administration - management

7/31/2019 Administration - Management

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Words of Wisdom:

Opportunity is attracted to people with adream. They are the first to be hired, firstto be offered opportunity, and first to bepromoted. The bigger the dream the faster

the doors open. People without a dreamare last to be hired, last to be promoted.For non-dreamers, doors remain closed.Dreamers develop an attitude that radiatesenergy, they have a sense of purpose andmeaning in their lives and bosses likethem to which they offer opportunity. Thisis how the impossible becomes possible.


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P O S:

P preparation

O opportunity

S Success

Preparation leads to opportunity and

eventually to success.

Continue dreaming big dreams & prepare

yourselves. Soon you reap the fruit of

success.


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The only choice for an institution is

between management and

mismanagement Whether it is beingdone right or not will determine largely

whether the enterprise will survive and

prosper or decline and ultimately fail.- Peter Drucker

HENCE, UNDERSTANDING and

PRACTICE of MANAGEMENT of

ORGANIZATIONS IS VERY IMPORTANT.


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Administration & Management

Managing is one of the most importanthuman activities.

These two processes are distinct from, yet

closely related and linked to, each other. In other words, the school administrator is

both administrator and manager.

By tradition, school administrator occupies astrategic position in the educational system,

involving total functioning of the school.


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1. Management is the act or function of

putting into practice the policies and plans

decided upon by the administration.

2. Administration is a determinative function,

while management is an executive function.


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3. Administration makes the importantdecisions of an enterprise in its entirety,

whereas management makes the decisions

within the confines of the framework, whichis set up by the administration.

4. Administrators are mainly found in

government, military, religious andeducational organizations. Management, on

the other hand, is used by business

enterprises.


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Administration vs Management

Administration is ahigher level function

Management is a

generic team Management and

administration aresynonymous

Top Manageme

MiddleManage

LowerManage


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Organization & Management

Managing is one of the most important

human activities.

Organizations are important . They provide

the means for individuals, groups &

societies to meet their needs provide

useful goods or services.


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Management, Administration and Organization

Management

It puts into action the policiesand plans laid down by the

administration.It is an executive function.

It takes decisions within theframework set by the

administration.

It is a middle level activity.

Motivating and controllingfunctions are involved in it.

It requires technical activities

Administration

It is concerned about thedetermination of objectives

and major policies of anorganization.

It is a determinative function.

It takes major decisions ofan enterprise as a whole.

It is a top-level activity.

:Planning and organizingfunctions are involved in it.

It needs administrative ratherthan technical abilities.

Organization

It helps division of labor andallotment of work to groups .

It organizes the activities andsub-activities for theaccomplishment of

organizational objectives.

It lays down line of authorityand line of action.

It delegates authority and

fixes up responsibility forvarious activities.


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External Governance & Internal

GovernanceExternal Governance relates to the

management of the entire educational

system.

Internal Governance relates to themanagement of and by each of the systems

component institutions, such as the

educational department and its operatingagencies, as well as various educational

institutions and other government

departments with educational functions.


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Educational Administration &

Educational Governance

Educational Administration -

is concerned with the process of

administering the execution of public

affairs in educational organizations, the

performance of executive functions, the

guiding, controlling, and directing of

educational organizations, and thejudicious use of means to accomplish

educational ends.


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Educational Administration &

Educational Governance

Educational Governance -

On the other hand, is concerned with the political

function of policy making in education; the

organization and machinery thorough which

political units such as federal agencies, state

departments, and local school districts exercise

authority and perform functions; and the complexpolitical institutions, laws and customs that

comprise the setting for the performance of

administrative functions and responsibilities.


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7 duties and responsibilities of

school administrator (EA of 1982)

1. Perform his duties to the school by discharging his

responsibilities in accordance with the philosophy,

goals, and objectives of the school;

2. Be accountable for the efficient and effectiveadministration and management of the school

3. Develop and maintain a school atmosphere

conductive to the promotion and prevention of

academic freedom and effective teaching and

learning and to harmonious and progressive

school personnel relationship.


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4. Assume and maintain professional behavior in his

work and in his dealings with students, teachers,

academic and non-teaching personnel,

administrative staff, and parents or guardians.5. Renders adequate reports for teachers, academic

non-teaching personnel, etc. on their school

performance in relation to their expected

performance and counsel on ways to improve it

6. Observe due process, fairness, promptness,

privacy, constructiveness, and consistency in

disciplining his teachers and other personnel.


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7. Maintain adequate records and submit required

reports to the department concern.


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Importance of Management

Poor management is one of the major

reasons so many organizations of various

sizes fail.

In our increasingly complex and rapidly

changing world, the need for intelligent

management is greater than before.

