“Using a blended-learning approach in induction training of school inspectors.”

Thesis submitted for the award of the degree ofMasters in Instructional Systems
To theGraduate School of Instructional Systems (GSIS),
Kumamoto University – Japan.
By
Paul Ungilamwagha Mwasikakata Miamba (091g8818)
Author’s e-mail: miambapaul@yahoo.com
Supervisor: Professor Fujio Ohmori.

February 17th, 2010.

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Acknowledgements:
Firstly, many thanks to the Japanese Government for sponsoring my course with Kumamoto
University, through JICA Okinawa Centre. Your funding resources as well as provision ofaccommodation in this great country has been a valuable lifetime experience for me.
Pursuing this course was an exciting life experience owing to the valuable effort and work of the
Graduate School professors, their assistants and staff. Of special mention are my supervisors:
Professor Fujio Ohmori, Professor Katsuaki Suzuki, and Professor Junko Nemoto, not forgetting Ai
Takeuchi, the assistant supervisor. Your passion and belief in the success of this study was mymajor motivation to go on; and it is my hope that its outcome has not been a disappointment to you
all.
The months of October through to December happen to be the busiest period in our (Malawian)
school calendar for school-based managers and staff as well as inspectors. As such, I would like tofirstly, recognize the sacrifices made by the officers involved in various capacities to spare some of
their time in order to work on the tasks requested of them for the study. Of special mention are two
Principal Education Methods Advisors (PEMAs) namely: Messrs Jennings Matalabanda Kayira andJohn Clarence Mswayo both based at the Ministry of Education headquarters. As subject matter
experts, their valuable contributions provided the much required authenticity check of both thecontent and design of the instructional material. Their comments will continue to guide further
refinement of the material as it is being worked to form a foundational part of a broader andcomplete instructional package to be created by the Inspectorate and Advisory Section for newly
recruited inspectors in Malawi.
The three wonderful participants in the one-on-one phase of the study formed, probably, the mostcritical element of the whole study. Madame Anita Kaliu, Headmistress of Lilongwe Girls
Secondary School and two of her deputies: Elizabeth Kamanga and Rabecca Chindenga were,
evidently, the most motivated and humble participants I could have ever dreamed of having in thisstudy. At a time when they were supposed to grapple with management of the school compoundedby the sudden changes in the school calendar, they spared time for the study. Not only them, butalso the entire staff and students of the school for their patience and cooperation.

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The technical team that helped in setting up the Local Area Network (LAN) is worth my heartfelt
gratitude: Isaiah Paul Makwakwa, Alex Gondwe, Peter and Abisai. Gentlemen, without yourtechnical expertise, this study would not have been possible.
Many heartfelt thanks also go to Kogure-san and Dr. Tomoaki Tokumura for the creation of boththe local host server and e-Learning site used in this study, and provision of continued guidance on
how to customize the e-Learning system so that it responds to ever-changing needs on the groundin the course of the study.
To you all, I say: “Goshien arigato gozaimashita! (Thank you for your support).”3

Dedication:
This humble work is dedicated to my dear wife Milley; Faith my daughter; and my two sons
Timothy and Titus; my dad and mum who are my life mentors (Beaton and Josephine
Mwasikakata). To them I say thank you so much for enduring one year and three months without
my presence in your lives. We have come a long way, and our mutual faith in the LORD keeps us
going, and it seems to me that ‘we have just started’. Remain blessed!

The Research Summary:This research focuses on three issues:
Non availability of a standardized induction course for newly recruited inspectors as thecurrent situation is one where trainings are done in an ad-hoc fashion with no proper attention
given to materials development, and little time given for training of new inspectors before
they are deployed into full practice; mentorship by experienced inspectors is not done
purposefully, but informally as part of the normal working experience for the new recruits; andthirdly, e-Learning still remains an alien mode of delivery in the Malawian education system.
The intention of this research was to do formative evaluation of an instructional material for the
induction of school inspectors, and to investigate the possibility of employing Blended Learning as
an alternative mode of training delivery in the Malawian system. Such a mode of delivery is meant
to give more flexibility and time for training to the trainees while also providing an opportunity formore formalized and systematic mentorship by the experienced inspectors in the trainees’ duty
stations.
The major challenge faced during the research was non-availability of reliable internet
connectivity. As such, Local Area Network installation and that of the Learning Site’s server on
one of the computer of the school, where the research was done, became the preferred alternative.
Also, the initial target group was actual newly recruited inspectors, but because there were none at
the time of the research, school-based managers of the school were used as participants in the oneon-one evaluation phase of the research. Two experienced inspectors were also used to provide theexpert review of the material as well as serve as mentor inspectors.

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The results of the Pre and Post tests and responses to questionnaires by both participants andmentor inspectors were used to identify areas of the instructional material that require revision.
With the results, it has been shown that:-the material can be effectively used as a foundational phase of a more extended andcomprehensive induction training package for newly recruited inspectors. It also can be used toprovide a sound framework for designing such an extended version.
-a Blended Learning mode of delivery can be the most practical, effective and efficientapproach to training of inspectors. It could also provide a more plausible solution to corporate
training in other sectors that would like to avoid the problems of time constraints for officers to
be kept at one venue of training away from their work places while maximizing on-the-job
mentorship opportunities for the trainees.
-Most importantly, for the first time, an opportunity has been provided to systematically deal
with the problem of lack of a standardized training program for new inspectors in Malawi by
this instructional material, at no better time than now when the Inspectorate and Advisory
Department is beginning to take initiatives to create such a program.

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Table of Contents:
Chapter1. Research Background……………………………………………………….pg 7
Chapter2. Literature review…………………………………………………………….pg 9
Chapter3. Methodology…………………………………………………………………pg 16
Chapter4. Results of research……………………………………………………………pg 21
Chapter5. Conclusion……………………………………………………………………pg 26
References……………………………………………………………………………… pg 28
Appendices………………………………………………………………………………pg 29-39

Some commonly used abbreviations:1.) F2f means face-to-face.
2.) LAN means Local Area Network.
3.) EQMS means Education Quality Monitoring System
4.) e-L means e-Learning.

