SCHOOL MANAGEMENT

NATURE OF MANAGEMENTNATURE OF MANAGEMENT

Function of the executive leadership, Function of the executive leadership, that is directing the organization that is directing the organization towards the attainment of its goals towards the attainment of its goals and objectives and objectives

Accomplishment of desired goals and Accomplishment of desired goals and objectives by establishing an objectives by establishing an environment favorable to environment favorable to performance by people in organized performance by people in organized groupsgroups

Nature of managementNature of management

Getting things done through other Getting things done through other people, first and foremost and people, first and foremost and other resourcesother resources

Knowing exactly what you want Knowing exactly what you want your men to do, seeking that they your men to do, seeking that they do it in the best and cheapest do it in the best and cheapest wayway

ORGANIZATION AND ORGANIZATION AND MANAGEMENTMANAGEMENT Systematic arrangement of people Systematic arrangement of people

to accomplish objectives/purposeto accomplish objectives/purpose Managed by top management and Managed by top management and

by-middle management managersby-middle management managers Organizational structure could either Organizational structure could either

be functional or divisional be functional or divisional System approach in organizationSystem approach in organization

GROUP SERVED BY GROUP SERVED BY MANAGEMENTMANAGEMENT

Internal Group-Internal Group-personnel and staff personnel and staff

External Group-External Group-immediate immediate community memberscommunity members

MANAGEMENT SKILLSMANAGEMENT SKILLS

Conceptual skills-mental ability to Conceptual skills-mental ability to analyze and diagnose complex analyze and diagnose complex situationssituations

Technical Skills-ability to apply Technical Skills-ability to apply specialized knowledge and specialized knowledge and expertiseexpertise

Human Skills-ability to work with, Human Skills-ability to work with, understand, & motivate other understand, & motivate other people to act or work on set goalspeople to act or work on set goals

FUNCTIONS OF FUNCTIONS OF MANAGEMENTMANAGEMENT Planning-is setting goals and deciding on Planning-is setting goals and deciding on

course of action, developing rules and course of action, developing rules and procedures, developing plans and procedures, developing plans and forecastingforecastingImportanceImportance

*offset uncertainty & change*offset uncertainty & change* focus attention on goals & objectives* focus attention on goals & objectives*gain economical & effective operation*gain economical & effective operation* facilitate * facilitate

monitoring/assessment/contlmonitoring/assessment/contl

Characteristics Characteristics

Goal-directed-to facilitate Goal-directed-to facilitate accomplishmentaccomplishment

Primacy of planning-basis for Primacy of planning-basis for organizing, leading and monitoringorganizing, leading and monitoring

Pervasiveness of planning-for small Pervasiveness of planning-for small and big agency, formal or informaland big agency, formal or informal

Effectivity of plans-can be measured Effectivity of plans-can be measured hence attainablehence attainable

OrganizingOrganizing

Identifying jobs to be done, hiring Identifying jobs to be done, hiring people to do them, establishing people to do them, establishing departments, delegating or departments, delegating or pushing to subordinate, pushing to subordinate, establishing a chain of command establishing a chain of command and coordinating the work of the and coordinating the work of the manager's subordinatemanager's subordinate

ImportanceImportance

Establish line of authorityEstablish line of authority Improve the efficiency and Improve the efficiency and

effectivity of the workeffectivity of the work Facilitate attainment of goals and Facilitate attainment of goals and

objectivesobjectives

LeadingLeading

Influencing other people to get the job Influencing other people to get the job done, maintaining morale, molding done, maintaining morale, molding company culture, and managing company culture, and managing conflicts and communicationconflicts and communication

A leader sets people in the right A leader sets people in the right direction, gains commitment to direction, gains commitment to achieve the organization’s missionachieve the organization’s mission

A leader motivates them to achieve A leader motivates them to achieve goalsgoals

HATS/ROLE WORE BY HATS/ROLE WORE BY MANAGERSMANAGERS Figurehead roleFigurehead role Leader roleLeader role Liaison roleLiaison role Spokesperson roleSpokesperson role Negotiator roleNegotiator role

CONTROLLINGCONTROLLING

Setting standards comparing Setting standards comparing actual performance with these actual performance with these standards, and then corrective standards, and then corrective actions as requiredactions as required

Monitoring performance of the Monitoring performance of the organizationorganization

Effective Effective control/assessment need control/assessment need to:to:

Plan what you want to achievePlan what you want to achieve Measure regularly what has been Measure regularly what has been

achievedachieved Compare actual achievements Compare actual achievements

with the planwith the plan Take action to correct deviation Take action to correct deviation

from the planfrom the plan

What are assessed?What are assessed?

