Educational Administration.ppt

Topics:
• Definition
• Nature of Educational Administration
• Objectives of Educational Administration
• Scope of Educational Administration
• Activities and Programmes under the Scope
of Educational Administration
• Educational Administration VS Educational
Management
• Functions of a Leader and a Manager
• Difference of a Leader and a Manager

Educational Administration
• is regarded as the process of integrating
the appropriate human and material
resources that are made available and
made effective for achieving the purposes
of a program of an educational institution.
• means to achieve the goals of Education
through effective and efficient
manipulation of available inputs.

• It is concerned with the utilization of
adequate resources available in the
environment, in order to foster the attainment
of the goals of teaching and learning.
• It is always concerned with management of
things as well as with human relationships,
based on a body of basic principles and
aiming at educating the children and youth.

Nature of Educational Administration
1. Educational Administration doesn’t refer to
any single process rather different
processes or aspects constitute
administration. These are planning,
organizing, directing, motivating, controlling,
coordinating, decision making, and
evaluating.
2. Educational Administration is a non-profit
making task.

3. Educational Administration is primarily a
social enterprise as it is more concerned
with human resources than with material
resources.
4. Educational Administration is more art than a
science. The reason is that human
relationship prevailed here can’t be
maintained by any set of formulae.

5. Educational Administration is similar to
general administration in many ways, but it
is also dissimilar to general administration in
many more ways.
6. Educational Administration is a complex
affair.

Objectives of
1. To provide proper education to
students.
2. To ensure adequate utilization of all
resources.
3. To ensure professional ethics and
professional development among
teachers.

Objectives of
4. To organize educational programmes
for acquainting students with the art of
democratic living and giving them
excellent training in democratic
citizenship.
5. To mobilize the community.

Objectives of
6. To organize co-curricular activities
actively for developing talents of
students and work efficiency of
educational teachers.
7. To get the work done.
8. To prepare students for taking their
places in various vocations and
avenues of life.

Objectives of
9. To train the students in developing
scientific attitude and objective outlook
among them towards all aspects and
activities of life.
10. To ensure qualitative improvement of
education.

Scope of
1. The educational Administration encompasses
all the levels of education in its jurisdiction.
a. Pre-elementary or Pre-school Education
b. Elementary or Primary Education
c. Secondary Education
d. Higher Secondary Education or Post
Secondary Education and
e. Higher or Tertiary Education

Scope of
2. It covers all forms of education such as:
a. Formal Education
b. Non-formal Education and Adult Education
c. General Education
d. Vocational Education
e. Special Education
f. Teacher Education
g. Integrated Education
h. Technical and Professional Education including
Engineering, Medical, MBA, and Computer Education

Scope of
3. It includes all types and strategies of
management that encompasses the
following:
a. Democratic Administration
b. Autocratic Administration
c. Nominal Administration
d. Real Administration

Scope of
4. Educational Administration covers the
following aspects relating to management in
its jurisdiction:
a. Planning
b. Organizing
c. Directing
d. Coordinating
e. Supervising
f. Controlling
g. Evaluating

Scope of
5. Educational Administration takes place at
various levels such as:
a. Central Level
b. State Level
c. District Level
d. Block Level
e. Institutional Level

Activities and Programmes under
the Scope of Educational
Administration
1. Deciding the purposes of the institution or
school
2. Planning for academic or curricular and co-
curricular activities
3. Preparing the time table and the time
schedules for various activities.
4. Assigning duties and responsibilities to the
staff members
5. Organizing curricular and co-curricular
programmes

Administration
6. Directing and motivating the staff of the
institution
7. Coordinating by efforts of people to achieve
the purpose
8. Exercising control over the staff
9. Conducting periodical reviews about the
progress, achievements, and faiures of the
institution
10. Taking measures for staff development