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Chapter 1. Research Background:
1.1 Problem statement.
This research identifies three main issues for its attention, and these are:1.1.1.

Non availability of a standardized induction course for newly recruited inspectors.

The current situation regarding training of new inspectors is one done in an adhoc fashion, whereby
experienced inspectors (who are available at a given time) are requested to produce training
materials for the topics they have been asked to present on. The presentations are usually done in aseminar which normally runs for a maximum period of one week. The major challenges with thisapproach are two:-materials used are substandard as there is not enough time to subject them torigorous formative evaluation to establish their authenticity and usability;-

Very little time is availed to the trainees to grasp the fundamentals of their job,that is, one week is simply not enough to cover all the necessary content and do
the practice using the supervision instruments before being deployed into theirvarious duty stations.

It is the purpose of this research to investigate the possibility of having a standardized induction
course based upon which a more comprehensive and complete package can be developed.
1.1.2. Mentorship by experienced inspectors is not done purposefully, but informally as part of
the normal working experience for the new recruits.
The progress in terms of grasping the knowledge and skills of the job while being mentored byexperienced inspectors is not documented, since it is not regarded as mentorship at all.
It is the purpose of this research to introduce a formalized mentorship approach as a part of the
training package for the new inspectors.
1.1.3. Thirdly, e-Learning still remains an alien mode of delivery in the Malawian education
system.
It is the intention of this research to investigate the possibility of employing Blended Learning as analternative mode of training delivery in the Malawian system. The Blended Learning approach islikely to bring about the following benefits: there is no need to bring all trainees at one place, awayfrom their duty stations (normal and practical working environments), leading to minimal
interruption of duties of both trainees and mentor inspectors; more time will be availed for the7

training as opposed to the usual time and resource-bound one-week workshops; expanded,
systematic and well documented mentorship opportunities will be possible; and it allows for more
flexibility in terms of trainees’ study styles as it is more individualized than the traditional face-toface approaches.
It should also be noted that initiatives are being taken by the Inspectorate and Advisory Section of
the Ministry of Education to create some form of standardized training package. Two officers havebeen assigned to lead the process but not much has been done yet. It is the objective of this study tocontribute towards such a noble initiative. It has been quite fitting, therefore, to have the two
officers as reviewers of the instructional package used in this research in order to provide the muchneeded authenticity check regarding quality and scope of content and its mode of presentation.

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Chapter 2. Literature Review:
2.1 Theoretical basis for this research.
The Blended Learning approach has been adopted as a mode of delivery in this research. The
conventional approaches are basically two: Both-end and Core types according to Nemoto (2002).
Both of these refer to a blending of f2f and e-Learning sessions. Both-end type is one where you
have e-learning before and after group (f2f) training (i.e., e-L ..; f2f…; e-L.). Core type is where
you have f2f sessions before and after e-Learning (i.e., f2f…; e-L…; f2f.). As it will be evident at
the end of this chapter, this research takes a blending approach that is neither Both- end or Core
type but a mixture of both, that is, activities requiring f2f will interchangeably follow those of e-L
in a coherent flow of content and learning experiences. In other words, sessions requiring
professional practice and group f2f that are so related to a particular portion of content will come
immediately after study of that content is confirmed. Also, a ‘scaffolding’ approach to mentorshipis used, in order to underscore the desired outcome of having inspector trainees gradually andpurposefully attain professional and operational independence in the course of training.
The description of an e-Learning system given in chapter 7 of ‘e-Learning Fundamentals’ (Suzuki,
2004) forms the basis for what could be regarded as requirements for a workable e-Learning mode ofdelivery, and I quote: ‘An e-Learning system includes elements such as a knowledge

management system (KMS), a performance support system (PSS), an online community,and group instruction, as well as e-Learning in a narrow sense (online training), and allof these elements need to be designed’ (Page7-1).
2.2 Current state of research (the status quo) versus the approach for this study:
2.2.1 The Malawian scenario:
As already indicated above, there is no standardized induction training course for newly
recruited inspectors in Malawi. The current practice is one where presentations are prepared byexperienced inspectors each time the need for induction arises. Such materials are usually
prepared based on the concerned inspector’s experience and previous presentations made tosimilar workshops, and also using the Instructional Handbook for Inspectors. The handbook is,perhaps, the only available reliable source of content, but as its title suggests, it was not written
as a training material but just a reference book for the inspectors as they go about doing theirjob. The new recruits are required to attend a one week workshop where such presentations are9made. The new recruits are then taken on a one day observation tour where they are exposed tothe practical aspects of what they covered during the workshops.
As it is, this training has very minimal effect for the following reasons:•

The quality of presentation materials is not guaranteed as it is not subjected to any
formative evaluation before being deployed for use;•

The new recruits have inadequate exposure to the practical aspects of their job during
the induction as it is done only for one day, offering little chance to get into the detailsof all the activities that accompany a full inspection visit. Much of the practice is left
to the time they assume their duties after the one-week induction workshop, but then,this is not regarded as part of the induction since there is no evaluation mechanism inplace to assess the performance of the new recruits.

The general working environment, however, is one which can easily support a mentorshipapproach by an experienced inspector since most often new recruits will find themselves working
under the supervision of experienced inspectors.
2.2.2 The international scenario:
As implied in Chapter 1, attention is specifically given to those cases that have in place
standardized training programs for inspectors. Hence, this section will cover information about
the Board of Governors of the European Schools, and France and Netherlands as representative
European samples, since it will be seen that approaches to induction are pretty much the samein countries where they have some standardized induction courses. Developing countries will
also be discussed.
a) Board of Governors of the European Schools:
European Schools were created in Luxembourg, with the signing of the European Schools
Statute on 12th April, 1957. The objective of these schools was to contribute to thedevelopment of a multicultural and multilingual Europe. The schools were primarily meant forthe children from European families that were working for European companies, corporations
and institutions in different places in Europe but coming from different European countries oforigin. Some examples include the European Coal and Steel Community (Luxembourg), theEuropean Economic Community (Brussels), the European Atomic Energy Community (Italy,
Germany, Norway and the UK), and the European Patent Organization (Germany). As of 2008,10

