This document provides an overview of management perspectives and concepts. It discusses key terms like managers and employees. The management process involves planning, organizing, leading, and controlling. Managers have roles like figurehead, leader, and liaison. Management is a universal discipline that involves skills like conceptual abilities, human skills, and technical skills. Studying management can help improve an organization and develop careers.

1. Lecture notes on
Perspectives in Management of Educational
Institutions
by
Dr. Chandra P. Rijal
Kathmandu, Nepal
August 15, 2011 1

2. Perspectives of Management
Before heading onto the concepts of strategic
management, this session will help you to --
 understand the management terms like
managers, employees, efficiency and
effectiveness, and management,
 learn management process, managerial roles and
essential skills,
 learn essentials of high performing educational
managers, and
 understand the diagnostic meaning of leadership.
August 15, 2011 2

3. ORGANIZATION
 An organization is a systematic arrangement of
resources brought together to accomplish some
specific purpose.
 These resources are people dominant in
educational process climate.
 In addition to people arrangement, efficient and
effective allocation of other resources is also
equally important in management of an
institution.
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4. An Organization is distinct by its …
* Vision
* Mission
* Goal
* Strategy, and
* Tactics
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An organization has its
goal
structure
and
people

5. Operatives
• People who work directly on a job or task
and have no responsibility for overseeing
the work of others.
• Known as employees.
• Operatives at a school?
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6. Managers …
Individuals in an organization, who direct
the activities of others (operatives)
Questions for discussion:
1. How are managers different from operatives at
schools?
2. How operatives and managers contribute for the
betterment of the school as a social institution?
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7. MANAGERS Vs. ENTREPRENEURS
¤ Entrepreneurs are the people who pursue business
opportunities, fulfilling needs and wants through
innovation.
¤ Entrepreneurs are the innovative people who give
birth to the new businesses regardless small or big
in size. They are the creators.
¤ All entrepreneurs are managers but all managers
may not be entrepreneurs.
¤ Can you identify about five successful educational
entrepreneurs of Nepal?
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8. Manager Characteristics
Administers
Makes a copy or imitates
Maintains
Focuses on systems and structures
Relies on controls
Short-range view
Asks how and when
Eyes on the bottom line
Accepts the status quo
Classic good soldier
Does things right
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Manager Vs. Leader
Leader Characteristics
Innovates
Creates original or innovates
Develops
Focuses on people
Inspires trust
Long-range perspective
Asks what and why
Eyes on the horizon
Challenges the status quo
Own person
Does the right things
Warren G. Bennis, Managing the dream: leadership in 21st century, journal of
Organizational Change Management, vol. 2, No. 1, 1989, p. 7

9. Leadership
Influencing people by providing the purpose,
direction, and motivation while operating to
accomplish the mission and improving the
organization.
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10. Influencing
• Getting people to do what you want them to
do.
• The example you set is just as important as
the words you speak.
• Through your words and example, you must
communicate purpose, direction, and
motivation.
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11. Purpose
• Persuades people with a reason to
something.
• You must earn their trust: they must know
from experience that you care about them
and would not ask them to do something
particularly dangerous or affective unless
there is a good reason, and unless the task is
essential to mission accomplishment.
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12. Direction
• Communicate the way you want the mission
be accomplished.
• Prioritize tasks.
• Assign responsibility and communicate;
delegate authority when necessary.
• Make sure your people understand the
standard.
• Listen, and correct the limitations that
oppose your direction.
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13. • People want direction. They want to be given
challenging tasks, training in how to accomplish
them, and the resources necessary to do them well.
Then they want to be left alone to do the job.
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14. Motivation
• Motivation gives subordinates the will to do everything
they can to accomplish a mission.
• To motivate your people, give them challenging goals.
• Get to know your people and their capabilities.
• Give them as much responsibility as they can.
• When they succeed, praise them.
• When they fall short, give credit for what they have done
and coach/counsel how to do better next time.
• Make sure that the example you set is as important as what
you say and how well you manage the work.
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15. Operating
• Actions taken to influence others serve to
accomplish operating actions
• Take those actions that help accomplish the stated
goals.
• All leaders execute operating actions, which
become more complex as they assume positions of
increasing responsibility.
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16. Improving
• Leaders should strive for improving everything that
is entrusted to them, their people, facilities,
equipment, training, and all resources.
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17. August 15, 2011 17