Administration
11. Maintaining order and discipline
12. Management of Materials
13. Management of finance
14. Maintaining records and registers up to date
15. Maintaining human relationships
16. Supervision of the work of teachers and
other employees
17. Giving feedback to teachers performing well
and taking remedial measures for teachers
not performing well

Educational Administration vs
Educational Management
Educational
Administrati
on
• refers to guidance, leadership and control of the efforts of
education institutions or programs towards achievement of
educational goals through effective and efficient
manipulation of available inputs.
• It is higher level authority that determines policies,
identifies goals and lays down principles of running an
educational institution or project.
Educational
Management
• is executive authority of an educational organization that
deals with planning, staffing, organizing, directing, and
controlling of activities and resources.
• It is an art of working with people and through people in the
efforts of achieving predetermined educational goals
through efficient utilization of available resources of a
school, college, or university.

BASIS ADMINISTRATION MANAGEMENT
Meaning It is concerned with
formulation of broad
objectives, plans and
policies
Management is an art
of getting things done
through others by
directing their efforts
towards achievement
of pre-determined
goals

Nature Administration is a
decision-making
function. Plans and
policies are
determined under it
Management is an
executing function.
Managers get
things done under
supervision

Process Administration
decides what is to
be done and when
is to be done
Management
decides who
should what and
how should he do
it
Skills Conceptual and
human skills
Technical human
skills

Level Top level function Middle and lower
level function
Applicabi
-lity
It is applicable to
non-business firms
It is applicable to
business firms

Influence It is influenced by
public opinion,
government
policies, customs,
etc.
The decisions are
influenced by the
values, beliefs and
decision of the
managers

Focus Educational
administration is an
agency which lays
down the aims,
policies and
guidelines of
organizations or
institutions.
Educational
management is
concerned with the
objectives, targets,
and goals laid
down by the BOD
or the Board of
Governors

Concerns Educational
administration is
concerned with
rules and
regulations.
Educational
management is
concerned with the
achievement of
results.

Emphasis Educational
administration,
because of its
emphasis on rules
is generally rigid
and traditional
Educational
management is
progressive,
imaginative, and
innovative
because of its
emphasis on
results.

Results In Educational
administration,
results are not
easily measurable.
In Educational
management,
results are easily
measurable

https://www.youtube.com/watc
h?v=2z7_xNL_wAU

9 Differences Between Being a
Leader and a Manager
William Arruda
forbes.com
LEADERS MANAGERS
• Create vision • Create goals
• Change agents • Maintain the status
quo
• Leaders are unique • Managers copy
• Take risks • Control risks

William Arruda
forbes.com
LEADERS MANAGERS
• Leaders are in it for
the long haul
• Managers think
short-term
• Grow personally • Rely on existing,
proven skills
• Build relationships • Build systems and
processes

William Arruda
forbes.com
LEADERS MANAGERS
• Leaders coach • Managers direct
• Leaders create
fans
• Managers have
employees
• Leaders are unique • Managers copy
• Take risks • Control risks

Leadership VS Management
LEADERS MANAGERS
• Provide direction by
developing the
organizational vision
and communicating
it to the employees
and inspiring them to
achieve it
• Lay down the
structure and
delegates authority
and responsibility

LEADERS MANAGERS
• Focus on listening,
building
relationships,
teamwork, inspiring,
motivating, and
persuading the
followers
• Includes focus on
planning, organizing,
staffing, directing,
and controlling

LEADERS MANAGERS
• Get his authority
from his followers
• Get his authority by
virtue of his position
in the organization
• Follow their own
instinct
• Follow the
organization’s
policies and
procedure

LEADERS MANAGERS
• Leadership is more
of Art.
• Management is
more of science;
exact, planned,
standard, logical,
and more of mind

LEADERS MANAGERS
• Deal with the people
aspect in an
organization
• Deal with the
technical dimension
in an organization or
the job content
• Proactive • Reactive

LEADERS MANAGERS
• See and evaluate
individuals as having
potential for things
that can’t be
measured
• Measure/Evaluate
people by their
name, past records,
present performance

LEADERS MANAGERS
• Based more on
verbal
communication
• Based more on
written
communication
Leadership accompanied by management sets a new
direction and makes efficient use of resources to
achieve it. Both leadership and management are essential
for individual as well as organizational success.