14 such schools had been opened in various member countries across Europe. The schools
offer pre-university education (infant, primary and secondary school), and the highest
certificate awarded is the European Baccalaureate which is recognized in all member countriesof the European Union. The Board of Governors mentioned above is the governing authority ofthe schools, composed of Ministers of Education (or any official responsible for national
education and/or relations with other European countries) of the member countries of theUnion, one representative of the European Commission, one for the European Patent Office,one representative of the Staff Committees of the schools and one representative of the Parents
Associations. It is headed by the Secretary General.
Under the Board of Governors are several Preparatory Committees, one of which is the Boardof Inspectors comprising of one inspector from each country. It has two components: one forthe nursery and primary sections, and another for the secondary section. Among other things,
this Board is responsible for induction of new inspectors. During the meeting held from 15th to
16th April 2008 in Helsinki, this board came up with a framework for induction of new
inspectors in European Schools. The framework consists of two approaches: the Formal andInformal approaches.
-The Formal approach is a one-day face-to-face workshop where new inspectors are taken
through a discussion of content pertaining to their new responsibilities and the system as awhole.
-The Informal approach requires new inspectors to work in collaboration with experienced
colleagues in their various settings, forming working partnerships that provide for mentorshipservices to the new inspectors. The minutes of the meeting further observe that “…Conscious
efforts to expose new inspectors to appropriate learning situations relevant to European
Schools, demonstration of skills required, creating a climate where questions are encouraged,
providing access to information sources and mentoring arrangements are some of the ways inwhich informal induction in the European Schools can be fostered. Informal induction training
supplements the formal approach.” (pg3 of 5).
There is also a mention of the website of European Schools which carries all the information
about the Board and its activities as well as the Learning Gateway, which appears to be a formof a learning site for the board. The minutes further observe that “… Technology provides

11increasingly flexible options for learners to access information as and when it is required.
However, social interaction is an important element of the induction process and provides adimension which technology based training does not provide. Therefore, a variety of
approaches designed to meet the needs of individual inspectors and members of inspection
teams over given time periods is required.” (pg4 of 5). This signifies a Blended Learning
approach though the nature of technology-based provision being offered is not clearly
explained, that is, whether the Learning Gateway and other website sources being used can bereferred to as Learning Management systems that are purposefully created to support selflearning courses, as a supplement to the face-to-face components of the induction process.

The discussion that follows is based on the research project conducted by UNESCO’s
International Institute for Educational Planning (IIEP) based in Paris, France.
b) France:
In France, they also have a two-fold induction approach: the Formal and the Informal.
-The Formal takes a total of 22 weeks of training conducted at the National Training Centre forInspectors and Heads of Administration.
-The Informal takes a total of 15 weeks of uninterrupted periods of 4 to 5 weeks each,conducted at the Regional Director’s Office to which they have been assigned.
-The Formal and Informal are conducted in an alternating fashion, that is, after some weeks ofthe formal component, the trainees go for a 4 or 5 weeks of informal training where they are
involved in an on-the-job training and then return for another phase of formal training at thecentre.
The interaction in each approach is face-to-face, with no evidence of online delivery modes.
c) The Netherlands:
In 1989, a new induction procedure was adopted as explained in the following passage:•

A three month initial period, 20 days of which are spent on a uniform
induction course aimed at laying down the theoretical foundations of the workand establishing a frame of reference within which the new inspectors could
function. During these first three months, the new inspectors are not charged
with any supervision responsibilities of schools.

12•The remaining days of the three months are meant for an intensive, on-the-job
training under the supervision of their inspectorate offices of designation.

•

The three months are followed by a five month period of individual
supervision by the tutor, which diminishes gradually in a scaffolding manner.
After this, the new inspector is expected to have fully assumed his
responsibilities and established himself in the practice, bearing full
responsibility of his actions.

Hence, the total period of induction training is 8 months. As can be seen, they also
have a two-fold approach: the formal and the informal, with the formal approach
lasting for the first 20days and the informal taking much longer and with individual
supervision from both superiors at a place of assignment and an assigned tutor.
d) IIEP research results from 7 developing countries: Sri Lanka, Korea, Nepal, Uttar
Pradesh, Botswana, Zimbabwe and Tanzania:
The results show that only Sri Lanka has a long-term training similar to the two European
examples above, running for periods ranging from 6-12 months and being generally residential.
There is no evidence of any systematic induction courses in the other countries, except forsome orientation arrangements that run for one to two weeks. Such programs in Botswana andZimbabwe have some measure of a formal status. The major reasons for such an absence ofsystematic induction training include lack of interest on the part of senior decision-makers, lackof financial resources, lack of qualified personnel to handle such trainings and coupled withlack of institutions with such training expertise and experience as is required of this area of
training.
However, according to a much later source, the official website for the Tanzanian Ministry of
Education and Culture (2005), there is a standardized training program for inspectors which
include induction, basic training and in-service training. According to this source, before
newly recruited inspectors takes up their responsibilities, they first undergo six months on-thejob induction training whereby they are attached to teams of experienced inspectors and ismeant to prepare them for basic training. This is followed by a three-month intensive formal
basic training. The last two weeks of the basic training are for field practice. A successful
trainee is posted to a duty station to work for six months on probation, after which is confirmed

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on the job. There is, however, no evidence as to the successes of implementation of this,otherwise, systematic approach.

2.3 Key observations from the literature search discussed above and the focus of thisresearch:a.)Just as is the case with many other developing countries, the Malawian system is in need ofa systematic and standardized induction training approach. As observed above, theworking environment is conducive for mounting a two-fold approach of content study andon-the-job mentorship.

b.)

Duration of induction training: It is obvious from the above that any serious and wellmeaning induction cannot last only for one week. A longer period of induction thatprovides for deeper, systematic and well supervised on-the-job training is bound to yieldprofessional results that are demanded of a quality monitoring officer. The bottom line isthat induction can only be effective if it is combined with on-the-job practice that allows
for a deeper familiarization of the tasks and responsibilities for the job.

c.)

