basics of management for Education Technology and Innovation students

1. GOOD
AFTERNOON

2. SAGING
MANAGING

3. BASICS OF MANAGEMENT
THREE FIELDS OF
ADMINISTRATION
1. Business Administration
2. Public Administration
3. School Administration

4. Has three basic function – 1) policy development , 2) management, 3) production
 Policies – are statements or understandings which
guides to the various functions of management such
as; Planning, Organizing, Directing, controlling and
so on.
 Production – pertains to the production of goods
and services. In a school setting, this refers to the
rendering of instructional services which, ultimately
lead to the production of the various learning
outcomes on the part of the learners.

5. WHAT IS MANAGEMENT?
 There are many definitions of management
given by various authors, but all of them share
a number of common element., this includes;
goals or purposes to be established; the
development of strategies and techniques to
achieve the goals; the design, organization,
direction, coordination, and control of the
activities, and motivating and rewarding
people to do work.

6.  According to Mary Parker Follet,
management is the art of getting things
done efficiently and effectively through
others.
 Process designed to achieve an
organization’s objectives by using its
resources effectively & efficiently in a
changing environment.
WHAT IS MANAGEMENT?

7. SIX BASICS OF MANGEMENT
George Miller is a professor who has
written books about management.
Miller’s book discusses a number of
practical guidelines covering the full
spectrum of management.

8.  Guidelines #1.
 Managers are responsible for the management system adopted by
their company as well as for the operating results obtained through
that system. Manager is accountable for both means and ends.
 Four areas of accountability;
 1.The management system – that the manager is responsible for
understanding and interpreting for employee’s corporate policies and
procedures as they apply to his or her department, suggesting
appropriate revision to policy and organizing the department for
optimum efficiency and effectiveness within overall corporate system.
SIX BASICS OF MANGEMENT

9. Efficiency vs. Effectiveness
 Efficiency is the ability to make the best use of available
resources to achieve goals
 Getting the most output from the least amount of inputs
 Concerned with means
 Effectiveness is completing activities so that the
organizational goals attained.
 The ability to set appropriate goals and achieve them
 Concerned with the ends

10. Guidelines #1.
 2. Result through the System – Specify the
standards apply and the operational result expected.
 3. Leadership and Development of
subordinates – Indicate that the manager is
responsible for creating a work climate that helps
people to strive for optimum results.
 4. Operating duties – list the work the manager
and his immediate superior have decided will not be
delegated.

11. Guidelines #2
 Understanding the difference between operating and managing
enables a manger to strive for an optimum balance these two
separate kinds of work.
 Operating work could be define as performing any of the
operations for which one is accountable, including the
management work of a subordinate. For example, if the vice
president is in-charge of sales, handles the sale to a large account.
She is doing operating work if she establishes the sales quotas for
one of her regional sales offices.
 Managing is doing of the management work for the areas of
operations for which one is accountable.

12. Guidelines # 3
 Managers achieve most effective results when they
give top priority to management work.
 Because operational requirements are so obvious,
they usually receive top priority. Management is
frequently relegated to second place.
 Giving top priority to management work does
mean letting the operational house burn down

13. Guidelines #4
 A manager tends to achieve optimum coordination when he or she
thinks through management responsibilities on both horizontal
and vertical bases.
 Vertically, the manager is both a follower and a leader. As a
vertical coordinator, he or she is responsible for keeping both
superior and subordinates aware of each other’s needs.
 Horizontally, management responsibility requires that each
manager think through the implication of his or her action as they
affect other departments and outside sources with which the
company works.

14. Guidelines #5
To preserve a competitive edge, managerial
effort must aim at releasing the untapped
creativity and initiative in people.
Professionally trained managers are sensitive
to the fact that people at operating levels are
valuable fountainhead of information because
of their daily proximity to operational
problems.

15. Guidelines #6
 The criteria for evaluating managerial performance
must be adjusted to reflect the specific stage of
growth of an enterprise.
 The essence, this guidelines explains why
manager maybe successful in one company and a
failure in another. It also alerts us to the fact that
both short-term and long-term personnel needs
must be provided for.

16. What is managing?
Sets of activities like Planning,
Organizing, staffing, directing and
controlling in order to achieve
objectives that have been agreed
on.

17. What Managers Do?
 PLANNING – forecasting, setting objectives, developing
strategies, programing, budgeting, setting procedures,
determining policies.
 ORGANIZING – establishing the organization structure,
delineating relationship, creating position descriptions,
establishing position qualifications.
 STAFFING – selecting, orienting, training, developing.
 DIRECTING – delegating, motivating, coordinating,
managing differences, managing change.

18.  CONTROLLING – establishing a reporting system,
developing performance standards, measuring result,
taking corrective action, rewarding performance.
 MAKING DECISIONS – collecting facts, specifying
problems, setting goals, generating alternatives, evaluating
consequences, selecting a course and implementing.
 COMMUNICATING – transmitting messages, testing
reception, clarifying messages, checking feedback.
What Managers Do?

19. What is operating?
 The direct business functions are the operational functions
of management.
 Research and Development - design, test, follow-up
 Production – plant, engineering, industrial, engineering,
purchasing, production planning, and control
manufacturing, quality control,
 Marketing – market research, advertising, sales,
planning, sales promotion, sales operation, physical
distribution,

20.  Finance – financial planning, and relation, tax
management, custody of funds, credit and collection,
insurance
 Control – general accounting, cost accounting, budget
planning and control, internal auditing, systems and
procedures.
 Personnel Administration – employment, wage, and
salary administration, industrial relations, organizational
planning and development
 External Relations – public relations, civic affairs,
association and community relation
What is operating?

21. -End-