Educational management: meaning, principles, POSDCORB, CPM, PERT, management as a system, SWOT analysis

1. Dr. Satish Kumar, Asst. Prof. in Education, School of Education, LPU
satishnurpur.gamil.com +91-7589110552

2. What is Management?
Etymology:
The verb 'manage' comes from the
Italian maneggiare (to handle, especially
tools), which derives from the Latin word
manus (hand).
The French word mesnagement (later
ménagement) influenced the development in
meaning of the English word management in
the 17th and 18th centuries.

3. Management as an art As an art, management is about
carrying out organisational functions and tasks through
people. This art involves the application of techniques in:
• human and public relations
• the delegation of an authority: assigning and sharing
responsibilities and duties
• communication: including decision-making and
problem-solving.
• managing change.
Management as a science Management here is
concerned with establishing a philosophy, laws, theories,
principles, processes and practices which can be applied
in various situations, including schools.

4. Meaning of Educational Management
Management is the process of planning,
organising, directing, controlling and
evaluating to accomplish predetermined
objectives of an institution through coordinated
use of human and material resources.
Management is the Art/Science of:-
Getting work done.
With the help of other people
Within the given budget
Within the given deadlines

5. Henry Fayol:- To manage is to ― forecast and plan,
to organise, to command, to coordinate and to control.
Donald J Clough:- Management is the heart and science
of decision making and leadership.
Education is the provision of a series of learning
experiences to students in order to impart knowledge,
values, attitudes and skills with the ultimate aim of
making them productive members of society.

6. Basic functions
Management operates through five basic functions:
planning, organizing, coordinating, commanding, and
controlling.
Planning: Deciding what needs to happen in the
future and generating plans for action.
Organizing: Making sure the human and nonhuman
resources are put into place
Coordinating: Creating a structure through which
an organization's goals can be accomplished.
Commanding: Determining what must be done in a
situation and getting people to do it.
Controlling: Checking progress against plans.

7. Need of educational management:
Policy at the national and international level
focuses on social, economic and cultural
development. The best means to achieve the
development in these spheres is through human
resource development and Education.
There have been tremendous advance in the field
of technology—this is made available to society
only through education

8. 1. Education has to make its curriculum more relevant
to life and needs of a changing society in an effective
and efficient manner.
2. Education therefore has to be dynamic, so that it
can contribute towards accomplishment of national
development goals.
3. Education must also enable students to bring about
desirable social change and at the same time
In order to fufill the above stated role of
education, effectively and efficiently, there is a need to
manage education professionally and move beyond the
traditional role of academics and values only.

9. Thus the knowledge of;
1. Educational management theories, principles, concepts,
techniques, skills and strategies, when applied to education
will bring about effective and efficient functioning of
educational institutions.
2. Scientific and systematic management of educational
institutions is necessary to bring about qualitative changes in
the educational system.
3. Knowledge of educational management is also necessary to
train the present teachers to learn and run educational
institutions professionally, as basic courses like B. Ed./ M. Ed.
do not prepare teachers to become managers.

10. Scope Of EducationalManagement
1. Scope is very wide and includes history and theories of
management science, roles and responsibilities of
educational manager as well as managerial skills
2. Includes a study of educational planning at macro level,
its goals ,principles, approaches and procedures and the
micro level institutional planning and educational
administration
3. Helps in decision making and solving problems.

11. Scope Of EducationalManagement
4. Co-curricular planning, preparing timetable
5. Motivating staff and students
6. Conducting staff meetings and Managing conflicts and
stress
7. Developing healthy and conducive school climate
8. Organization of health and physical education,
9. Organization of exhibitions and fairs
10. Maintenance of school records, Evaluating students
achievements
11. Financing and budgeting

12. Importance OfEducational Management
The study of educational management is important as,
1. It includes the study of various theories of management science
which define and describe the roles and responsibilities of the
educational manager and develop managerial skills.
2. It includes the study of educational planning at macro levels, its
goals, principles, approaches and procedures. At a micro level it
helps in understanding and facilitates: Institutional planning and
Educational administration.
3. Helps in decision making and problem –solving, communication
and managing information and building effective teams.
4. Helps in planning of co-curricular activities, academics and
preparation of time-table.
5. Helps in the maintenance of school records, evaluating students’
achievements.
6. Financing and budgeting of the institution.