This research may not have had the benefit of time to fully cater for the second observation
above, but aimed at providing a well formatively evaluated instructional material (detailsof which are provided in the next chapter) that gives a sound starting point from which acomprehensive and exhaustive training program can easily be developed. Such a material
should be one that gives enough exposure to knowledge and skills to get an inspector into
effective practice while it can also be easily extended into one that provides for a complete
training package of a full professional inspector.

Just as any other profession, education supervision is a performance-based profession, if it is tolead to meaningful improvement in the quality of provision in the education system. As ablyobserved by Mary Broad (2000, pp430-431) in her article titled ‘Ensuring Transfer of Learning to
the Job’, excellent design and delivery does not necessarily lead to effective performance andapplication of knowledge and skills learned. She points out the importance of being able to evaluate
not only the learning achieved by trainees at the end of the training (Kirkpatrick’s levels 1 and 2),
but also ‘...the extent of behavior or performance of new skills on the job (level3), and often theorganizational results of a training intervention (level4).’ (pg431).

14Thus, taking from 2.1 and the key observations made above, this study is on a blended learning
approach that is a continuous sequence of both e-L and f2f sessions, organized in manner thatprovides for a continuous and related flow of learning experiences. The f2f sessions will also serve
as evaluation flag posts for mentor inspectors to both guide the subsequent learning experiences
effectively and monitor the net gains in the performance of the trainees as they progress with theirstudy. The f2f sessions are to be carried out by using a ‘scaffolding’ technique of offering training
support in order to help trainees incrementally attain a level of both professional and operational
independence. Such an approach that emphasizes a continuous evaluation of the training process
and requires the experienced inspectors/ mentors to keep such an evaluation record, should have areturn effect of formalizing the mentorship that is already being unconsciously provided byexperienced inspectors to the newly recruited.

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Chapter 3. Methodology:
3.1 Creation of the instructional material:
An instructional material titled “Induction training for newly recruited inspectors” has been created.
This material has a total of 9 sessions split in three blocks. Block 1 (Sessions 1 and 2) introduces
the whole Education Quality Monitoring System (EQMS) in terms of its four components:
Supervision; Education testing and evaluation system; Teacher pre and in-service training; andEstablishment of the national curriculum framework. It also depicts the key role of Supervision
among the four components so as to help the trainee understand how Supervision affects the otherthree components. The four components are also introduced as the four key functions of an
education supervisor (inspector) in the Malawian education system. Block 2 (Sessions 3 to 7)
discusses Supervision in detail and the Supervisor’s job-description in order to deepen
understanding of the supervisor’s nature of work. Block 3 (Sessions 8 and 9) discusses supervision
practice in detail by presenting supervision tools and instruments (data collection, analysis andreport writing forms, checklists and templates). These instruments are paper-based. At least one
school supervision visit also forms part of the activities of this block in order to allow the trainees
to practice using the instruments and learn how to work as a team.
3.2 Instructional material’s study design:
A Blended Learning approach has been adopted with the following main components:a.) Introduction to the course through f2f discussion which centers on the ‘How to Study’ manual.
The manual introduces the course and also includes tips on how to navigate through the learning
site and some basic computer skills for first users of computers.
b.) All self-study content has been committed to online sessions (sessions 1 to 7 and part of 9 –responding to posttest and questionnaire)c.)Session 8 is a group f2f, involving practice with supervision instruments, with the guidance ofthe mentor inspector. However, mentorship is not limited to f2f sessions only but to the wholecourse as the mentor inspector may be expected to provide learner guidance at any point in thelearning process.
3.3 Sources used in the creation of material and the material’s uniqueness/added value:
The material has been created mainly from three sources: Instructional Handbook for Inspectors(Malawi) and UNESCO’S International Institute for Educational Planning (IIEP) supervision

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modules. The supervision instruments were extracted from the Inspection Review Consultancy
Document (Feb, 2002) for Malawian Primary and Secondary Schools; by Mike Harrison.
This instructional material is unique for the following reasons:a.) It provides both the global perspective of the Education Quality Monitoring System and related
concepts as well as their applicative aspects in the Malawian setting;b.) It provides organized practice and mentorship by the experienced inspectors thus making it
possible for the first time to have purposeful, documented and easy-to-evaluate induction training
for new inspectors;c.) It takes away the trouble of having to prepare induction presentation materials every time theneed arises;d.) It has managed to put together in one place the otherwise scattered information about
Supervision practice in Malawi;e.) It provides a bridge between the old content of the Instructional Handbook for Inspectors andthe new contemporary practices as enunciated in the Inspection Review Consultancy Document andthe IIEP modules; andf.) It is designed to be a largely self-learning material, thus allowing for flexibility and giving thetrainee inspector more latitude of study and practice.
3.4 Formative evaluation of the material and research design:
The main activity of this research is the Formative Evaluation of the created instructional material.
This initially comprised of three phases: the Expert Review, the One-on-One, and the Small groupphases.
a.) The Expert Review phase: Involved two experienced inspectors who also acted as mentors withthe major aim of providing the authenticity check of the material.
b.) The One-on-One phase: Involved 3 participants i.e., the Headmistress of Lilongwe Girls
Secondary School and two of her deputies.
However, owing to shortage of time (due to challenges discussed later in this paper), it was notpossible to do the Small Group phase. As such, the results of this research are those from the Expert
Review and One-on-One phases, and as it is, they suffice to adequately revise and improve thematerial for the Small Group phase. The pictures below show two of the participants during one of
the sessions.

17Mrs. A. Kaliu (Headmistress) in focus in this picture.

Mrs. E. Kamanga (one of the deputies) in focus in this picture.

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Login page of the e-Learning site.

Sample content page with topics’ outline in the left column and display of content in selected page.

