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dokumen.tips_administration-and-supervision-in-education (1).ppt
- 1. Reporter Charo May J. Naigan MaEd Student Dr. Jovita C. Arreza Professor *Administration and Supervision
- 2. *Topic Outline *Significance of Administration and Supervision *Types of School Administration and Supervision *Management Functions *Administration and Supervision in Philippine Setting
- 3. SPECIAL OFFICES UNDER OSEC 1. CENTER FOR STUDENTS AND CO-CURRICULAR AFFAIRS 2. EDUCATION TECHNOLOGY UNIT 3. DEPARTMENT OF EDUCATION SPECIAL CONCERNS OFFICE 4. SPECIAL EVENTS UNIT 5. DETEXT ACTION CENTER 6. INTERNATIONAL COOPERATION UNIT 7. SCHOOL SITES TITLING UNIT OTHER ATTACHED AGENCIES 1. TEACHER EDUCATION COUNCIL 2. INSTRUCTIONAL MATERIALS COUNCIL 3. LITERACY COORDINATING COUNCIL 4. PHILIPPINE HIGH SCHOOL FOR THE ARTS 5. NATIONAL BOOK DEVELOPMENT BOARD 6. NATIONAL COUNCIL FOR CHILDREN’S TELEVISION ADMINISTRATIVE SERVICE FINANCIAL AND MANAGEMENT SERVICE HUMAN RESOURCE DEVELOPMENT SERVICE PLANNING SERVICE TECHNICAL SERVICE *Including 21 interim divisions **SY 2005-2006 NATIONAL EDUCATIONAL TESTING AND RESEARCH CENTER SCHOOL HEALTH & NUTRITION CENTER PROCUREMENT SERVICE NATIONAL EDUCATORS’ ACADEMY OF THE PHILIPPINES NATIONAL SCIENCE TEACHING INSTRUMENTATION CENTER INSTRUCTIONAL MATERIALS COUNCIL SECRETARIAT EDUCATIONAL DEVELOPMENT PROJECTS IMPLEMENTING TASK FORCE BUREAU OF ELEMENTARY EDUCATION BUREAU OF SECONDARY EDUCATION BUREAU OF ALTERNATIVE LEARNING SYSTEM OFFICE OF THE SECRETARY REGIONAL OFFICES (17) SCHOOLS DIVISION OFFICES (188*) SCHOOLS ELEM. SEC. PUBLIC 37,161 4,915 PRIVATE 4,788 3,372 SCHOOL DISTRICT (2,364**) Organizational Chart OVERVIEW OF THE PHILIPPINE EDUCATIONAL SYSTEM As of Dec. 2007
- 4. * • Is a universal process which characterizes all group efforts-public or private, large and small scale. • Technically it is the organization, direction and coordination and control of human and material resources to achieved the desired ends.
- 5. * According to Good, supervision refers to all efforts designated school officials directed toward providing leadership for teachers and other educational workers in the improvement of instruction.
- 6. * *Introspection *Research *Training *Guidance *Evaluation • Studying the teacher- learner situation • Improving the teacher – learner situation • Evaluating the means, methods, and outcomes of supervision
- 7. *Supervision *Emphasis on Administration *Emphasis on Curriculum *Emphasis on Instruction *Emphasis on Human Relations *Emphasis on Leadership *Emphasis on Evaluation
- 8. * *Mc.Nelly have identified four types of supervision: *1.Laissez-faire supervision-This type is an inspectional supervisory methods in which the class was observed,but nothing was done to help the teacher improves the job. Spinelessness and evasion of responsibility not democratic *2.Coercive supervision-this concept was based in 3 assumptions:first,that there is a well defined body of knowledge which desirable for all pupils to learn;second,that it is possible for desirable to establish for all children to learn it;and third there is a best methods are and the best way to make teachers teach prescribed curriculum is to use coercive methods. * DESTRUCTIVE TO HUMAN RELATIONSHIPS * IT IS INCONSISTENT WITH DEMOCRATIC PRINCIPLES
- 9. *3.Supervision as training and guidance-under this concept due recognition was given to the fact that education should be the process of guiding growth.(teaching-training institutions) *4.Supervision as democratic professional leadership-this is the emerging philosophy of supervision. Combination of four factors formula: factor 1-deeper understanding of functional meaning of democracy factor 2-contributions of research to fund knowledge concerning learning process factor 3-centered on human relationships factor 4-groupwork
- 11. Modern Outmoded A summary of the contrast between old and modern concepts of administration and supervision made by Dr.Hollis P. Allen, professor at the College of Education, University of the Philippines.