A continuous learning and solid grounding

in management to successfully guide

school organizations is a challenge posed

to us.


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Managementis the process of

designing and maintaining an

environment in which individuals, workingtogether in group, efficiently accomplish

selected aims (Koontz, 1990).

Managementis the process of

achieving organizational goals by

engaging in the four major functions ofplanning, organizing, leading, and

controlling (Bartol and Martin, 1999).


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Management

is the task of planning, organizing,

leading, and controlling the use ofresources in order to achieve some

performance objectives (Body, 2002).

Management

is the attainment of organizational goals in

an effective and efficient manner through

planning, organizing, leading, andcontrolling organizational resources

(Draft, 2005).


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Management

Management is the process of workingwith people and resources to accomplish

organizational goals (Bateman and Snell,

2007). Management is the planning, organizing,

leading, and controlling of human and

other resources to achieve organizationalgoals efficiently and effectively (Jones and

George, 2008).


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Is the School Administrator mandated by the

Education Act of 1982 to perform both

administrative and management functions?

YES. Under EA of 1982 provides that every school

administrator shall be accountable for the efficientand effective administration and management of the

school. It was also pointed out that management is

a vital aspect of administration. That management is,

from one point of view, considered as one of the fourfactors of production together with land, labor, and

capital.


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The Key element in the Administrative process is

people

* This holds true, because the administrator has:

1. to see to it that he has the people for the task of

the organization;

2. that they know what they are to do;3. that they know how to go about the task together;

4. that they get it done;

5. and that they are rewarded for doing it.

Meaning, it involves people directly or indirectly. It is

the people who works for the organization, without

them organization is not complete


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Why is the administrative process a social

process? It is because it involves people directly or

indirectly. It is a social process in terms of objectives,

content and methods.

* Objectives, because Its desired end as a whole is

human and social development;

* In terms of content, it is a social process becausethe substance or subject matter of its decision-

making function involves or affects people directly or

indirectly;

* In Methods, it is a social process since it utilizes

procedures, strategies, process, and techniques

which involves or affect human beings directly or

indirectly.


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Two Contemporary Views of School Administration:

The Foundational View and The Functional View.

* The Foundational View poses the issue ofWhy

one behaves as he does, and it utilizes established

and emerging theoretical frameworks for analyzing

the antecedents, predictors, correlates or outcomesof administrative behavior.

* The Functional View, on the other hand, poses the

issue ofwhatone does or should do as a school

administrator, and it focuses on the tasks andactivities in which one must be competent if he is to

be both efficient and effective in the administration

and management of the school.


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Two Vital Aspect of Administration and these are:

1. Organization

2. Management


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Threefold Concept of

Management1. As viewed by the ECONOMISTS:

Management is one of the factors of

production together with land, labor, and

capital. As the industrialization of thenation increases, the need for management

becomes greater as it is substituted for

capital and labor that determines theproductivity and profitability. If the industry

is experiencing innovations, then

management must be used intensively.


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Management2. As viewed by a SPECIALISTS in

administration and organization:

Management is a system of Authority.

Management was developed as:a. Authoritarian Philosophy, with a small

number of top individuals determining all

the actions of the rank and file. And later,b. Humanitarian Concepts, caused to develop

paternalistic approaches


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Managementc. Still later, The Constitutional Management

emerged, characterized by a concern for

definite and consistent policies and

procedures for dealing with the workinggroup.

d. Modern management, tends employees to

receive higher education toward ademocratic and participative approach.


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Management3. As viewed by a SOCIOLOGISTS,

management is a Class and Status System.

The increase in the complexity of

relationships in modern society demandsthat managers become an elite of brains

and education.

Entrance of this class is moreeducation and knowledge instead of on a

family or political connections.


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PLANNING

.Decision

making

LEADING.Communicating

Motivating

ORGANIZINGCONTROLLING

RESOURCES

Human

Financial

Raw materials

Technological

information

PERFORMANCE

Attain goals

Products

Services

Efficiency

Effectiveness

Process series of actions or operations conducing to


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Process- series of actions or operations conducing to

an end.

Goal the end toward which effort is directed

Effectiveness the degree to which an

organization achieves a stated goal

Efficiency the least use of resources in the

process of achieving goals

Resources available means in the process of

achieving goals. Examples: man, money, machines,

materials, moment, method

(others: values, information, space)


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A good definition ofmanagement

contains:

1. Managerial process

2. Incorporation of the human element3. Statement of the goal/objective

4. Resources of the organization

5. Environment changing and dynamic

6. Efficiency and effectiveness


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Elements of administration -Management

Functions

Decision Making Organizing

Staffing

Planning

Controlling

Communicating

Directing (Leading)

Budgeting

Innovating
http://en.wikipedia.org/wiki/Planninghttp://en.wikipedia.org/wiki/Staffinghttp://en.wikipedia.org/wiki/Staffinghttp://en.wikipedia.org/wiki/Planninghttp://en.wikipedia.org/wiki/Planning


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Decision-making the process by which a

course of action is consciously chosen from

available alternatives for the purpose ofachieving a desired result.

