The document discusses the managerial role in healthcare. It covers the purpose of understanding executive leadership, organizational management, and strategic management. It also discusses Mintzberg's managerial roles, behavioral perspectives on management styles, integrating management and leadership skills, and the strategic perspective of healthcare management. It addresses challenges facing healthcare managers, such as medical errors, and the need to develop standardized knowledge and competencies for leadership.
This document provides an overview of management concepts. It defines management as the process of getting things done through others effectively and efficiently. Managers work in organizations and are responsible for planning, organizing, leading and controlling work. The document outlines the different levels of managers, from top to middle to first-line managers. It also discusses various theories and approaches to management that have developed over time, from classical scientific management to contemporary contingency approaches. The purpose of studying management is explained as helping improve the way organizations are managed and led.
Management Theory & Practice(Robbins, S. Coulter M.)cp2000
This document discusses the history and evolution of management theories. It begins with early examples of management in structures like the Egyptian pyramids and the economic centers of Venice. It then outlines several influential management theories including scientific management, bureaucratic management, and organizational behavior studies. More recent developments discussed include the systems approach, contingency theory, and current trends like increased globalization, workforce diversity, and entrepreneurship. The document provides an overview of the key people and concepts that have shaped approaches to management over time.
The document discusses the nature of leadership, leadership traits, skills, and styles. It defines leadership as the ability to persuade people to work towards a common goal. Key leadership traits include honesty, competence, being forward-looking, inspiring, intelligent, fair-minded, and courageous. Leadership skills include technical, human, and conceptual skills. Common leadership styles are autocratic, democratic, and laissez-faire. The document also discusses power, sources of power including position and personal power, and influence tactics.
Current Issues in Public Personnel AdministrationJaypeeRojas
The document discusses several current issues and challenges facing public administration. It examines whether public administration should be universal or adapted to each environment, and how principles may need to be applied differently in various contexts. Some key policy issues mentioned include welfare, economic issues, labor, and resource policy. Organization issues involve areas like planning, coordination, decision-making, and addressing negative bureaucracy. Additional significant challenges include powerful interest groups, demands from a changing society, and ongoing issues requiring new solutions.
Chapter 6 Leading and Controlling(1).pptxSaif Uddin
This document discusses leadership, control, and management. It covers types of power, theories of leadership including path-goal theory and charismatic leadership. It defines control as monitoring and correcting activities to ensure goals are met. The purposes of control are to adapt to change, limit errors, cope with complexity, and minimize costs. Control occurs at multiple levels and involves establishing standards, measuring performance against standards, considering corrective actions if needed.
Lorenz von Stein is considered the founder of public administration science. He argued it relies on other disciplines and practitioners should concern themselves with both theory and practice. In the US, Woodrow Wilson is seen as the father for recognizing it in 1887, advocating for separating politics and administration. Key thinkers in the early 20th century included Gulick, Urwick, Fayol and Taylor. Definitions of public administration evolved over time as the field developed, addressing the executive branch activities, policymaking roles, and relationship to the public. New models like New Public Management and New Public Service also emerged in recent decades.
This document provides an overview of management concepts. It defines management as the process of getting things done through others effectively and efficiently. Managers work in organizations and are responsible for planning, organizing, leading and controlling work. The document outlines the different levels of managers, from top to middle to first-line managers. It also discusses various theories and approaches to management that have developed over time, from classical scientific management to contemporary contingency approaches. The purpose of studying management is explained as helping improve the way organizations are managed and led.
Management Theory & Practice(Robbins, S. Coulter M.)cp2000
This document discusses the history and evolution of management theories. It begins with early examples of management in structures like the Egyptian pyramids and the economic centers of Venice. It then outlines several influential management theories including scientific management, bureaucratic management, and organizational behavior studies. More recent developments discussed include the systems approach, contingency theory, and current trends like increased globalization, workforce diversity, and entrepreneurship. The document provides an overview of the key people and concepts that have shaped approaches to management over time.