18. Elements of Self-Leadership
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Personal
Goal Setting
Constructive
Thought Patterns
Designing
Natural Rewards
Self-Monitoring
Self-Reinforcement

19. ORGANIZATIONAL LEVELS & MANAGERS
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Top Managers
School Chair, President,
Principal
Middle Managers
HODs, Coordinators
First-Line Managers
Supervisors
Operatives
Teachers, employees
What do
these people do?
How can you
relate these
levels at
schools?

20. MANAGEMENT
The process of getting things done - effectively and
efficiently - through and with other people.
Efficiency: doing something rightly.
Effectiveness: doing something right.
Management: getting done right thing in a right way.
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Example?

21. Efficiency vs. Effectiveness
Means Ends
Efficiency Effectiveness
Goals
Low High
wastage attainment
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Resource
Usage Goal
Attainment

22. Features of an Effective Management
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1. Goal
attainment and
maximization
2. Development of
resourcefulness
4. Stakeholder
satisfaction
3. Process
improvement
Bases of
measuring
management
effectiveness

23. MANAGEMENT PROCESS
 The processes aimed at the achievement of the
organization’s stated objectives.
 The French industrialist Henri Fayol wrote that all
managers perform FIVE management activities; planning,
organizing, commanding, coordinating, and controlling.
 In the 1950s, two professors at UCLA recognized FIVE
terms planning, organizing, staffing, directing and
controlling as the framework of management.
 Now condensed to FOUR; Planning, organizing, leading
and controlling.
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24. Management Process Activities
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1. Planning
1. Define goals
2. Establish strategy
3. Develop tactics/subplans
3. Leading
1. Direct the people
2. Motivate the people
3. Resolve the conflicts
2. Organizing
Determine:
1. What to be done
2. How to be done
3. Who is to do
4. Controlling
Motivate activities
to ensure that they
are accomplished
as planned.
Achieving the
organization’s
stated purpose

25. Mintzberg’s Managerial Roles
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Managerial Roles
1. Interpersonal
Figurehead
Leader
Liaison
2. Informational
Monitor
Disseminator
Spokesperson
3. Decisional
Entrepreneur
Disturbance handler
Resource allocator
Negotiator

26. MANAGERIAL SKILLS COMPETENCIES
A. General Skills
1. Conceptual skills 2. Human skills
3. Technical skills a. Interpersonal skills
b. Political skills
B. Specific Skills
1. Controlling the organization’s environment and resources
2. Organizing and coordinating
3. Handling information
4. Providing for growth and development
5. Motivating employees and handling conflicts
6. Strategic problem solving
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CATZ’s Skills

27. Management as an Integrated Function
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Management
Human Resources Management
R&D and Productions
Management
Financial Management
Marketing Management

28. WHY STUDY MANAGEMENT?
General Reason
1. Gain conceptual insights in general management of
any institution
Specific Reasons
1. To improve organization’s overall management
2. To develop career
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29. Universality of Management
 Management is a universal discipline.
 Application of management may be modified as
per the contexts and environments but the main
essence of management principles remains same
worldwide.
 For example, employee motivation is a universal
tool of productivity but the factors considered for
motivation may be different from country to
country and context to context.
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30. Universality of management should be studied in the
following basis
1. Levels in the organization: lower, upper, middle
2. Organizational objectives: profit or not-for-profit
3. Size: big or small
4. National borders: similar management concepts
5. Decision making: synonymous to management
6. Dealing with change: main challenge worldwide
7. Competencies and skills: required worldwide
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31. Using the Wheel
The colors are arranged on the
wheel in such a way that purposeful
color choices can be made.
Choices of color combination
depend on what you are trying to
accomplish.
Such as:
• Contrast
• Blending
• Affect
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