The document outlines the significance and various types of school administration and supervision in the Philippine educational context, emphasizing management functions and the roles of specific offices and agencies. It contrasts traditional and modern concepts of administration, highlighting the importance of leadership, planning, and decision-making processes. Additionally, several cases are presented to illustrate different leadership styles and their impacts on educational environments.

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

28. *
Planning
Observation
Analysis
Feedback
Reflection

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.

37. Organizing
Staffing
Leading
Monitoring
Planning

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