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MPK1023: Management and Administration of TVE

MANAGEMENT & ADMINISTRATION CONCEPTS

PM DR WILFREDO HERRERA LIBUNAO JPTK, FACULTY OF EDUCATION

ADMINISTRATION
Administration is that public institution which makes decisions concerning specific problems on the basis of general legal standards, resolving those problems by implementing special measures. (Krott 2005: 126) Formal and informal public administration: formally, public administration acts in compliance with the constitutional mandate informally, employees exchange information, evaluate objectives according to their personal concepts and negotiate agreements o informal activities usually do not go against the law however they would not normally be mentioned in official politics

MANAGEMENT Management is a set of activities directed at an organizations resources for achieving goals effectively & efficiently Management a process whereby unrelated resources are integrated into a total system for accomplishment of objectives

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Management [contd]

Management is the process of achieving

organisational objectives, within a changing environment , by balancing efficiency, effectiveness and equity, obtaining the most from limited resources, and working with and through other people.
Naylor J (2004) Management, 2nd edition. Financial Times Pitman Publishing; p7

Management and Administration

Terms do overlap but management tends to be

seen as a general descriptive label and administration as the implementation of systems and procedures instigated by management
Management is viewed as applying to both

private and public sector organisations; and administration is interpreted as part of the management process. Mullins (2005; p194)

Management & Administration

Controversy over the meaning of the terms

Management and Administration.

Three schools of Thought- administration is broader

than management, administration is part of management, management and administration are identical. American School of thought: Administrators think, managers act; administration is a top level activity, management is a lower level function. Proponents-Ordway Tead, Oliver Sheldon, W.Spriegel.

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Management & Administration

English School of thought: Management is rule

making and rule enforcing body, Administration is just an implementing agency.

Fayol, Kimball and Kimball. Proponents- E.F.L.Brech, Henry

Newman, Harold Koontz, McFarland , Ernst Dale

maintain that management and administration are identical.

Administration Vs Management
Point of Distinction Nature Scope Administration Thinking function (what to do & when) Determines broad objectives & policies Top level function Conceptual and human skills Management Doing function (who would do and when) Implements plans and achieve goals through people Middle and operational level functions Technical and human skills Paid individuals who work for remuneration Mostly in business organizations

Level Requisite skill

Represented by Owners who invest capital and receives profits Usage Mostly in government, military, educational, social & cultural organizations

The Administration and Management go both Hand in Hand . However, there lies the difference between both of them pertaining to their functionalities in organization and the Standards of the Organization .

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Management Concepts
Responsibility is the obligation incurred by individuals in their roles in the organization in order to effectively perform their assignments. Responsibility is always a key performance indicator to be measured for appraisal. Authority is the power granted to the individuals by their job assignment so that they can make decisions, and also direct others to follow their decisions made. Normally, more authority will be given to more senior positions in the organization.

Management Concepts [contd]

Accountability is the state of being totally answerable for the success or failure to accomplish their specific assignment(s). People gain credits (and also disgraces) for their accountability. In fact, accountability is the summation of authority and responsibility. Power is any relationship within which one person could impose his will, regardless of any resistance from the other. Formal and informal distribution of the capacity to determine outcomes.
The driving force for success comes from one thing Power. Often confused with force, which is an attempt to get someone to do something against their will, power is generated when an individual attempts to accomplish something with his or her will. Power at its core is personal power. [Cassidy and Martin, 2009]

Management Concepts [contd]

Delegation is the process managers use to transfer authority and responsibility to positions below them. Organizations today tend to encourage delegation from highest to lowest possible levels. Delegation can improve flexibility to meet customers needs and adaptation to competitive environments. Managers often find delegation difficult
No manager can do everything alone.. Managers leverage themselvesmultiplying the work they can accomplish many times- by delegating work, responsibility, and authority to employees. Delegation is a great tool for managers to increase the amount of work they can get done, and it often achieves better results. [Allen & Economy, 2008]

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Management Concepts [contd]

[Allen & Economy, 2008]

The Nature of Leadership

Administrators carry out policies. Not influential,

but concerned with implementation

Managers concerned primarily with efficiency

and doing things the right way. They design systems. Seek changes when there is overwhelming evidence that things are not working
Leaders are primarily concerned with doing the

right things. They clarify vision, purpose and direction. Creative and receptive to change. [Doherty
& Horne (2002; p206) Managing Public Services. Routledge]

Management Concepts [contd]

Efficiency doing things right Effectiveness doing the right things

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Leadership and Supervision

A sound way of exercising leadership is through

the use of what are called as three Rs Resources, relationships and results. How a person operates in this context can make a difference between organization success and failure. [Gale, 2002]
Supervision- Keeping a grasp of the situation

and ensuring that plans and policies are being followed; the art of checking without undue harassment.