13. Objectives ofEducational Management
1. To develop an understanding of the concept of
educational management.
3. To develop an understanding of the roles and functions
of an educational manager.
4. To develop an understanding of the essential
components of democratic classroom management.
6. To develop an awareness of the characteristics of
quality institutions.

14. FunctionsofEducational Management
The functions of educational management are largely
based on the 14 principles of management, which have
been given by Henry Fayol. They are;
1. Division of work.
2. Authority
3. Discipline
4. Unity of command
5. Unity of direction
6. Subordination of individual interests
7. Remuneration

15. FunctionsofEducational Management
8. Centralization
9. Scalar chain {a line of authority or chain of
superiors from top level to lower level}
10. Material and social order
11. Equity
12. Stability
13. Initiative
14. Espirit de corps {French word meaning a feeling of
pride and mutual loyalty shared by
the members of a group}

16. POSDCORB
POSDCORB is an abbreviation used for;
Planning
Organizing
Staffing
Directing
Co-ordinating
Reporting
Budgeting
which was first coined by Luther Gulick and Lyndall Urwick.
POSDCORB can be used as a systematic framework for efficiently
executing business processes in a company or by an individual.

17. Steps of POSDCORB
1. Planning: This essentially refers to establishing a broad
sketch of the work to be completed and the procedures
incorporated to implement them.
2. Organizing: Organizing involves formally classifying,
defining and synchronizing the various sub-processes or
subdivisions of the work to be done.
3. Staffing: This involves recruiting and selecting the
right candidates for the job and facilitating their
orientation and training while maintaining a favorable
work environment.
4. Directing: This entails decision making and delegating
structured instructions and orders to execute them.

18. Steps of POSDCORB
5. Coordinating: This basically refers to
composing and interlinking the various
components of the work.
6. Reporting: Reporting involves regularly
updating the superior about the progress or the
work related activities. The information
dissemination can be through records or
inspection.
7. Budgeting: Budgeting involves all the activities
that under Auditing, Accounting, Financial
Planning and Control.

19. CPM {Critical Path method}
The critical path method (CPM) is a step-by-step project
management technique for process planning that defines critical
and non-critical tasks with the goal of preventing time-frame
problems and process bottlenecks. The CPM is ideally suited to
projects consisting of numerous activities that interact in a
complex manner.
CPM was the discovery of M.R.Walker of E. I. Du Pont de
Nemours & Co. and J. E. Kelly of Remington Rand, Circa 1957.
The computation was designed for the UNIVAC-I computer. The
first test was made in 1958, when CPM was applied to the
construction of a new chemical plant. In March 1959, the method
was applied to a maintenance shut-down at the Du Pont works in
Louisville, Kentucky. Unproductive time was reduced from 125 to
93 hours.

20. CPM {Critical Path method}
In applying the CPM, there are several steps that can be
summarized as follows:
Define the required tasks and put them down in an
ordered (sequenced) list.
Create a flowchart or other diagram showing each task
in relation to the others.
Identify the critical and non-critical relationships
(paths) among tasks.
Determine the expected completion or execution time
for each task.
Locate or devise alternatives (backups) for the most
critical paths.

21. PERT
• PERT stands for ―Programme Evaluation & Review
Technique‖
• PERT was devised in 1958 for the POLARIS missile
program by the Program Evaluation Branch of the
Special Projects office of the U. S. Navy, helped by the
Lockheed Missile Systems division and the Consultant
firm of Booz-Allen & Hamilton.
• Basically, CPM and PERT are project management
techniques, which have been created out of the need of
Western industrial and military establishments to plan,
schedule and control complex projects.