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A Descriptive Design was employed to analyze both the qualitative data from questionnaires andinterviews as well as quantitative data from pre and post test scores of participants in the One-onOne phase.
The attainment of course objectives by participants of the One-on-One phase and the responses tothe questionnaires that point to the ease of usability and understanding are the main indicators of
the effectiveness and efficiency of the self-learning material as well as the blended learning modeof delivery.
The outcome of the analysis is to identify areas of the instructional material requiring revisionand the possible nature of revision to be done.
3.5 Challenges that impacted on the planned methodology:
The major challenge was the absence of reliable internet connection. Most of the schools andoffices are not reliably connected or not connected at all, but have computers. Hence, the use of
local host servers installed on three computers of the school where participants work, and on therespective laptops of the two inspectors was one option adopted. The Local Area Network was later
installed, enabling the participants to work online from any computer and be able to interact within
the LAN.
The second challenge was electricity black-outs (power cuts), which could slow down
participants’ progress. At times, participants could lose their work which was not saved, and this
could cause frustrations.
The other challenge, though not very serious, was participants’ lack of basic computer operation
skills and ability to access information from the Learning Site. This, was however, sorted out by
taking them through the ‘How to study’ Manual.
Since the servers and LMS used by participants were not in the same LAN as that of the researcher,participants were required to always save copies of their work on the desktops of their computersfrom which it would be easy to retrieve and transfer into the researcher’s server and LMS.

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Chapter 4. Result of research:
This discussion will be done with respect to the three areas of focus for this research as indicated in
Chapter 1, these being: the creation of an effective standardized induction course for school
inspectors, the integration of a formalized mentorship component in the induction training package,and the use of the Blended Learning mode of delivery in the Malawian setting. These will be
discussed based on the results of formative evaluation of the instructional material.
4.1. Creation of an effective standardized induction course for school inspectors:
4.1.1. Data relating to revision of content:a.) As you may notice from the pre and posttest scores (appendix 1), results for both are available
for only two participants. A posttest score for one (Kaliu) is missing. Taking into consideration thetwo only, the pretest and posttest averages of 6% and 57.5% respectively show quite significant
gains in levels of attainment of the participants.
Also, a closer look at responses to questions for both tests shows that participants performed
dismally in:- Question 4 (on the role of supervision in relation to other components of the Education Quality
Monitoring System – Session 2); and-Question 5 (relating the job description to the 4 components – Session 3).
b.) The following quotes from participants and mentors’ responses to the questionnaires depict
what they feel are areas requiring revision and tend to shed more light on the nature of revision
desired:“The challenge to me was to differentiate supervision from inspection material. Another challenge
was to link the role of supervision in the whole process of quality monitoring in relation to othercomponents. All this was under the EQMS topic. The challenge was not that the material was
difficult but rather the material was not fully developed. For example, the four components of the
EQMS were not elaborated. I expected to learn more on issues of the national curriculum
framework, the Testing and examination system and on Teacher in-service and pre-service training.
So it was rather difficult to explain the role of supervision in relation to the whole monitoring
system based on the four components of the EQMS.” (Kaliu’s response to Question 3, relating to
Sessions 1 and 2.);21

“The session on provision of guidance and advice, I found it difficult to grasp some of the ideas
which seemed to be closely related.” (Kamanga’s response to Question 3, relating to Session 6.);
Mentor inspectors had this to say:
-Session 3:- Role of standards i.e., what are these standards? There is need at this point tointroduce the criteria for standards to the trainees.

“Session 5-Essential task/activities of Supervision: Is this not the right time to introduce
inspection/supervision instruments for collecting information for the trainees?
“-There is need to further describe the actual inspection and advisory processes for trainees tofully understand.
Hence, the following changes would be recommended:a.) Instead of adding more content, it would be better to provide supplementary reading material on
the four components of the Education Quality Monitoring System (Session1);b.) More clarification of concepts using diagrams and illustrations/examples for content in Sessions
2 and 6;c.) With regard to introduction of an outline of standards in Session 3, it could be desirable to do so.
However, the session is meant to focus on the inspector’s job description and help the trainee relate
his job description to the four components of the EQMS. In so doing, the trainee will be able to see
the scope of his work in a more applicative way in relation to the whole system. It is also expectedthat the standards are adequately presented in Session 8 during the study of supervision instruments,
where they are not only discussed but actually put into practice during the supervision visit. This is
still thought to be the best way to help the trainees familiarize themselves and gain more insight in
the essence of the standards.
d.) With regard to content in Session 5, rather than introduce inspection instruments in this session(and not in Session 8), the best would be to rearrange the sessions by moving Session 5 content into
Session 7 so that it precedes the discussion of instruments in Session 8. Session 6 can move to
Session 5 and Session 7 can move to Session 6. This will still give a coherent discussion ofSupervision and lead into the actual tasks of supervision and eventually into the instruments andpractice.

22

With these changes, it should be possible to obtain a more coherent flow and more detail to the
instructional material without having lengthy chunks of content for each session.
4.1.2. Data relating to duration of the course:With regard to amount of time needed to study the course, the participants had the following to say:“The appropriate duration for the course can be two weeks, working on it 3hours every day.”(Chindenga);“The course duration was to some extent not adequate. Of course it was coupled with a number ofother challenges which made it difficult to complete the course within the specified duration. I
would suggest a good two weeks with at least three hours without interruptions. Some of the parts
which needed more time include the EQMS and on tasks to do with the supervision and inspection
roles.” (Kaliu); and“The course duration was not adequate. An appropriate duration would be two weeks with study
sessions every day. We needed more time for tasks where it required explanations.” (Kamanga.)
The mentor inspectors had the following to say:
“If this is to be done as an initial part of the 'on-the-job' training package, then a minimum
period of 2 to 3 months would be adequate to get the inspector trainee better equipped forpractice.” (Kayira); and“May be 3 months i.e., including actual practical work like observing lessons, writing reports,
e.t.c.” (Mswayo).
The participants actually took four weeks to complete the course, owing to plenty of interruptions
due to a wide range of reasons (i.e., pressure of work, frequent electricity black-outs, personalcommitments, and etc.). The average work rate was one hour per day. As such, I find theirsuggestion of two weeks of uninterrupted study at a work rate of three hours a day as correct.
However, it would do no harm to allow for four weeks maximum, since the circumstances underwhich this study was conducted represented the most realistic environment for the participants.
The opinions of the mentor inspectors were more inclined towards the more comprehensive andcomplete training package. The three months suggested would indeed be a good minimum for suchan extended package. This kind of thinking is usually taking into account the average period for
one complete school term in the Malawian school calendar, a minimum period for the trainee