The document discusses the nature of leadership, leadership traits, skills, and styles. It defines leadership as the ability to persuade people to work towards a common goal. Key leadership traits include honesty, competence, being forward-looking, inspiring, intelligent, fair-minded, and courageous. Leadership skills include technical, human, and conceptual skills. Common leadership styles are autocratic, democratic, and laissez-faire. The document also discusses power, sources of power including position and personal power, and influence tactics.
Current Issues in Public Personnel AdministrationJaypeeRojas
The document discusses several current issues and challenges facing public administration. It examines whether public administration should be universal or adapted to each environment, and how principles may need to be applied differently in various contexts. Some key policy issues mentioned include welfare, economic issues, labor, and resource policy. Organization issues involve areas like planning, coordination, decision-making, and addressing negative bureaucracy. Additional significant challenges include powerful interest groups, demands from a changing society, and ongoing issues requiring new solutions.
Chapter 6 Leading and Controlling(1).pptxSaif Uddin
This document discusses leadership, control, and management. It covers types of power, theories of leadership including path-goal theory and charismatic leadership. It defines control as monitoring and correcting activities to ensure goals are met. The purposes of control are to adapt to change, limit errors, cope with complexity, and minimize costs. Control occurs at multiple levels and involves establishing standards, measuring performance against standards, considering corrective actions if needed.
Lorenz von Stein is considered the founder of public administration science. He argued it relies on other disciplines and practitioners should concern themselves with both theory and practice. In the US, Woodrow Wilson is seen as the father for recognizing it in 1887, advocating for separating politics and administration. Key thinkers in the early 20th century included Gulick, Urwick, Fayol and Taylor. Definitions of public administration evolved over time as the field developed, addressing the executive branch activities, policymaking roles, and relationship to the public. New models like New Public Management and New Public Service also emerged in recent decades.
The document discusses organizational structure and design. It covers topics like centralization vs decentralization, types of departmentalization, functional vs multidivisional structure, and formal and informal integrating mechanisms. The key aspects of organizational structure discussed are dividing work into jobs and departments, establishing relationships and lines of authority, and coordinating activities across subunits.
Modern public administration has gone through several phases since the 1950s: (1) development administration from the 1950s-1960s which focused on helping developing countries rebuild after WWII, (2) new public administration in the 1970s which addressed the "identity crisis" facing the field, (3) new public management in the 1980s-1990s which emphasized market-based reforms, and (4) governance which views public administration more broadly. Development administration aimed to help countries undergoing social and economic transformation through innovation management and the administration of development projects with Western aid. The Philippines also drew on development administration principles but faced its own "identity crisis" in defining an approach rooted to its own aspirations.
Evolution of Human Resource Management (HRM)Asim Qureshi
This presentation will take you through the journey of evolution of Human Resource Management (HRM). Proper chronological order of events has been followed which will give you a clear idea of the developments and the reason why these developments took place. American Labor History and effect of World War has been discussed in detail as these events had a considerable share in the evolution of HRM.
This document provides an overview of fundamentals of management. It defines management as the process of achieving organizational goals through planning, organizing, leading, and controlling. It explains the importance of studying management as people will either manage others or be managed. The objectives are to define management, explain its basic functions, and understand the role and importance of management. It also outlines management functions, levels, and skills needed at each level.
The document discusses key aspects of the Philippine Administrative System (PAS) including:
1) PAS refers to a network of public organizations that implement policies through defined structures, rules, and goals while interacting with the socio-political environment.
2) Components of PAS include public organizations, internal procedures, policy implementation, serving different clientele, and operating within the larger socio-economic system.
3) The budget cycle in PAS includes budget preparation by agencies under budget parameters set by the Development Budget Coordination Committee, approval by the President and Cabinet, and execution and accountability.
This document discusses key concepts in management including definitions of management, whether management is an art or science, managerial functions, roles, levels and skills. Management is defined as the process of utilizing resources efficiently to achieve goals through and with others. It has elements of both an art and a science. Key managerial functions include planning, organizing, leading and controlling. Managers fulfill various roles including figurehead, leader, liaison, monitor and problem solver. Managerial skills include technical, human and conceptual skills.
