapter 11 **The Role of Environmental Education of New Curriculum in**

Chapter 12 **Management Challenge in the Entrepreneurial University and**

Chapter 13 **The Role of Women in City: The Importance of Psychology and**

Chapter 14 **The Vital Readiness Level of the Youth: Psychology and Education Management Approaches 231**

Akıntuğ, Fatma Burçin Hocaoğlu and İpek Alkan

Luis Antonio Orozco, Jeimy Paola Aristizabal and José Luis

Müzeyyen Alasya, Nicel Masaroğulları and Sibel Dinçyürek

Nicel Masaroğulları, Müzeyyen Alasya, Sibel Dinçyürek, Yeliz

Mouzinho Mário and Octávio Zimbico

Serife Gündüz and Mirati Erdoğuş

**Academic Performance 195**

**Educational Administration 215**

Gonca Telli Yamamoto, Mürşide Özgeldi and Deniz Altun

Joshua Ebere Chukwuere, Nehemiah Mavetera and Ernest

José de Inocêncio Narciso Cossa, Maria de Lourdes Rangel Tura,

Behcet Öznacar

**VI** Contents

**Section 3 Open Learning for Equal Access 115**

**Access for Learning 117**

**An Empirical Study 145**

Mnkandla

**in School 165**

**North Cyprus 185**

Villaveces

School management refers to participatory efforts of the people. A group of people fosters a culture of school. Culture gives a spirit on the process and decision-making process based on values and beliefs. School is a social institution that represents dynamic environments. These environments establish a network of management processes.

In today's context, digital transformation becomes a base to reach out openness and equal access for learning within societies. In this respect, cooperation with others, working with technology, information and acting, play a great role to adapt for digitalization. In addition, management turns its faces for more involvement among people and actions. Schools be‐ come an environment for transferring digital skills. This maintains the competences for the digital transformation in societies. Therefore, school management is essential for acquiring the digital transformation.

This book encapsulates different practices about school management. It gives promises to different angles on open and equal access for learning. The main aim of the book is to give insights into the role of school management for openness and equality to learners.

The book covers four main headings to underline the significance of leadership, school cul‐ ture, open learning, and equal access for learning in curriculum, environment, and gender. In this respect, international contributors from different research backgrounds and contexts provide a great value in putting emphasis on equality and openness in learning and con‐ texts. In addition, this book also provides a comprehensive look into digital transformation process for schools.

This book will be beneficial for graduate students, teachers, researchers, and other professio‐ nals who are interested in expanding their knowledge about school management and the role of changing dimensions in the school management. I am grateful to all the contributors and leading experts for the submission of their constructive chapters. I would like to thank Kristina Kardum, Author Service Manager, IntechOpen managers, and members through my deepest appreciations for their encouragement and collaboration.

#### **Prof. Dr. Fahriye Altınay**

Near East University, Nicosia Graduate School of Educational Sciences Societal Research and Development Center Turkey

**Section 1**

**School Management and Leadership in Equal**

**Learning**

**School Management and Leadership in Equal Learning**

**Chapter 1**

**Provisional chapter**

**Institutional Metacognition as an Improvement Tool**

A theoretical article is presented in order to describe and analyze an innovative methodology for educational management called institutional metacognition (IM), and it's defined as a reflective and participatory process of an educative community to face conflicts, applying techniques that generate a conscious, dialogical and collaboratory learning in educational organizations. This perspective is relevant to school management field, because it implies the need to build a new vision of the school as an organization that not only teaches but also learns and therefore delivers new tools to current social needs of communication and participation that are stressed nowadays in educational organizations. This process can be used as a management tool for organizational change, to promote an effective learning, and to improve coexistence in schools; it would be used to manage organizational change, and it allows monitoring and accomplishing activities and conflicts that may occur. The characteristics of IM help to improve managing the organizational process when it is visualized as a part of improvement cycle. It presents benefits to collaborative learning, diversity, conflicts mediation and participatory diagnostics. On the other hand, there are challenges that hinder their application to improve relationships, both internally, as a new and unknown

tool, and externally related to features of educational institutions.

**Institutional Metacognition as an Improvement Tool** 

DOI: 10.5772/intechopen.70992

© 2016 The Author(s). Licensee InTech. This chapter is distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/3.0), which permits unrestricted use, distribution,

© 2018 The Author(s). Licensee IntechOpen. This chapter is distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/3.0), which permits unrestricted use,

distribution, and reproduction in any medium, provided the original work is properly cited.

and reproduction in any medium, provided the original work is properly cited.

Currently, the educational institutions are facing multiple challenges with respect to the improvement of learning, decrease of violence and conflict situations, effective use of resources,

**Keywords:** metacognition, organizational learning, school management, improvement,

**for Educational Management**

**for Educational Management**

Additional information is available at the end of the chapter

Additional information is available at the end of the chapter

Carlos J. Ossa-Cornejo,

Felipe Rodriguez-Rojas

Carlos J. Ossa-Cornejo,

Felipe Rodriguez-Rojas

**Abstract**

reflection

**1. Introduction**

Ignacio Figueroa-Céspedes and

Ignacio Figueroa-Céspedes and

http://dx.doi.org/10.5772/intechopen.70992

**Provisional chapter**