23inspector to have adequate practice and exposure to the reality of supervision activities on the
ground. In this regard, the three months period really becomes a desirable minimum for theextended and comprehensive training package.
4.1.3. Possibility of an effective standardized induction course.
The significant gains in levels of attainment of the participants as shown by the pre and posttest
average scores coupled with the successful identification of areas requiring revision show that arevised instructional material has a high possibility of yielding higher levels of attainment. As such,the instructional material provides a concrete opportunity for obtaining an effective standardized
induction course for the inspectors.
4.2. Integration of a formalized mentorship component in the induction training package:
The fact that mentor inspectors were able to make such in-depth comments shows the extent towhich they were able to follow the learning process and relate with the trainees’ experiences with
the instructional material. However, from my observation, the following needs to be done:a.) There is still need to clarify the role of the mentor inspectors, as they displayed some measure oflacking certainty on the actual nature of mentorship to be offered in specific instances. In ‘Discover
E-Mentoring’ by London Central Education Business Alliance, mentorship is defined as: ‘A one toone, non-judgmental relationship in which an individual mentor voluntarily gives time to supportand encourage another. This relationship is typically developed at a time of transition in the mentee’slife, and lasts for a significant and sustained period of time.’ A fair understanding of the implicationsof this definition can enhance mentoring performance of the mentor inspectors. Also, they needed
more clarification on how to monitor trainee progress by using the Learning Site.
b.) Since the kind of mentorship desired is the one that also aims at promoting transfer ofknowledge and skills to job performance, such clarification can also be enhanced by giving moreconsideration to the factors affecting performance as outlined in Mary Broad’s article (pg433)
mentioned above, in the design process of the instructional material. Mentor inspectors need to bewell versed in issues relating to transfer of knowledge and skills to performance.
In view of the above, it could be more helpful to develop a supplementary material in form of amentoring manual to provide guidance to the mentor inspectors, especially, taking into account thefact that the Blended Learning approach naturally demands the use of both face-to-face and ementoring approaches. But all in all, it has been quite enriching for them to be able to see the24trainees’ responses to the pre and post tests as well as the questionnaires. This assisted them to seethat it is possible to have a conscious and purposefully done mentorship.
4.3 Use of Blended Learning mode of delivery in the Malawian setting:As noted in the preceding sections of this chapter, the blended learning did run successfully with
LAN installation. What really was being investigated was the possibility of having the online
component effectively used for such training processes to an average Malawian professional
worker. With an initial f2f component that effectively focuses on basic IT skills and introduction of
the learning site and course, it should be possible to offer such blended learning. Despite the nonavailability of actual internet connection, Local Area Network is relatively affordable for
institutions and offices. Installing a server and learning sites on the LAN would be enough to bringabout the online aspect. Activities requiring interaction with those outside the LAN can form partof the f2f component.

25

Chapter 5. Conclusion:
5.1 Summary of findings:
The results of the pre and posttests show significant gains in the participants’ levels of
attainment, further confirming that the instructional material and the mode of delivery has someappreciable measure of effectiveness at delivering on the objectives of the course. Also, the oneon-one formative evaluation has effectively exposed areas of the instructional material that
require revision as well as the nature of revision required.
The possibility of e-Learning with or without the internet has also been confirmed. With the useof Local Area Network, it is still possible to have a viable online component used in a Blended
Learning mode.
More time is needed for a serious and well designed training package for newly recruitedinspectors. One week workshops with no proper follow-up training do not allow for adequate
preparation of the inspectors.
5.2 Limitations of this research:
Two major limitations arise for this research:a.) Failure to conduct the Small Group phase denied the opportunity to identify more areas thatwould require refinement and result in the further improvement of the instructional material.
b.) Mentorship tasks are not well clarified e.g., how the mentor inspector should monitor andevaluate performance of trainees. More work in mentorship design needs to be done to provide
the mentor inspectors with an effective way of monitoring trainees’ progress and providing
effective mentorship.
5.3 Implications of the findings:
This material is the first of its kind in Malawi. As such it offers a number of new opportunities
both for training of inspectors in particular, and corporate training in general. Despite thelimitations, further revision and design of the instructional material for small group formativeevaluation is possible. In this regard, it still remains crucial as a foundational course for a morecomprehensive and complete training package for inspectors. For the first time, it is possible towork towards obtaining a standardized training arrangement for inspectors that uses a Blended26

Learning approach, not only in Malawi but also in other developing countries where thetraditional pessimism and fears at the mention of online education and training has been theorder of the day. It is my hope that these findings have helped demystify e-Learning and dispel
most of such usually exaggerated fears in my country.
Such a training package can also serve as a good example to be used in designing similar
training packages tailor-made for other institutions/ work places in Malawi. The corporate sector
in Malawi is yet to develop a culture where institutional tailor-made training arrangements arecommon, and mostly relies on training programs offered by external distance education/ training
providers. The results of this research also provide hope for a new era where institutional tailormade training programs can be created and established.

27

References:

Kachama B.S. (1981). The Instructional Handbook for Inspectors. Lilongwe: Malawi
Ministry of Education and Culture.
De Grauwe, A., Carron, G. (2007). Reforming school supervision for quality
improvement (Modules 1 and 2). Retrieved fromwww.iiep.unesco.org/capacity.../school-supervision OR
www.iiep.unesco.org/fileadmin/.../Supervision/SUP_Guide.pdf. Paris: IIEP/UNESCO.
Harrison, M. (February, 2002). Inspection Review Consultancy, DfID Support for thedevelopment of a proposal for a viable, costed, efficient and effective inspection
system for Malawi’s primary and secondary schools. Lilongwe: Malawi.
Active Community Unit, (2001). In Discover E-Mentoring. Retrieved fromwww.businesses-schools-together.com/..../LCEBA E-mentoringbrochure.pdf. London:
London Central Education Business Alliance.
Suzuki, K. (2004). In JICA (08), Introduction to e-Learning. Elf Textbook (Chapter 7),
Graduate School of Instructional Systems, Kumamoto University, Kumamoto.
Broad, M. (2000) “Ensuring Transfer of Learning to the Job,” Piskurich, G.M.,
Beckschi, P., Hall, B. (editors). ASTD Handbook of Training Design and Delivery,(pp430-434.). New York: McGraw-Hill.
Parents’ Association of the European School Munich. The European School System.
Retrieved September 02, 2009 from http://www.evesm.org/resources/European_School_System.PDF

28

Appendix 1. Participants’ Pretest and Posttest scores:

Question and Name of participants

Pretest score

Posttest score

10 marks

10 marks

2

7

3

?

