Abstract:
This study focused on the management challenges faced by CYCC schools after the
transfer from the Department of Education to the Department of Social Development.
The report followed a qualitative approach using a case study. It explored how the
management of the recently transferred schools in the Gauteng Province experienced
challenges because of the transfer. In as much as there is literature on challenges that
special schools face in general, extraordinarily little research has been conducted on
management challenges faced by CYCC schools, as they are relatively new in the
system. The study also discusses the idea of conceptual framework. Qualitative
research methods were used to collect data in this study. A purposive sampling
strategy was used to select eight (8) participants. Semi-structured interviews were
conducted with two (2) principals and six (6) HoDs drawn from two CYCC schools.
The interviews were conducted after school hours and field notes together with
recordings were taken during the interviews. The data collected was decoded,
analysed, and categorised. The main research outcomes indicated that change of
management in the two schools resulted in challenges such as power struggle
between the two departments, limited resources that led to workload, and stress on
teachers. The findings also indicate that the use of collaborative leadership, where the
HoDs played the role of decision makers and principals as supervisors, made it
possible for participants in this study to manage the running of the schools.
Recommendations to the two departments and for future research are then made.
