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Educational Administration and Management

The document discusses various theories of educational administration including classical, neo-classical, and critical theories. It describes key aspects of each theory such as scientific management principles, administrative management functions, and the focus on social values and ideologies in critical theory. Several theorists are discussed who contributed to different approaches, including Fayol, Gulick, Weber, Mayo, Maslow, and McGregor. The theories provide tools to help educational leaders with tasks like motivation, decision-making, policy implementation, and building effective relationships within the school system.

Education◦
Nafeesa Khan Roll.No- 04 Paper Code- MEDN -204
 The term ‘Educational Administration’ is very comprehensive. It is concerned with the formulation, execution and appraisal of educational policies. The term “Administration” doesn’t refer to any single process or act. It is like a broad umbrella encompassing a number of processes such as: planning, organizing, directing, coordinating, controlling and evaluating the performance.  Definition: “consists of facilitating the development of goals and policies basic to teaching and learning, stimulating the development of appropriate programmes for teaching and learning and procuring and managing personnel and material to implement teaching and learning.” - Campbell, Corably and Ramesyer
 Educational administration refer to different processes such as planning, organizing, directing, Coordinating and evaluation.  Educational administration is a non-profit making task.  Educational administration is primarily a social enterprise as it is more concerned with human resources than with material resources.  Educational administration is more an art than a science.  Educational administration is similar to general administration in many ways, but it is also dissimilar to general administration in many more ways.  Educational administration is a complex affair.
Planning Coordinating Budgeting Organizing Controlling Evaluating
 The preparation of curriculum for different classes according to their diverse abilities and aptitudes.  Preparing time table and academic calendar.  Organizing co-curricular activites and Community reach programmes  Organizing and distribution of work.  Establishment and working of infrastructure.  Conducting of examinations  Organization and functioning of guidance and counseling cells on the campus.  The provision of auxiliary services like midday meals, school uniforms, books medical checkups etc
 Planning and Execution of plans  Directing and Coordinating Teachers, Students and other works  Supervision and Controlling of work done in the field  Organizing and Advising method’s of work  Motivation And Stimulation work efficiency  Evaluating, Assisting and adopting feedback, diagnosing weaknesses Thus, Educational administration is a specialized activity which runs the entire educational programme with fruitful and constructive goal
Meaning: Educational Management is the process of planning, organizing, directing and controlling the activities of an institution by utilizing human and material resources so as to effectively and efficiently accomplish functions of teaching, extension work and research. Educational Management deals with the educational practices, where as Educational administration tells how to achieve educational objectives and principles.
 It deals with the formal organization and concepts to increase management efficiency  Principles of Organizational Theory  Scalar principle: line Vs. staff ( line of authority)  Unity of Command: It involves receiving of orders from only one person  Exception Principle: It involves delegation of routine tasks and deals only with exceptions  Span of Control: This theory is limited to number of people reporting to their superiors i.e. no. of people can be(3 to 12).
Classical Organizational Theory Scientific Management Frederick Taylor Administrative Management Henri Fayol Luther Gulick Max Weber
Principles for Scientific Management  Scientific Job Analysis: Job should be analyzed through observation, data gathering, careful measurement and management.  Selection of Personnel: The next step is to scientifically select, train, teach and produce workers. Previously, workers chose their own work and train themselves.  Management Cooperation: Managers should cooperate with workers to ensure that all work being done should be in line with the principles of Science i.e. scientific method.  Functional Supervising: Managers assume planning, organizing, and decision-making activities, whereas workers perform their jobs.  Performance Standards: Taylor introduced time and motion studies to fix performance standards.  Differential Piece Rate System: Under differential piece rate system, a standard output was first fixed. The two wage rates were fixed. These are:  ● Low wage rate was fixed for those workers who did not produce the standard output.  ● Higher wage rate was fixed for those workers who produced standard output or more than the standard output.
The other classical theory is the administrative management theory. Unlike scientific management, the administrative management theory focuses on the management of an organization as a unit and not individuals within the unit. Therefore its main focus is on the structure of management within the organization. The proponents of the theory are:  Henri Fayol – Fayolism ( 5 Functions + 14 principles of management)  Luther Gulick - POSDCORB  Max Weber - Bureaucratic management theory
According to the theory, the management perform the functions are:
 According to Henri Fayol and Max Weber, the following are the principles of management:  Division of work  Scalar chain  Order  Unity of direction  Equity  Centralization  Authority  Subordination of individual interest  Discipline  Stability of personnel  Initiative  Unity of command
 Luther Gluck is famously known about coining the term POSDCORB which is an acronym for what he believed to be the functions of management.  They include planning, organizing, staffing, directing, coordinating, reporting, and budgeting.
 Critical educational administrative theory is designed in accordance with the attempt to make the individuals in an organization have the objective and subjective knowledge of the knowledge of unordered reality.  Critical theorists elaborate the values and practices within schools which maintain the ideological perspective of schools. Topics such as curriculum, teaching and student issues display the inherent social values in the schooling process.