2

5

2. What are the four components of the
Education Quality Monitoring System?

4 marks

4 marksa.) Chindenga

14b.) Kaliu

1?

c.) Kamanga

1

4

3. What is Supervision?

4 marks

4 marksa.) Chindenga

0

3

0

?

0

2

4. Explain the role of supervision in thewhole quality monitoring system in
relation to the other components.

10 marks

10 marksa.) Chindenga

13b.) Kaliu

1?

c.) Kamanga

00

10 marks

10 marks

0

4

2

?

1. Define the Education Quality
Monitoring System, outlining the key
aspects of the definition.

a.) Chindengab.) Kaliuc.) Kamangab.) Kaliuc.) Kamanga

5. Mention at least one example of thetasks in the supervisor's job description
under each of the four components of the
Education Quality Monitoring System.

a.) Chindengab.) Kaliu

29

1

3

6. Mention any five instruments used insupervision visits.

5 marks

5 marksa.) Chindenga

0

5

0

?

0

5

15 marks

15 marks

0

9

0

?

0

13

6%

60%

12%

?

6%

55%

c.) Kamangab.) Kaliuc.) Kamanga

7. Explain how any three of the
instruments mentioned above are used forcollecting and/or processing data (alsospecify the kind of data they are used tocollect).

a.) Chindengab.) Kaliuc.) Kamanga

Final Score:a.) Chindengab.) Kaliuc.) Kamanga30

Appendix 2. Participants’ Questionnaire responses:

Question
1. What did you find‘good’ about thematerial in general?

2. What did you
find ‘not good’
about the material ingeneral?

3. What was difficult
to understand in thematerial (mention the
topic/sub topic, andexplain the kind ofdifficulty
you faced)?

Chindenga

Kaliu

Kamanga(a) It has
equipped me withnew knowledge
and skills as an
Inspector.
(b) The material
is clear andwell understood.

It is thepresentation of
the course
content; I
really liked andenjoyed reading
through themodules. The
material ingeneral was very
relevant to myjob.

The course
Material waswell arranged
for a student tofollow. For eachsessionobjectives were
stipulated,definitions wereclear andconcluding
remarks gave avery goodsummary.

Nothing,
everything waswell explained.

Honestly there
is nothing that
I found to be
not good. The
material wasjust good.

I failed toaccess the pageon the internet
which derailed
my speed incarrying out thetasks.

As explained
above, thematerial waswell explained,
and I did nothave problems inunderstandingit.

The challenge tome was todifferentiate
supervision from
inspection
material.
Anotherchallenge was tolink the role ofsupervision in
the whole
process ofqualitymonitoring in
relation toothercomponents. All
this was under
the EQMS topic.
The challenge
was not that thematerial was
difficult but
rather thematerial was not
fully developed.
For example, thefour componentsof the EQMS were
not elaborated.
I expected tolearn more on
issues of the

The session on
provision of
guidance andadvice. I foundit difficult tograsp some of
the ideas which
seemed to beclosely related.

31

national
curriculum
framework, theTesting andexamination
system and on
Teacher inservice and preservice
training. So it
was rather
difficult to
explain the roleof supervision
in relation to
the wholemonitoring
system based on
the fourcomponents ofthe EQMS.

4. What was easy tounderstand in thematerial? (mention
the topic/subtopic
and explain what
was easy about it)

Almost every
topic was easy
to understandprovided you
give yourself
enough time readand understandthe material
properly.

What I foundeasy tounderstand was
the topic on
Supervision
tools andInstruments. I
found the topic
easy because it
was veryinteresting andrelevant to mywork. In
addition thepresentation of
the material wasjust very good.
For example, thethree categoriesof thesupervision
tools and
instruments andtheir examples
were wellpresented andexplained. This
is what made thematerial easy tounderstand.

It was very easy
to understandjob descriptionof theSupervisor orInspector.
Points arelisted. There
was no need toread throughmany times.

5. What must be
added/ subtracted
from the material?
(What do you
consider irrelevant,repetitive or obvious

Nothing should
be subtracted on
the material but
what is neededis theimplementationof all these
aspects on the

What I feel must
be added ismaterial on thecomponents ofthe EQMS. I
would suggestthat the four
components ofI feel the pretest should be
subtracted
because it mademe think I would
not manage
handling thetasks ahead of32

information to you?)

6. What problems(if any) did you
experience withnavigation(accessing content)
through the learningsite?

7. Was the course
duration adequate
for you? If not,suggest an
appropriate
duration. Also, pointout which parts ofthe content required
more time.

ground so that
education
standards should
really improve.

the EQMS
mentioned shouldbe elaborated inrelation to thequalitymonitoring
system. I would
also suggestthat the role ofthe supervisor
should be
defined and be
differentiatedfrom that of aninspector indetail.
Otherwise there
is noinformation I
found to beirrelevant,repetitive or
obvious.

me.

These include,
power problems
sometimes andthe problem withthe server.

There were two
major problems I
experienced withnavigation.
Firstly was thechallenge inaccessing theinternet. The
page could not
be displayedwhen I needed it
most. Secondly,
frequent blackouts negatively
affected my paceof working.

I Experienced
power failure insome cases which
led to loss ofwork done if not
saved. In othercases the page
could not be
accessed on theinternet.

The appropriate
duration for thecourse can be
two weeks,
working on it
3hours every day

The course
duration was tosome extent notadequate. Of
course it was
coupled with anumber of otherchallenges which
made itdifficult tocomplete thecourse within
the specified
duration. I
would suggest agood two weeks

The course
duration was notadequate. An
appropriate
duration would
be two weeks
with study
sessions everyday. We needed
more time fortasks where it
required.
explanations

33

with at least
three hours
without
interruptions.
Some of theparts which
needed more time
include the EQMS
and on tasks to
do with thesupervision andinspection
roles.