- 12. Makes decision by himself and issues directives and edicts Still makes decisions, but with prior consultation with at least a representative sample those who are affected by the decisions. Prefers group decisions. Edicts- a proclamation having a force law
- 13. Delegates few ,if any responsibilities to others. Often meddles the subordinates leaving uncertain and baffled. Systematically delegates the responsibilities to others,with commensurate authority to act. Meddle- to interest in what is one’s concern/interfere without right
- 14. Wait until new crisis arises before trying to meet. Senses problems before they arise and avoids the crisis by effective group planning.
- 15. Planning is inadequate or non existent and usually is the result of his own snap judgment or inspiration of the moment. Long range plan when necessary. Conceives effective planning as one of his important job and utilizes members of his own staff who are adept and specialist.
- 16. Case 1 Mr.Santos was a school administrator. One day he was talking to the meeting about management.He said, among other things: “One does not have to have a good qualities as a leader but he has to appear to have them. Maintain a social distance from employees, so they can judge you from a distance rather than from a close range.”
- 17. Keep to himself, aloof from members of his staff, except when he holds center of the stage Associates with staff and community, with respect on the basis on of equality as a person.
- 18. Dislikes or resents any member of the staff who has original ideas or make suggestions for improvement. Encourages new ideas and initiative among his constituents and staff,regulates channels and utilizes suggestions
- 19. Likes to surround himself with “Yes” men and seeks to employ people who are safe-thus leads to mediocrity of the staff. Big enough to want people, who have stature in their own rights,around him to advise him.Helps individuals to become more effective leaders.
- 20. Tries to build up the myth that he is indispensable administrative. Through service training of others,selection of strong staff,and delegation of responsibility builds a program that can operate without him.
- 21. Usually unwilling to use factual studies of his organization as basis of improvement. Makes continuous or periodic evaluation on the basis of finding analysis and remediation.
- 22. CASE 2 Mrs X, a school teacher used to be very attentive and helpful principal,Mrs.Y.She brought flowers with which decorate he “boss’s”table and often sent some crabs and prawns to her house when she had plenty from her husband’s punong.The two became very close. On her part,Mrs.Y gave her preferential assignments such as assigning her bright sections giving her convenient assignment such as assigning bright sections or no advisory sections, convenient schedule of classes,etc. *What cultural pattern of human relations are involved in the whole situation?
- 23. Practices a fawning paternalism in dealing with the staff and constituents. Willing to give friendly help to staff but in such manner that each is as self sufficient as possible. Fawning- to show affection, used especially of a dog,court favor by flattering manner
- 24. Budget matters are decided in terms of self-interest of favored politicians and tax-payers. Budget matters discussed broadly and decided in terms of the best interests of children and parents.
- 25. Avoids over-all policies and objectives so that each situation often based on extraneous consideration Develops written operating policy and objectives and widely distributed usually in consultation of others. Extraneous-coming from outside
- 26. * According to Good, supervision refers to all efforts designated school officials directed toward providing leadership for teachers and other educational workers in the improvement of instruction.
