Administration and Supervision

Of ECE Schools

Topic Outline

Definition of Management
Management: art or science?
Management and Education
Goals of Organizational Behavior
Models of Organizational Behavior
Characteristics of Organizations
Significance of Administration and Supervision

Major Functions of Supervision

Introspection
Research
Training
Guidance
Evaluation

Studying the teacherlearner situation

Improving the teacher
learner situation
Evaluating the means,
methods, and
outcomes of
supervision

Supervision

Emphasis on Administration
Emphasis on Curriculum
Emphasis on Instruction
Emphasis on Human Relations
Emphasis on Leadership
Emphasis on Evaluation

Administration Dimension of
Supervision
The Administrator
Administer process, programs and services,
and personnel
Task planning, setting, and prioritizing of
goals, establishing standards and policies,
budgeting, allocating resources, staffing,
coordinating and monitoring performance,
conducting meetings, and reporting

 Interact with
Communicate ..
Purpose- provide effective instruction to their
clientele

 Administration of Process
Initiates the planning of programs and
strategies
Long-range: on in-depth needs assessment,
based on clear goals and objectives
Short term: immediate needs of the incoming
school year

 Administration of Programs and Services

-development of curricular, co-curricular, and
extra-curricular programs.
-student services (guidance, health, and
medical, canteen, and athletics
Administration of Personnel
-interview, hire, evaluate, and training,

 Administration of Budget
- prepare and administer the approved budgets
- Is education and business poles apart?
1) Capital Budget
2) Personnel Services
3) Operating Expenses

Emphasis on Instruction
Values

Clinical Supervision

Traditional Supervision

Aim

To help improve
instruction

Evaluation Instruction

Basis

Classroom Data

Observers rating

Focus

Limited specific
concerns

Broad general concerns

Frequency

Based on need

Based on policy

Philosophy

Promotes
independence

Promotes dependence

Process

Cyclical

Linear

Responsibility

Shared between
Supervisors
teacher and supervisor responsibility

5 Phases of the Clinical Sup

Planning

Reflection

Feedback

Observation

Analysis

What is management?
Management is not carrying out a
prescribed task in a prescribed way:
Management is:
Setting directions, aims, and objectives
Planning how progress will be made
Organizing available resources
Controlling the process
Setting and improving organizational
standards

Valuable Practices

Learning how to run a successful business

Automating your facility
Sound financial planning
Establishing effective marketing and public
relations strategies to promote your services
Knowing, implementing, and often exceeding
licensing standards

 Being aware of legal issues

Developing a work plan (assigning roles and
responsibilities).
Action plan

The Manager and his Roles

(1) integrate its resources in the effective
pursuit of its goals
(2) be agents of effective change
(3) maintain and develop its resources

ETHICS AND THE MANAGER

The manager is the leader and has potential
powerbase
Whether the staff are happy or unhappy with
their work
Their work priority
Standard which they observe and reflect

Mangement: Art or Science

Art
art is based on the fact that
a man, receiving through his
sense of hearing or sight
another man's expression of
feeling, is capable of
experiencing the emotion
which moved the man who
expressed it.

Science
The scientific nature
of management is
reflected in the fact
that it is based on a
more or else codified
body of knowledge
consisting of theories
and principles that
are subject to study
and further
experimentation.

Education and Management

It is argued that schools, with their deep
rooted educational values and academic
professionalism, are not the kind of
organizations that ought to be managed by a
linchpin head or even a senior manager or
leadership group- they ought to be selfmanaging communities with access to power
dispersed equally among the staff.

School as a Learning Organization

Schools should be places where
participants continually expand their
capacities.
Participants pursue common purposes
with a collaborative commitment to
routinely assessing the value of those
purposes, modifying them when
appropriate, and continually developing
more effective and efficient ways to
achieve those purposes.

Managing Schools by Filipino Values

The school administrator must be:
Makatao
Marunong makipagkapwa-tao
- isa sa lahat
-para sa lahat
-pinakamahusay sa lahat
Marunong makisama
Marunong magtrabaho at magpatrabaho

Management by Objectives

Maangement by Objectives
Peter Druker
Management by objectives (MBO) is a systematic and
organized approach that allows management to focus
on achievable goals and to attain the best possible
results from available resources.
It aims to increase organizational performance by
aligning goals and subordinate objectives throughout
the organization. Ideally, employees get strong input to
identify their objectives, time lines for completion, etc.
MBO includes ongoing tracking and feedback in the
process to meet objectives

MBO: Main Principles

The principle behind Management by
Objectives (MBO) is to make sure that
everybody within the organization has a clear
understanding of the aims, or objectives, of
that organization, as well as awareness of
their own roles and responsibilities in
achieving those aims.