8. Any othercomments?

(a) Feed backhas to given sothat we can see
the way we have
performed inthis elearning.
(b) Supervision
has to be done
now and again sothat standards
should really
improve.
(c) Schools
should be given
all thenecessarymaterials forbetter teaching.
(d) In- service
courses have to
be given toteachers everytime.

I personallyfound the coursevery educativeand inspiring.
It is arewarding course
and it is very
relevant to myjob. The course
content was also
very good.
However thechallenge was on
the inadequate
time to do theactualsupervision in
the classroom inorder to have ahands-onexperience withthe supervision
tools and
instruments.

In futuresensitizing
participants onwhat the course
requires and may
be agree on timeframe would be
good. On thewhole I enjoyedparticipating in
the exercise it
has been an eye
opener.

34

Appendix 3. Questionnaire responses for mentor inspectors:

Question
1. What did you find‘good’ about thematerial in general?

2. What did you find‘not good’ about thematerial in general?

3. What parts of thecontent did you findfactually orconceptually
incorrect. Alsosuggest a morecorrect version ofeach of the identified

KayiraMswayo-Quizzes are relevantto the content
trainees have gone
through, andconsolidates what thetrainees have learnt.
-Lay out of thesessions is very good.
Each part is numbered;starts with objectives
then discusses content
for each session.
-Sessions 3 and 6 arebrief, but theassignments, once
done, expand thesessions and enrich
the trainees'
understanding.

The material
in general iseasy tofollow. It has
been portioned
in brief
presentations
which makes
studying easy
and at the endof either one
or two there
are quizzes
which makereflecting on
the material
much easier.

-Need to include
gender neutral
pronouns instead of
only 'he'; but'he/she'.
-Need to make somechanges in sentence
construction as wellas correct some typing
errors.
-Need to give a brief
definition of the key
terms:
inspector/supervisor
and/orinspection/supervisionin the Welcome page sothat the trainee
should and initial
understand of theterms, which help
him/her follow thediscussion in thematerial more easily.

Really "not good"
but need to add
some diagrammaticpresentations foreasy comprehension
and breaking
monotony in someareas. e.g., howsupervision feeds
into improvement of
the education
system.

Not necessarily 'incorrect',
but the following
improvements are suggested:-Session5 (Supervision). Is
this not the right time tointroduce
inspection/supervision
instruments for collecting
information for the
trainees?

Just need tomake distinct
difference
betweeninspection,
supervision
and advisory.

35

parts.

4. What parts of thecontent did you findfactually andconceptually correctand insightful?

5. What must be
added/ subtracted
from the material?
(What do you
consider irrelevant,repetitive or obvious
information to you?)-Session7 Quiz: - If option
or alternative is not a full
sentence, avoid putting afull stop at the end, unless
it is a completion type ofquestion.
-For uniformity, you mightalso have come up with fivequestions in sessioon7 quiz.
-Session 8:- Abbreviation
for READ = Record of
Evidence and Analysis (notAssessment) Document.
Almost all the content
is factually correct
and really insightful.
But there is need to
add more content andalso reorganize it insome parts assuggested.

Generally allareas arefactually andconceptuallycorrect andinsightfulespecially on
the essential
tasks/
activities ofsupervision.

-There is need tofurther describe theactual inspection andadvisory processes fortrainees to fully
understand.
-Session3:- Role ofstandards i.e., what
are these standards?
There is need at thispoint to introduce thecriteria for standards
to the trainees.
-May be follow up
activities should be
discussed in the lastsessions after you
discuss supervision
processes andinstruments. Thenfollow up as indicatedi.e., advisory and inservice training(workshops).
-In the Welcome page's
conclusion; the phrase'keeping standards’ is
too choroqial. You maychange to 'maintenanceof standards.'-References: Add more
to make your work morecredible, and indicate
place of publication
for the Instructional

May add anissue on typesof inspections
commonly
carried out
and approaches
tosupervision,
but also hints
on report
writing.

36

Handbook (Lilongwe),
as well as making surethat the references
are in alphabeticalorder.
-Session2: Need formore information under
the discussion of the
4 components, so thatthe trainees caneasily see theirinterrelationships.
Also after the passage"Subsequent in-service
training and educationis also organized inorder to ensure
continuity in theteachers' capacity
building so that at
all times.....” thereis need for more
information regarding
how this done. The
other way to achieve
this would be to refer
the trainees to someother materials forfurther reading which
provide more
information on theconcerned portion ofcontent.

6. In what parts of thecontent did thetrainees seek moreguidance from you asa mentor? Suggest
possible
improvements for
self-learning support.

7. Did you find any
difficulties withnavigation (accessing
the content) throughthe learning site?
Please List them andsuggest possible
improvements.

8. Any suggestions
for learner motivation-Having introduced theinspection andadvisory processes in
Session5, it would bebetter to briefly
outline thesteps/processes ofinspection/supervision
and advisory before
they practice withmentor inspectors.

Suggestion:
May add a
brief
component offace to face,possibly 1
week.

No problem withaccessing content
pages. The learning
flow is good andnavigating through thecontent does not
require special
skills.

Nodifficulties,
the process is
so simplified
and easy tofollow and get
through.

-Maybe include somepictorial/
diagrammatic

Inclusion ofdiagrams for
some

37

in the material?

information, just to
break the monotony oftext. Otherwise, thecontent layout is goodenough. Also, the quiz
instant feedback 'popups' have a'psychologicaluplifting' effect on
the trainee, hence,
could be considered agood aspect ofmotivation.

explanations

9. Any suggestions
about course
duration?

If this is to be done
as an initial part of
the 'on-the-job'training package, thena minimum period of 2
to 3 months would be
adequate to get theinspector trainee
better equipped forpractice.

May be 3months i.e.,
includingactualpractical work
like observing
lessons,
writingreports,
e.t.c.

10. Any othercomments andobservations?

Your content is welldeveloped. It flows
well and is easy for
inspector/supervisor
trainees to follow andcomprehend (thecontent). It can
professionally equip
them.

None

38

Pictures of men used in the LAN installation at Lilongwe Girls Secondary School.

Peter.

Abisai39