 The aspect to pass on ideologies to the students through the daily practices and occurrences in the school. The teachers tend to pass ideologies which obscure the beliefs of the society giving it stability. The social and economic importance of schooling brings cohesion between the ideologies of the society and the reality which is the purpose of the Critical educational administration theory.
 The basic assumption of this theory is that psychological and social aspects of the worker as an individual and his work group ought to be emphasized. Hawthorne Experiment  Elton Mayo: The greatest influence of this theory came from the Hawthorne experiments carried out under the guidance of Elton Mayo. According to him, the organization is an open system. It emphasized the importance of employee attitudes and critically examined the employee employer relations under formal organization.
 Group Dynamic - Kurt Lewin concluded that democratic groups, in which members actively participate in decisions, are more productive in terms of both human satisfaction and achievement as compared to authoritarian groups. He emphasized action research approach.  Sociometric Technique - Jacob Moreno developed a sociometric technique, where people have selective affinities for other people; groups composed of individuals with similar affinities for one another will likely perform better than groups lacking such affective preferences.  Human relation theory emphasizes building collaborative and cooperative relationships between supervisors and workers. Two key aspects of human relationships approach are employee motivation and leadership style.
 Employees are motivated by social and psychological needs and by economic incentives.  Peoples are tend to form informal social organizations that work along with the formal organization and can help or hinder management.  Informal social groups within the workplace create and enforce their own norms and codes of behavior.  Employees have higher morale and work harder under supportive management which lead to increased productivity.  Communication, power, influence, authority, motivation, and manipulation are all important relationships within an organization. Human Relations theory is an administrative theory that showed increases in productivity when employees had a sense of belonging, felt involved in the decision making process, and were a part of a group with similar interests and values.
 Behavioral scientists considered both the classical rational- economic model and the human relation social model to be incomplete representations of employees in the work setting.  Chester Barnard is best known for cooperative system which refers to integrate in a single framework- human relations and classical management principles. In the year 1938, Barnard stressed on two conditions if cooperation and financial success are to be attained. Managers must have both human as well as technical skills that are required for goal achievement.  Beside Barnard, another major contributor to the behavioral science approach was E. Wight Bakke who embodied a fusion process. Abraham Maslow and Douglas McGregor is other great contributors to the behavioral approach.
 Maslow identified five sets of human needs as shown in the diagram, these needs are:  Maslow's need hierarchy states that "an administrator's job is to provide avenues for the satisfaction of employee's needs that also support organizational goals."
 McGregor brought a new perspective to management and challenged managers to think of subordinates as responsible, capable, and creative. He developed 2 theories: theory X and theory Y. Managers under theory X tends to be autocratic, control oriented and distrustful. On the other hand, Theory Y managers view subordinates optimistically as individuals who want to take challenges in their working environments, prefer self-control and are capable of responsible independent judgment
 In the view of Joseph Murphy (2002), three interrelated concepts-that are school improvement, democratic community and social justice form the development of the next era of the profession-that is the post-behavioral science era. The behavioral science approach influenced the preparation and practice of school administrators.  An administrative view that is non-traditional in nature, in which school leaders make data-driven decisions, encourage collective learning, and focus on an organizational vision. This approach is commonly used in schools today, since the implementation of the “No Child Left Behind Act of 2001” and an increase in school accountability.
 The Theories of educational Administration and management are useful for educator and leaders in the Education system where school heads apply them in real situations. It helps the leaders to appreciate the fact that learning is continuous. Systems thinking also promote cohesiveness in Educational Institutions where systems in Schools work together towards a common goal.Theories of Administration also influence decision making as in how to solve problems in a specific way.  Bureaucracy, Fayolism and Taylorism in the Classical helps the leaders to follow procedures and principles of running the schools. For example the concept of the Division of Labour in Organizations. Head of school will be in a better position to place teachers in rightful places they are qualified to teach. Delegation of duties and respect for subordinates is crucial. Furthermore, they will be able to influence policy implementation by teachers.  Neo-Classical theories such as the Human Resources and Behavioral sciences theories of management by Abraham Maslow, Mayo, McGregor, Chester Barnard, and others are tools that assist Educational Institutions Leaders to motivate their staff in schools to achieve goals. Issue of sense of belonging raised by Mayo and Maslow is very crucial in management of schools. Confidence and value of task by Barnard also very crucial in execution of tasks.  Over and above, it is advisable to employ all theories as they best fit. Leadership in schools should not stick to one theory in their practice.
Although I see value in all four models of administrative theory, my personal experiences and personality leads me to align most closely with the "Human Relations Approach" theory. As a current classroom teacher, I enjoy participating in decision-making conversations and facilitating these discussions within my classroom. I have experienced that students and teachers alike respond more effectively when they witness their opinions being considered and respected. When individuals recognize their opinions being heard, they feel more inclined to participate in the outcome of the decision. Focusing on building relationships and allowing all members of a school system to be involved in the decision-making process is a key part of creating a successful campus environment with a higher rate of productivity.
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