- 27. * Values Clinical Supervision Traditional Supervision Aim To help improve instruction Evaluation Instruction Basis Classroom Data Observer’s 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 teacher and supervisor Supervisor’s responsibility
- 29. *
- 30. * • 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
- 31. Administration is a process which six elements: Decision-making, planning,organizing,communicating,coordinating and evaluating. These elements is a process themselves. * Decision making implies the analysis of the alternatives particularly the consequences in the future. * Planning is concerned with the setting of goals an organization, preparation of programs or course action designed to accomplish goals to plot the operation of the program. * Organizing has to do with arrangements of functions of offices and personnel so as to reciprocal relations. * Without communication in an organization, it is impossible for an organization to get things done effectively. * Coordinating aims to insure smooth operation of performance of all sectors of the organization. The administrators problems is how to make the people accept assignments willingly and to adjust their behavior to that of the group.In order to accomplish a group goals requires firm and fair exercise of authority and persuasive performance of the leadership function. * Evaluating pervades all the elements of the administration process.—It aims to determine whether goals-long range or short range are implemented. It points out strengths and weaknesses of organizational operations and leads thereby, the administrator to make more rational decisions.
- 32. Dale • Planning • Organizing • Staffing • Directing • Controlling Massie • Decision Making • Organizing • Controlling • Directing • Communicating Greenwood • Planning • Staffing • Directing • Controlling Management Functions According to Modern Authorities
- 33. * Inputs (Men,machine,materials,means, money and methods) Process Functions Outputs ( Results and Benefits) for example ,products, services and best public image
- 34. *We speak of process as sequence of behavior,one behavior leading to another.However,one cannot actually see the process as such. He can only infer it from the behavior manifested. *Elements of the administrative process *1.Decision making-the nerve center of administration.A switch-throwing mechanism to administration.It is important because one’s decisions affect or influence his subordinates behavior.If the decision has made and pursued action,there is literally no turning back. *Webste’s New dictionary defines decision as a judgement or a conclusion reached.
- 35. *Steps in the decision process 1.Determine the relevant behavior alternatives a.recall relevant information b.investigate so he can have additional information c. consult other people including subordinates. d. evaluate the behavior alternatives 2.Define the behavior alternatives 3.Evaluate the behavior alternatives-weigh advantages and disadvantages
- 36. * *A high school principal has found after investigation that Julio a student in the fourth year,was guilty of tearing out pages of library reference book. When asked why he done it he said: “I was behind in my work. I wanted to review for my examination” Give possible alternatives from dealing with this situation? Give example of personal experience in which one leads to another.
- 38. * *If you are planning for one year, grow rice. If you are planning for 20 years, grow trees. If you are planning for centuries, grow men! *Chinese Proverb
- 39. *PLANNING *Goal – what is it? *Objective – what is it? *Plan – what is it?
- 40. * *Objective – A clear specific measuring post indicating progress towards achieving a short term goal. *Goal – An overall or longer term aim providing focus for day to day activities *Plan – projected courses of action aimed at achieving future objectives – they provide clear goals and map the activities needed to achieve them efficiently and effectively – they are the propellers of an airplane or rudder of a ship
- 41. *Planning is critical for business – we have to organize our day’s, weekly, monthly, yearly and long range activities. *Planning gives us direction and helps identify and focus important issues for business. *Mission *SMART Plan *Strategic Plans
- 42. *Values – what is important to a person or a company Egs – being impartial, free from discrimination, ethical, fair, flexible, safety, trust, customer focus – Tylenol challenge in 1980 *Vision – where we are headed – expresses what a business truly wants to achieve – aims to challenge, inspire and stretch people in a company – Eg – Disney’s vision is ‘ to make people happy’. *Mission – How will we get there? The path to reach the vision
- 43. *Values – what is important to a person or a company Egs – being impartial, free from discrimination, ethical, fair, flexible, safety, trust, customer focus – Tylenol challenge in 1980 *Vision – where we are headed – expresses what a business truly wants to achieve – aims to challenge, inspire and stretch people in a company – Eg – Disney’s vision is ‘ to make people happy’. *Mission – How will we get there? The path to reach the vision
- 44. *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
- 45. * Developing a Strategic Plan 1. Based on the Values of the business 2. Based on Vision of the business 3. Based on Mission of business 4. SWOT your business 5. Focus on top important issues 6. Design the objectives for (5) above – this is your strategic objectives 7. Do a Gap analysis 8. Get to WORK! 9. Do the SMART Plan
- 46. *ORGANIZING *What is organizing? – *It is defining roles, responsibilities and arranging and coordinating the resources needed to successfully carry out plans – Right People in the Right Seat in the BUS called BUSINESS
- 47. *STAFFING *What is staffing? – * “putting right people in the right position” to insure maximum effectiveness and efficiency in the organization. *People are a hotel’s most valuable resource – the hotel needs the right people to be attracted to join it – then it is recruiting, training to do their jobs effectively and treating them well to retain them. *Losing employees is easy – recruiting is twice as hard – Let’s do a costing of recruitment?