Where to use management by

objectives
Knowledge based enterprises
Appropriate to build employees management
and self-leadership and tap their creativity,
tacit knowledge and initiative.

MBO: Key Result Areas

Marketing
Innovation
Human organizing
Financial resources
Physical resources
Productivity
Social responsiblity
And profit requirements

MBO: Principles

Cascading organizational goals and objectives

Specific goals for each member
Participative decision making
Explicit time period
Performance evaluation feedback

Organizational Goals
There should not only
be a clear sense of
direction but also
markers whereby we
can assess progress
from the broad to the
more specific.

Goals
Targets
Success Criterias
Milestones

Models of Organizational Behavior

The Classical Model
Emphasizes characteristics such as rationality, high job
specialization, centralization, a command system, a tight
hierarchy, strong vertical communication, tight control, rigid
procedures and an autocratic approach.

Rational Systems: A Machine Model

Individuals can be programmed to be efficient machines.
Workers are motivated by economics and by limited
physiology, needed constant direction.

Rational Systems Model

Frederick Taylor Time and Motion studies.
Henri Fayol- administrative behavior consist of
Planning, organizing, commanding,
coordinating and controlling.
Luther Gulick- POSDCoRB
- principle of homogeneity

Rational Systems:
Concepts and Propositions

Goals
Division of Labor
Specialization
Standardization
Formalization

Span of Control
Hierarchy
Exception Principle
Coordination

 Humanistic Model
respect for the individual and other human
values, job breadth, consultation, consensus,
decentralization, loose project organization,
flexible procedures, multidirectional
communication, management by objectives
and a participative approach.

Natural Systems
Natural System
the fundamental problem in organizations was developing
and maintaining dynamic and harmonious relationships.
Mary Parker Follet

Natural-systems view focuses on similarities among

social groups, thus driven primarily by the goal of
basic survival-not goals of the institutions.
Individuals are never simply hired hands but bring
along with them their heads and hearts.

Concepts and Propositions

Survival
Individual
Needs
Specialization
Formalization

Informal Norms
Hierarchy
Span of Control
Communication
Informal Organization

Comparison
Rational Systems
Structure without
people
Formal
Structural arrangements
Organizational demands

Natural System
People without
organization
Informal
Social groups trying to
adapt
Human needs

Open System: An Integration

A reaction to the unrealistic assumption that an
organizational behavior can be isolated from external
forces.
Organizations are not influenced only by the
environment but also dependent on them.
The opens systems model stresses reciprocal ties
that bind and interrelate the organization with those
elements that surround and penetrate it. Indeed,
the environment is even seen to be the source of
order itself.

Social System
The school is a system of social interaction; it
is an organized whole comprising interacting
personalities bound together in an organic
relationship, interdependence of parts, clearly
defined population, differentiation from its
environment, a complex network of social
relationships, and its own unique culture.

Social Systems

Key Elements of the Social Systems Model

Structure
Culture
Politics
Environment
Outcomes

Systems Model: Management Cybernetics

Stafford Beer
Has taken the metaphor of living organisms a stage
further. Human physiological is applied to industrial
organizations. It states that there are 5 tiers of the
subsystems in the central human nervous system,
which have their counterparts in the organization.
The successful survival of the human is an evidence
of the effectiveness of such a system. Diagnose in
what respects they fall short and strengthening the
subsystem that seem weekly developed.

Management Cybernetics

examine the health or viability of an existing

organization
evaluate the proposals for new organization
structures; and
clarify the purpose of committees or roles.

Management Cybernetics
The model can be used in three main ways:
examine the health or viability of an existing
organization
evaluate the proposals for new organization
structures; and
clarify the purpose of committees or roles.

Management Cybernetics

Decision Model

Contingency Model
Organizations should be different from one
another and from part to part.
Organizations left to themselves organization
departments and individuals tend toward
specialization, carving out a more distinctive
niche for themselves.

Effective Integration

Each unit or individual can report to a manager who is

made accountable for synergizing the two roles
a third unit or individual seen by the other two as
understanding their roles and standing as a midway
between them, act as intermediary
some kind of training or image exchange can be undertaken
to help each unit understand more accurately why the
other units behaves as it does.
Interdepartmental groups or task force to resolve issues
between departments. Tis can be temporary or permanent

Elements of Organizations

Technology
Structure
People
Culture

Interlocking Systems
Technology
Social
Economic

Hallmarks of Effective Schools

Professional Leadership
Shared vision & goals
Learning Environment
Concentration on Learning and Teaching
High Expectations
Positive Reinforcement
Monitoring Progress

Hallmarks of Effective Schools

Students Rights and Responsibilities

Purposeful Teaching
A Learning Organization
Home School Partnership

End of Module 1