This document discusses ethics and social responsibility in organizations. It addresses individual ethics, managerial ethics across three relationships (firm-employees, employees-firm, firm-other agents), and organizational approaches including codes of ethics. It also covers emerging issues like ethics in IT and leadership. Social responsibility is discussed including stakeholder groups, arguments for and against, and organizational, government, and evaluation approaches. Approaches include defensive, accommodative, and proactive stances.
Human resource management is broader in scope than traditional personnel management. It views people as a vital asset and investment rather than just a cost. It involves managing all people in an organization, including top management, middle management, consultants, part-time workers, etc. across both formal and informal settings. The goals of human resource management are to accomplish both organization and individual goals using participatory, flexible and innovative developmental strategies based on a total systems approach respecting the individual and society.
This document discusses different theories and approaches to leadership. It covers:
1. Three main types of leadership: political, administrative, and civic. Political leaders work for their party's benefit while administrators run the government. Civic leadership focuses on roles outside of government.
2. Five major leadership theories: trait theory, behavioral theory, transactional theory, transformational theory, and McGregor's Theory X and Theory Y. Each theory examines different aspects of how leaders influence followers.
3. Key approaches to studying leadership including centered, relational, institutional, contextual, performative, and ethical approaches. These look at both individual leaders and how leadership is shaped by relationships and societal contexts.
Public personnel administration and human resource managementtaratoot
Public personnel administration involves policies for recruiting, training, and promoting government employees. It aims to balance strong leadership, political neutrality, and diversity. Key considerations include merit-based versus patronage-based hiring and promoting diversity through affirmative action and anti-discrimination laws. The main functions of personnel administration are position classification, recruitment and selection, compensation, and promoting diversity through various strategies.
Chapter 03 The Environment and Corporate CultureRayman Soe
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
This document discusses elements of organizational behavior systems and models, including:
- The philosophy, values, vision, mission, and goals that make up an organization's behavior model
- Key elements like the formal/informal organization, leadership, culture, and motivation
- Common management philosophies like autocratic, custodial, supportive, and collegial
- The importance of establishing a clear vision and mission, and setting goals to achieve the vision
- Examples of visions, missions, and values from organizations like TESDA, BSU, and ABS-CBN
Personnel administration deals with managing an organization's human resources. It involves recruiting, training, compensating, and separating employees. It aims to effectively use human resources, develop desirable work relations, and maximize employee development while meeting legal and social responsibilities. A well-balanced personnel program includes sound recruitment, selection, training, performance evaluation, promotion based on merit, and maintaining employee morale.
This document provides an index for a book on human resource management by Raghubar Jha. The index lists various topics covered in the book such as strategic human resource management, human resource development, team effectiveness, human resource planning, job analysis, recruitment and selection, training and development, performance appraisals, compensation, and motivation theories among others. The document also includes short introductory sections on the meaning of human resource management, objectives and scope of HRM, roles and functions of HRM, and challenges faced by HRM in the Indian economy.
Functional areas of public administrationNazia Ashraf
This document outlines 6 key functional areas of public administration: 1) Community development through facilitating multi-organizational partnerships to address community needs, 2) Sustainability through overseeing infrastructure and developing plans to reduce environmental impact, 3) Environmental management through balancing environmental protection with economic interests, 4) Leadership in government operations and ensuring public needs are met, 5) Crisis management through prevention and response planning, and 6) Public safety through law enforcement, fire services, and corrections to protect communities. Public administrators play important roles across these areas.
This document discusses school personnel management and classification. It describes the different types of personnel including administrative, teaching, and non-teaching staff. Administrative personnel include principals and head teachers, with duties like assigning teacher loads and building community relationships. Teaching personnel are those engaged in actual teaching, such as teachers and special education teachers. Non-teaching personnel include guidance counselors, librarians, bus drivers, cooks, and others who support school operations and students.