- 48. *LEADING *Leadership is about achieving business goals through the work of others David Karpin *Trait Approach – focusses on personal qualities such as height, intelligence, genetic etc *Transformational Approach – leads the organisation in new direction through leaders talent and drive *Charismatic Approach – leads through personal magnetism, charm and other qualities – Eg Steve Jobs of Apple Computers, JW Marriott of Marriott Hotels *Narcisstic Approach – leads through personal skills, magnetic attraction and also are distrustful of others and consider themselves invincible – Eg Napolean, Bill Gates,
- 49. LEADING * Styles of Leadership – 1. Dictatorial – lead through force and threats – “you do not lead by hitting people over the head – that is assault, not leadership” – Eisenhower 2. Authoritarian – task centred leaders, want to control, decision making is very limited 3. Democratic – participative leadership – people centered style 4. Laissez Faire – use delegation and leave employees to do their jobs with little or no input from themselves
- 50. * *How are we doing? *Are we operating within the budget? *Are we meeting our targets? *It is keeping an eye on how the business is doing – checking on budgets, materials, costs, staff, revenues, quality, safety measures etc
- 51. * *Standards are set,controls are observed,so that group effort is integrated into a working unit *Unity of purpose is stressed. *Coordination can be achieved through effective communication and good leadership.
- 52. * *Evaluation in education has been defined as “ judging the worth of experience,idea or process”. *In literature it is referred as appraising. --criteria must be set to what extent and how well have the organization objectives been accomplished? *For examples, *Did the pupils increase their competency in reading? *Did the principals and the supervisors increase their competency in supervising the teaching of reading?
- 53. *Administrators should remember that teachers’ work should be evaluated on the basis of adequacy but rather on the basis of efficiency.
- 54. * *Imagine that you are managing a restaurant – for each of the managerial functions list Five Activities that you would regularly undertake *In groups work on each function *5 Minutes
- 55. *Hallmarks of Effective Schools *Professional Leadership *Shared vision & goals *Learning Environment *Concentration on Learning and Teaching *High Expectations *Positive Reinforcement *Monitoring Progress
- 56. * *Administration-consider as service organization to bring together under favorable circumtances possible, competent teachers, educative materials and equipment and effective teaching *In our system, the division superintendent and district supervisor---administration *Division and subject supervisor—supervision *Principal-attends both supervision and administration
- 57. *Swanson Committee- which made a survey of public schools in the Philippines found out that principal-teacher ratio has increased from 20 to 47 in 1958. *It can be seen then that the administrative and supervisory responsibilities of the principal expanded. *Problems arise out of the dynamics of the social, political and cultural framework of the Philippine society. *Leadership patterns: social position denoted by relative wealth and ritual (compadre system or tayo-tayo) kin appointments ,respect for conformity to values and tradition (huya at utang na loob) and socially personality traits (pakikisama).
- 58. *Some characteristics of Filipino leadership patterns are(1) tendency for a ningas kugon pattern (2)tendency towards personalism (3) a tendency to concentrate leadership functions in few people, which is possibly due to the lack of leaders to go around or refusal to assume responsibilities. *Results to poor supervision and administration therefore poor education
- 59. *Case 2 *A district supervisor used to get some of his teachers together to play mahjong on Sunday afternoons or evenings. When asked by another district supervisor why he did this, he said that these teachers like other human beings need recreation. *How do you explain the outward motivations of the supervisor from the point of view of value system?
- 60. •The End