Planning is defining goals for future

organizational performance and deciding on the

tasks and use of resources needed to attainthem.

Organizing involves the assignment of tasks,

the grouping of tasks into departments, and the

assignment of authority and allocation of

resources across the organization.


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Leading involves the use of influence to

motivate employees to achieve

organizational goals. (It includescommunicating with others and motivating

organizational members.)

Staffing the process by which themanagers select, train, promote, and retire

subordinates.

Controlling is concerned with monitoringemployees activities, keeping the

organization on track toward its goals, and

making corrections as needed.


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Communicating the process by which the

ideas are transmitted to others for thepurpose of effecting a desired result.

Innovating the process of making orintroducing changes in the organization,

such as a new method, a new procedure, a

new technique, a new approach, etc.


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Levels of the Management Hierarchy(Daft, 2005)

Operational Level is concerned with day to daysupervision of specific production processes.

(supervisory or first line mgt.)

Coordinative Level is responsible forimplementing the overall strategies and policies

defined by top managers (middle mgt.)

Strategic Level is concerned with long-term

strategic considerations, with setting long-termorganizational goals and determining how

resources and activities will be controlled. (top

mgt.)

T f M (S h h 2006)


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Types of Managers (Schermerhorn,2006)

1. By level in the organization:

a. first line managers direct operating

employees. Ex. Foreman, supervisors

b. Middle managers direct and coordinatethe activities of other managers ex.

Department manager, Regional Director

c. Top manager responsible for the over all

management of the organization. Ex.

President,CEO, EVP, VP


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2. By the range of organizational activities

for which they are responsible:

a. functional manager responsible for

only one organizational activity, such asmarketing, accounting, personnel.

b. General manager oversees acomplex unit and he is responsible for all

the activities of that unit/organization.

Skill f th M (D b i 2003)


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Skills of the Manager (Dubrin, 2003)

Technical skill involves an

understanding of and proficiency in a

specific activity that involves methods,

processes, procedures or techniques.

Human relations skill ability to work

effectively as a team member and to build

cooperative effort in the unit. It includesthe ability to motivate, facilitate,

coordinate, lead, communicate and

resolve conflicts.


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Conceptual skill ability to see the

organization as a whole and the

relationship among its parts.

Diagnostic skill ability to investigate and

then to decide on and implement a solution.

Political skill ability to build a power base

and enhance ones position. It includesestablishing the right connections and

impressing the right people.


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Roles of the Manager (Schermerhorn, 2006)

A. Interpersonal roleshow a manager

interacts with other people.

1. Figure head as a symbol of legal

authority, performing ceremonial duties (e.g.

signing documents and receiving visitors)

2. Leader motivating subordinates to get thejob done properly.

3. Liaison serving as a link in a horizontal

and vertical chain of communication.


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B. Informational Roles-how a manager exchangesand manages information.

4. Nerve Center serving as a focal point forinformation. Seeking/receiving information to

develop thorough understanding of the org.

5. Disseminator transmitting selectedinformation to subordinates

6. Spokesperson transmitting selectedinformation to outsiders. Speaking on behalf

of the org. about plans, policies, actions.


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C. Decisional Roles-How a manager uses informationin decision making.

7. Entrepreneur designing and initiating changeswithin the organization

8. Disturbance Handler

taking corrective action innonroutine situations

9. Resource Allocator deciding exactly who

should get resources

10. Negotiator participating in negotiating sessionswith other parties to make sure the organization'sinterests are adequately represented


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Approaches to the Study of Management

(Martinez, 1983)

Traditional/Process analyzes the managementprocess, establishes its conceptual framework,

identifies its principles and builds a theoryof management from them

Empirical

analyzes management by a study ofexperience from which generalizations aredrawn. It is case method of teaching.


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Human Behavior concentrates on the human

aspect of management and the principle thatwhen people work together to accomplishgroup objectives, people shouldunderstand people.

Social System looks upon management asa system of cultural interrelationships.

Operations Research looks at management asa system of mathematical model and processes.

R t Ch i M t P ti


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Recent Changes in Mgt Practices

(Jones and George, 2008)

To increase efficiency and effectiveness:

1.Restructuring organizations and

outsourcing specific organizational

activities to reduce the number of

employees on the payroll and make more

productive use of the remaining workforce.