Functions of Managers
1. Planning:
• involves mapping out exactly how to achieve a particular
goal.
For example, that the organization's goal is to improve
company sales. The manager first needs to decide which
steps are necessary to accomplish that goal. These steps
may include increasing advertising, inventory, and sales
staff. These necessary steps are developed into a plan.
When the plan is in place, the manager can follow it to
accomplish the goal of improving company sales.

2. Organizing
• After a plan is in place, a manager needs to
organize her team and materials according to
her plan.
• Assigning work and granting authority are two
important elements of organizing.

3. Staffing
• After a manager discerns his area's needs, he
may decide to beef up his staffing by recruiting,
selecting, training, and developing employees.
• A manager in a large organization often works
with the company's human resources
department to accomplish this goal.

4. Leading
• A manager needs to do more than just plan,
organize, and staff her team to achieve a goal.
She must also lead.
• Leading involves motivating, communicating,
guiding, and encouraging. It requires the
manager to coach, assist, and problem solve
with employees.

5. Controlling
• After the other elements are in place, a
manager's job is not finished.
• He needs to continuously check results against
goals and take any corrective actions
necessary to make sure that his area's plans
remain on track.

10 Roles of Managers
Henry Mintzberg
“The Nature of Managerial Work”
CATEGORY ROLE ACTIVITY
Informational Monitor Seek and receive information;
scan periodicals and reports;
maintain personal contact with
stakeholders
Informational Disseminator Forward information to
organization members via
memos, reports, and phone
calls

Henry Mintzberg
Informational Spokesperson Transmit information to
outsiders via reports, memos,
and speeches
Interpersonal Figurehead Perform ceremonial and
symbolic duties such as
greeting visitors, and signing
legal documents

Henry Mintzberg
Interpersonal Leader Direct and motivate
subordinates; counsel and
communicate with
subordinates
Interpersonal Liaison Maintain information links
both inside and outside
organization via mail, phone
calls, and meetings

Henry Mintzberg
Decisional Entrepreneur Initiate improvement projects;
identify new ideas and
delegate idea responsibility to
others
Decisional Disturbance
Handler
Take corrective action during
disputes or crisis; resolve
conflicts among subordinates,
adapt to environments

Henry Mintzberg
Decisional Resource
Allocator
Decide who gets resources;
prepare budgets; set
schedules and determine
priorities
Decisional Negotiator Represent department during
negotiations of union
contracts, sales, purchases,
and budgets

14 Functions of Leaders
Kretch and Gruthfield (1962)
1. Goal Setter
A leader either establishes organizational
goals and objectives himself or he may
participate with his superiors or
subordinates in establishing them.

2. Planner
This function is intermediate between the
determination of goals and their execution.
In this connection, the leader makes
decisions concerning the ways and means
with which the organizational goals can be
achieved.

3. Executive
In his role as executive, a leader is
responsible for seeing that the appropriate
activities of the organization are carried out.

4. Expert
The technical information and skills the
supervisors possess are useful in
aiding and instructing their
subordinates in effective work
procedure.

5. Surrogate for individual responsibility
The leader relieves other members of the group of
certain responsibilities and they in turn place their
trust in his decisions.
For example, in an informal group of workers, one
individual may be given the responsibility of
passing on of complaints to the superior.

6. Controller of internal relationship
within the organization
It is the responsibility of a leader to see
the various departments in his purview
to coordinate their activities.

7. Administrator of rewards and
punishments
Encourage, upgrade, and promote
workers who deserve, and remove,
transfer or dismiss workers who violate
rules or regulations of the organizations.