22. Planning, Scheduling & Control
• Planning, Scheduling (or organising) and Control are
considered to be basic Managerial functions, and
CPM/PERT has been rightfully accorded due
importance in the literature on Operations Research and
Quantitative Analysis.
• Far more than the technical benefits, it was found that
PERT/CPM provided a focus around which managers
could brain-storm and put their ideas together.
• It proved to be a great communication medium by
which thinkers and planners at one level could
communicate their ideas, their doubts and fears to
another level.
• Most important, it became a useful tool for evaluating

23. Planning, Scheduling & Control
• There are many variations of CPM/PERT which have
been useful in planning costs, scheduling manpower and
machine time. CPM/PERT can answer the following
important questions:
• How long will the entire project take to be completed?
What are the risks involved?
• Which are the critical activities or tasks in the project
which could delay the entire project if they were not
completed on time?
• Is the project on schedule, behind schedule or ahead of
schedule?
• If the project has to be finished earlier than planned,
what is the best way to do this at the least cost?

24. The Framework for PERT and CPM
Essentially, there are six steps which are common to both the
techniques. The procedure is listed below:
• Define the Project and all of it’s significant activities or
tasks.
• Develop the relationships among the activities. Decide
which activities must precede and which must follow
others.
• Draw the "Network" connecting all the activities. Each
Activity should have unique event numbers.
• Assign time and/or cost estimates to each activity
• Compute the longest time path through the network. This
is called the critical path.
• Use the Network to help plan, schedule, monitor and
control the project.

25. The Framework for PERT and CPM

26. The Framework for PERT and CPM

27. The Framework for PERT and CPM

30. User Acceptance
Testing (UAT)

32. Difference Between PERT and CPM
1. PERT is event oriented whereas CPM is activity oriented. In simple
words, in PERT network interest is focused upon start or completion
of events and not on activities themselves.
2. In CPM network no allowance is made for uncertainties in the
duration of time involved whereas in PERT network uncertainty is
considered.
3. In PERT, time is not related to cost whereas in CPM the object is to
develop an optimum time cost relationship.
4. In CPM duration of activity is estimated with a fair degree of
accuracy. In PERT duration of activities are not so accurate and
definite.
5. In CPM both time and cost can be controlled during planning. Pert
is basically a tool for planning.
6. PERT is used in research and development project, basically for
non-repetitive type projects. CPM is widely used in construction
projects.

33. Over time, there has been a blurring of
the techniques and tools of these two
powerful and useful tools for project
management.
In most projects, both CPM and PERT
are being utilized (in combination) to
facilitate the completion of all tasks
successfully.

34. https://www.youtube.com/watch?v=dFTG3ohAcso
https://www.youtube.com/watch?v=sqxpd8PjwQ0
https://byjus.com/commerce/difference-between-pert-and-cpm/

35. The Benefits of PERT and CPM
1. It compels managers to plan their projects critically & analyse all
factors affecting the progress of the plan. The process of network
analysis requires project planning detail from the start to the finish.
2. It provides the management a tool for forecasting the impact of
schedule changes and be prepared to correct such situations. The
likely trouble spots are located early enough so as to apply some
preventive measures or corrective actions.
3. a lot of data can be presented in a highly ordered fashion. The task
relationships are graphically represented for easier evaluation and
individuals in different locations can easily determine their role in the
total task requirements.
4. The PERT/CPM is time based and hence is the most objective in
time forecasting.
5. It results in improved communication; it provides a common
ground for various parties such as designers, contractors managers
etc. & they all understand each other’s role and contributions.

36. Limitations of PERT and CPM
1. Uncertainty of the estimate of time and resources. These
must be assumed and the results can only be as good as the
assumptions.
2. The costs may be higher than the conventional methods
of planning and control. Because of the nature of net-
working and net-work analysis, it needs a high degree of
planning skill and greater amount of details which would
increase the cost in time and manpower resources,
3. It is not suitable for relatively simple and repetitive
processes such as assembly line work which are fixed-
sequence jobs.

37. SWOT analysis
https://www.businessnewsdaily.com/4245-swot-analysis.html