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Restructuring and Outsourcing

Restructuring involves simplifying,

shrinking, or downsizing an organizations

operations to lower operating costs.

Outsourcing involves contracting with

another company, usually in cost country

abroad, to have it perform a work activity

the organization previously performeditself.


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Some Changes in Mgt Practices

2. Empowering lower-level employees and

moving to self-managed teams.

Empowerment involves giving employees

more authority and responsibility over the

way they perform their work activities.

E t d S lf d


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Empowerment and Self-managed

Teams

Self-managed team a group of

employees who assume responsibility for

organizing, controlling, and supervising

their own activities and monitoring the

quality of the goods and services rhey

provide.

Challenges for Management in a


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Challenges for Management in aGlobal Environment

(Jones and George, 2008)1. Building competitive advantage

Competitive advantage / core competence is

the ability of one organization to

outperform other organizations because

it produces desired goods or services

more efficiently and effectively than itscompetitors.


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Core Competence

Core competence is something a firm

does especially well relative to its

competitors. It is the unique

skills/knowledge a firm posses that give itan edge over competitors.

Honda small engine design and

manufacturingSony miniaturization

FedEx logistics and customer service


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Competitive advantage

Building blocks of competitive advantage:

a. Efficiency outsourcing, cross training

b. QualityTQM, QC

c. Innovationspeed, flexibility

d. Responsiveness to customers, empower


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Challenges for Management

2. Maintaining ethical and socially

responsible standards.

Social responsibility obligations a

company has toward the people and

groups affected by its activities such as

employees, customers, or thecommunities in which it operates.


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3. Managing a diverse workforce

Today, the age, gender, race, ethnicity,

religion, sexual preference, and socio-

economic makeup of the workforce

present new challenges for managers

treat human resources in a fair andequitable manner.


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4. Utilizing IT and E-commerce

-efficient utilization of new information

technology like computer-controlled

manufacturing and Web-based IT etc. that

can held the firm build a competitive

advantage


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5. Practicing global crisis management

a. Natural causes tsunamis, hurricanes

b. Man-made global warming, pollution

c. Geopolitical tensions regions protect

their own economic and political interests


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Management Paradox:

(1) Managers keep everything running

efficiently and profitably, while at the

same time, (2) change everything.

It is no longer enough just to learn how tomeasure and control things. Success

accrues to those who learn how to

initiate change and create organizationsthat can change quickly. (Daft, 2005)


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Managers mindset:

To see change as the nature of things

To create vision and cultural values that allow

people to create a truly collaborative workplace

To engage whole employees- emphasize humantouch, involve employees hearts & minds as

well as their bodies.

To keep pace with ever advancing technology

To do more with less


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Do you agree with the idea that

management may be considered or

should be considered as a fourth agent

or factor of production aside from land,

labor, and capital?

YES. As stated that, whenever people are

working together for a common end, there

must be some form of organization;


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Cont.

That is, the task must be divide among

them and the work of the group must be

planned, directed, coordinated, and

controlled by managers who make the

decisions, a process by which a course ofaction is chosen from available

alternatives for the purpose of achieving a

desired result. Therefore, it is viewed as acomplementary concepts.


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Why is management needed in our

schools, colleges, and universities?

Because of the basic roles performed by

managers under three categories:1. Interpersonal Roles

2. Informational Roles

3. Decisional Roles


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1. Interpersonal Roles

a. A manager is a symbol or figurehead. Thisrole is necessary because of the position

occupied and consists of such duties as

signing certain documents required by law

and officially receiving visitors.

b. Managers serves as a leader, that is, hires,

trains, encourages, fires, remunerates,

judges.c. Managers serves as a Liaison between

outside contracts such as community, etc

and the organization.


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2. Informational Roles

a. As monitors, managers gather information inorder to be well-informed.

b. Managers serves as a Disseminators of

information, flowing from both external and

internal sources.

c. Managers are spokesperson or

representative of the organization, they

speak for subordinates to superiors andrepresent upper management to

subordinates.


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3. Decisional Roles

a. Managers are entrepreneurs, areinitiators innovators, problem

discoverers, and designers of

improvement projects that direct andcontrol change in the organization .

b. As Disturbance handlers, Managers

react to situations that are unexpected,such as resignations of subordinates,

firings, or losses of customers.


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3. Decisional Roles

c. Managers are Resource allocators.

d. Finally, Managers are Negotiators.

This role can be partially delegated at

times; however, managers assume it

when conflicts arise.


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Reminder:Managing is an indispensable human

activity.

Let us learn how to manage organizationssuccessfully.

Happy managing!

administration - management

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