People-the efficiency or effectiveness People-the efficiency or effectiveness of the people employed in terms of of the people employed in terms of their performancetheir performance

Program-if it is properly Program-if it is properly implemented/observed implemented/observed

Plans-if they are achievedPlans-if they are achieved Activities-how well they are expectedActivities-how well they are expected Plant-if it still serves its purposePlant-if it still serves its purpose

What are assessed?What are assessed?

Materials-their availability, Materials-their availability, condition, convertibility & wastecondition, convertibility & waste

Services offered-extent to which Services offered-extent to which they are donethey are done

Policies-if all are still applicable or Policies-if all are still applicable or need revisionsneed revisions

Linkages-its effectivityLinkages-its effectivity

Scientific Management-Scientific Management-Frederick Winslow TaylorFrederick Winslow Taylor

Managers should study work Managers should study work scientifically to identify the" one scientifically to identify the" one best way” to get the job done.best way” to get the job done.

Four principles of Scientific MgtFour principles of Scientific Mgt1. The one best way1. The one best way2. Scientific selection of personnel2. Scientific selection of personnel3. Financial incentives3. Financial incentives4. Functional Foremanship4. Functional Foremanship

Henri Fayol’s Principle Henri Fayol’s Principle of Managementof Management

1.1. Division of WorkDivision of Work

2.2. Authority and responsibilityAuthority and responsibility

3.3. DisciplineDiscipline

4.4. Unity of CommandUnity of Command

5.5. Unity of directionUnity of direction

6.6. Subordination of individual’s interest Subordination of individual’s interest to general interestto general interest

7.7. Remuneration of personnelRemuneration of personnel

Fayol’s PrincipleFayol’s Principle

8. Centralization8. Centralization

9. Scalar Chain9. Scalar Chain

10. Order10. Order

11. Equity11. Equity

12. Stability of tenure12. Stability of tenure

13. Initiative13. Initiative

14. Esprit de corps14. Esprit de corps

Max Weber-father of Max Weber-father of Bureaucratic Bureaucratic OrganizationOrganization CharacteristicsCharacteristics

1. A well defined hierarchy of authority1. A well defined hierarchy of authority2. A clear division of work2. A clear division of work3. A system of rules covering the rights and 3. A system of rules covering the rights and duties of position incumbentsduties of position incumbents4. A system of procedures for dealing with 4. A system of procedures for dealing with the work situationthe work situation5. Impersonality of interpersonal relationship5. Impersonality of interpersonal relationship6. Selection for employment & promotion 6. Selection for employment & promotion based on technical competencebased on technical competence

MANAGEMENT BY MANAGEMENT BY OBJECTIVESOBJECTIVES It is a process whereby members It is a process whereby members

of the organization jointly identify of the organization jointly identify its goals and objectives, defines its goals and objectives, defines each individual’s major areas of each individual’s major areas of responsibility in terms of results responsibility in terms of results expected of each and use as expected of each and use as guides for operating the guides for operating the organization and assessing the organization and assessing the contribution of all concerned.contribution of all concerned.