Table 1: Differences between managers and leaders Managers Administer Have a short-range view Ask how and when Focus on the bottom line Focuses on systems and capacity Leaders Innovate Have a long-term view Ask what and why Focus on the horizon Focuses on people

Source: Owen & Lambert 1998, p.358

EDUCATIONAL ADMINISTRATORS
Successful operation of an educational institution requires competent administrators. Education administrators provide instructional leadership and manage the day-to-day activities in schools, preschools, community colleges , polytechnics, and colleges and universities. They also direct the educational programs of businesses, correctional institutions, museums, and job training and community service organizations. [Kotter, 2003]

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What is an Organization?
Organization a group of people working
together in a structured & coordinated way to achieve goals
Organizations are social entities that are

goal-oriented; are designed as deliberately structured and coordinated activity systems, and are linked to the external environment (Daft, 2004).

What is Organizational Theory? A set of interrelated concepts, assumptions, and generalizations that describes and explains patterns of behavior in organizations.

Definition of Organization Theory

Organization theory: is the set of propositions (body

of knowledge) stemming from a definable field of study which can be termed organizations science (Kast&Rosenzweig1970).
The study of organizations: is an applied science

because the resulting knowledge is relevent to problem solving or decision making in ongoing enterprises or institutions (Kast&Rosenzweig1970).

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Definition of Organization Theory [Cont..]

Two things:
Knowledge

Knowledge generated by practical experience and scientific research Solving problems & managing resources

(Kast&Rosenzweig1970).

Definition of Organization Theory [Cont..]

It is the application of scientific knowledge

in engineering and other forms of technology that has brought such spectacular changes in the material context of our lives over the past century
(Kast&Rosenzweig1970)

Organization theory and Management

Management technology stems from

organization theory and even more applied in the sense that it focuses on the practice of management in ongoing organizations (Kast&Rosenzweig1970).

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Theory of Management
aims towards remedying flaws in theory of bureaucracy calls for regulatory instruments for the public sector, which are mainly based on control systems in the private business sector (New Public Management, NPM) deals with overcoming internal administrative obstacles (e.g., inflexible measures, economically inefficient budget regulations, lacking incentive for personnel) Principles: o client-oriented administrative services o decentralized regulation through commissioning o flexibility and performance incentives for the units o markets and competition for improving performance o quality control

TVE leaders and managers require expertise in seven specific Domains [Mulcahy, 2003]:
1. business management: resource management; project management; contract management; information systems management and maintenance (for example, implementing systems and standards); planning and budgeting; tendering; monitoring processes and procedures, targets and goals; utilising new technology and conducting e-business 2. business development: identifying business opportunities; looking for breakthrough stuff.; sales and marketing; promoting the organisation 3. strategic leadership: discerning trends; future-casting; setting corporate directions; promoting a shared vision; undertaking strategic planning; engaging in strategic thinking and taking strategic action

VET leaders and managers Domains [contd

4. change leadership: creating a vision for change; creating readiness for change; building work cultures that support change 5. people-centred management/human resources development: interpersonal relations; communicating information; consulting with staff; consulting with .clients.; including staff in decision-making 6. education management: co-ordinating and scheduling teaching teams; co-ordinating courses; monitoring learner management plans 7. boundary spanning: forming productive alliances; consulting, liaising and meeting with industry and community groups; public relations; articulating the value of vocational education.

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Four broad approaches to leadership and management development are endorsed by TVE managers:

1. work-related learning of a formal kind: mentoring, coaching, work shadowing, deputising, project-based learning, action learning, experiential learning and one-on-one consultancy 2. work-related learning of an informal kind: casual meetings, support groups, .chat rooms for peers, self-directed reading and be[ing] somewhere in another organisation [to] gain a perspective on how other leaders operate.

Four broad approaches [contd]

3. seminars and workshops participants who are workshops: drawn from different sectors can crosspollinate, share ideas and talk, network and problem-solve, using case studies, simulations and scenarios as support 4. traditional courses and short courses: courses conducted by various organisations which provide formal qualifications in a practical context, for example, Master of Business Administration.

Theory into Practice Applications

1. Name the people who have formal authority over

teachers in your school? What are their formal positions? How much authority do they have and how do they exert it? Give specific examples. Describe the division of labor and specialization in your school. Is there a narrow or broad span of control? How much autonomy do teachers have to make their own decisions? How would you characterize the formal organization of your school?

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Theory into Practice Applications 2. Name the people who have informal authority but no formal authority? Where do they get their influence? What are the important informal norms in your school? How do the formal and informal leaders interact? Do they cooperate or compete? Give some examples. How much conflict exists between the formal and informal? Give examples of conflict. Describe the grapevine. How would you characterize the informal organizations of your school?

END OF SESSION
MPK1023: Management and Administration of TVE

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