8. Arbitrator and mediator
The leader tries to maintain harmony among
the members of the organization.
For example, the president of an organization
makes efforts to maintain harmony among
competitive and ambitious Vice-Presidents.

9. Exemplar
Leader serves as an exemplar, a model for others
to emulate.
For example, the office manager who is invariably
15 minutes early at his desk in the morning is
seeking to influence the members of his group by
being a good example.

10. Symbol of the group
The leader provides a kind of continuity
and stability to the group, standing for it
despite changes in circumstances and
membership.

11. Ideologist
By presenting his ideas concerning
the group, he is a source of moral
strength to them.

12. Father Figure
The leader, by functioning as a father figure,
fulfills an emotional role for the members of
the group. By identifying themselves with
their leader, the members of a group draw
strength and feeling of security.

13. Scapegoat
He provides a ready target for the
aggressions of the members of the group.
Failure can be projected upon him.

14. Policy maker
He establishes policies and goals.

Peter F. Drucker
“An effective leader is one who can make
ordinary men do extra ordinary things,
common people uncommon things.
Leadership is lifting of man’s sight to
higher vision, raising of man’s standard to
higher performance, building of man’s
personality beyond normal limitations.”

Accessory Functions of a Leader
Peter F. Drucker
1. Determination of realistic, factual performances
and objectives in terms of quantity, quality, and
safety.
2. A leader should make the resources that are
required by the workers for proper performance of
the task, available in time and in quantity as well as
quality

Peter F. Drucker
3. He has to keep proper and effective
communication with his workers and supervisors in
order to now and convey instructions.
4. A leader should prepare a plan and structure for
the rewards and identify the areas where workers
avoid work in order to punish them, if required.

Peter F. Drucker
5. He should delegate a part of his authority to his
subordinates, wherever and whenever possible. He
should look forward for the participation of workers
in decision making.
6. He should arrange to remove barriers and
stumbling blocks.

Peter F. Drucker
7. Performance appraisal of the workers and its
communication to higher level is an important
function also.
8. He should render service to beneficiary officials.
9. He should take decisions only after observing the
facts and circumstances.

Peter F. Drucker
10. He should respond to the workers and should
ensure same response from them.
11. He should achieve cooperation and help of the
workers towards accomplishments of goals.
12. He should be one of the group members but
even then he should keep himself different from
them.

Peter F. Drucker
13. He should integrate individual needs with
organizational goals.
14. A leader should ensure industrial integrity.
15. He should resolve internal conflicts.

Leadership and Management - Relationship & Differences. (2020). Retrieved 11 October
2020, from https://www.managementstudyguide.com/leadership-management.htm
Managers and Leaders: Are They the Same or Different?. (2020). Retrieved 11 October
2020, from https://er.educause.edu/blogs/2016/3/managers-and-leaders-are-they-the-same-
or-different
Functions of Managers. (2020). Retrieved 11 October 2020, from
https://www.cliffsnotes.com/study-guides/principles-of-management/the-nature-of-
management/functions-of-managers
Functions of Leadership: 14 Major Functions of Leadership. (2020). Retrieved 11 October
2020, from https://www.economicsdiscussion.net/management/leadership/functions-of-
leadership-14-major-functions-of-leadership/31588

Educational Administration: Meaning, Nature and Other Details. (2020). Retrieved 11
October 2020, from https://www.yourarticlelibrary.com/educational-
management/educational-administration/educational-administration-meaning-nature-and-
other-details/63730
Arruda, W. (2020). 9 Differences Between Being A Leader And A Manager. Retrieved 11
October 2020, from https://www.forbes.com/sites/williamarruda/2016/11/15/9-differences-
between-being-a-leader-and-a-manager/#7d7cdd844609

Educational
Administration
Presented by:
REYNALDO L. ENRIQUEZ
EDD 601

Educational Administration.ppt

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