MBOMBO

A technique in which supervisor A technique in which supervisor and subordinate jointly set goals and subordinate jointly set goals for the latter and periodically for the latter and periodically assess progress toward those assess progress toward those goalsgoals

Phases Of MBOPhases Of MBO

1. Finding the goals and 1. Finding the goals and objectivesobjectives

2. setting the goals and 2. setting the goals and objectivesobjectives

3. Assessing and reporting goals 3. Assessing and reporting goals and objectives realized/doneand objectives realized/done

QUALITY CONTROL QUALITY CONTROL PROCESSPROCESS Solve a problem and eliminate its root Solve a problem and eliminate its root

caused. caused. StepsSteps

1. define the problem 1. define the problem

2. Observe the problem2. Observe the problem

3. Analyze the problem3. Analyze the problem

4. Act on the cause4. Act on the cause

5. Check the findings/results5. Check the findings/results

Quality controlQuality control

6. Standardize the changes6. Standardize the changes

7. Draw conclusion7. Draw conclusion

Strategic Management Strategic Management ApproachApproach

It is the process of formulating goals, It is the process of formulating goals, defining strategies and doing it to defining strategies and doing it to achieve them.achieve them.

It is the process of identifying and It is the process of identifying and pursuing the organization’s strategic pursuing the organization’s strategic plan by aligning internal capabilities plan by aligning internal capabilities with external demands of its with external demands of its environment, and then ensuring the environment, and then ensuring the plan is being properly executedplan is being properly executed

Steps are:Steps are:

1.1. define the organization missiondefine the organization mission

2.2. Set goals and objectivesSet goals and objectives

3.3. Conduct environmental scanningConduct environmental scanning

4.4. Analyze existing strategiesAnalyze existing strategies

5.5. Define strategic issuesDefine strategic issues

6.6. Develop new or revised strategiesDevelop new or revised strategies

7.7. Decide on critical success factorDecide on critical success factor

stepssteps

8. Prepare operational resource 8. Prepare operational resource and project planand project plan

9. Implement the plan9. Implement the plan

10. Monitor result/finding against 10. Monitor result/finding against the planthe plan

stepssteps

Strategy-course of actionStrategy-course of action Strategic control-assessing the firm’s Strategic control-assessing the firm’s

progress towards its strategic objectives progress towards its strategic objectives and taking corrective actionsand taking corrective actions

Strategic Planning-process of identifying Strategic Planning-process of identifying the business of the firm today and the the business of the firm today and the business it wants for the futurebusiness it wants for the future

SWOT Analysis-a technique for SWOT Analysis-a technique for summarizing a company’s strengths, summarizing a company’s strengths, weaknesses, opportunities and threatsweaknesses, opportunities and threats

scanningscanning

Environmental scanning-means of Environmental scanning-means of obtaining and compiling obtaining and compiling information about those information about those environmental forces that might environmental forces that might be relevant to the company’s be relevant to the company’s strategic planners.strategic planners.

Total Quality Total Quality ManagementManagement It is the way of guaranteeing that It is the way of guaranteeing that

all activities within an all activities within an organization happen the way they organization happen the way they have been planned in order to have been planned in order to meet the defined needs of all meet the defined needs of all stakeholders stakeholders

Steps are:Steps are:

Plan for qualityPlan for quality Organize for qualityOrganize for quality Train for qualityTrain for quality Gain commitment to qualityGain commitment to quality Measure/assess if quality has Measure/assess if quality has

been done/observedbeen done/observed

Decision MakingDecision Making

Process of developing and analyzing Process of developing and analyzing alternative and making a choice alternative and making a choice

Problem-discrepancy between a Problem-discrepancy between a desirable and actual situationdesirable and actual situation

Judgment-refers to the cognitive or Judgment-refers to the cognitive or thinking aspects of the decision thinking aspects of the decision making processmaking process

decisiondecision

Programmed Decision-repetitive Programmed Decision-repetitive and routine and that can be solved and routine and that can be solved through mechanical proceduresthrough mechanical procedures

Non-programmed decision-unique Non-programmed decision-unique and novel and mechanical and novel and mechanical procedures are not available for procedures are not available for making decisionmaking decision

Rational Management Rational Management Approach to Decision Approach to Decision makingmaking Define the problemDefine the problem Identify the criteriaIdentify the criteria Weight the criteriaWeight the criteria Develop alternativeDevelop alternative Analyze alternativeAnalyze alternative Make a choice, implement and Make a choice, implement and

evaluate decisionevaluate decision