The document discusses the fundamentals and nature of human behavior. It describes how behavior is influenced by thoughts, feelings, needs and environmental/social factors. It also discusses the different ways behavior is studied, including psychology and sociology. The document outlines various models of human behavior, including passive, aggressive, assertive and passive-aggressive styles. It provides examples of each behavioral style.
The evolution of_management_theory_9_18_06_uploadKuan-Yin Cai
The document summarizes the evolution of management theories from early management thought to modern approaches. It traces developments from classical approaches like scientific management to more modern theories like the learning organization. The document also discusses whether Western theories are fully applicable in non-Western contexts like Asia and the Philippines. It proposes a "Pinoy Management Theory" that incorporates informal organization and behavioral styles within a formal Philippine organizational context.
Management involves planning, organizing, directing, and controlling organizational resources to achieve goals efficiently and effectively. The main functions of management are planning, organizing, staffing, directing, and controlling. Planning establishes objectives and strategies, organizing determines how work is grouped and resources allocated, staffing involves hiring and training employees, directing oversees activities and leads people, and controlling monitors progress and ensures goals are met. Effective management requires conceptual, technical, and human relations skills to coordinate resources and activities within an organization.
Controlling is the process of ensuring actual activities conform to planned activities. It involves establishing performance standards, measuring actual performance, comparing actual results to standards, and taking corrective action as needed. There are three types of control: feed forward control sets policies before operations begin; concurrent control monitors and adjusts activities as they occur; and feedback control measures outputs, compares them to standards, and implements corrective actions. Control techniques include budgetary methods like operating, variable, and zero-base budgets. Non-budgetary methods include statistical data, reports, auditing, and personal observation. Modern methods include PERT, management information systems, and computers. An effective control system focuses on critical points, integrates all controls, and tail
Successful leaders execute on their goals and visions, which builds trust with others. They do the right things rather than just having a great vision. Vision and goals are important for leaders to articulate. Planning, focus, and perseverance are keys to achieving goals and becoming a successful leader.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like depression and anxiety.
The document discusses organizational structure and design. It covers topics like centralization vs decentralization, types of departmentalization, functional vs multidivisional structure, and formal and informal integrating mechanisms. The key aspects of organizational structure discussed are dividing work into jobs and departments, establishing relationships and lines of authority, and coordinating activities across subunits.
Modern public administration has gone through several phases since the 1950s: (1) development administration from the 1950s-1960s which focused on helping developing countries rebuild after WWII, (2) new public administration in the 1970s which addressed the "identity crisis" facing the field, (3) new public management in the 1980s-1990s which emphasized market-based reforms, and (4) governance which views public administration more broadly. Development administration aimed to help countries undergoing social and economic transformation through innovation management and the administration of development projects with Western aid. The Philippines also drew on development administration principles but faced its own "identity crisis" in defining an approach rooted to its own aspirations.
Evolution of Human Resource Management (HRM)Asim Qureshi
This presentation will take you through the journey of evolution of Human Resource Management (HRM). Proper chronological order of events has been followed which will give you a clear idea of the developments and the reason why these developments took place. American Labor History and effect of World War has been discussed in detail as these events had a considerable share in the evolution of HRM.
This document provides an overview of fundamentals of management. It defines management as the process of achieving organizational goals through planning, organizing, leading, and controlling. It explains the importance of studying management as people will either manage others or be managed. The objectives are to define management, explain its basic functions, and understand the role and importance of management. It also outlines management functions, levels, and skills needed at each level.
The document discusses key aspects of the Philippine Administrative System (PAS) including:
1) PAS refers to a network of public organizations that implement policies through defined structures, rules, and goals while interacting with the socio-political environment.
2) Components of PAS include public organizations, internal procedures, policy implementation, serving different clientele, and operating within the larger socio-economic system.
3) The budget cycle in PAS includes budget preparation by agencies under budget parameters set by the Development Budget Coordination Committee, approval by the President and Cabinet, and execution and accountability.
This document discusses key concepts in management including definitions of management, whether management is an art or science, managerial functions, roles, levels and skills. Management is defined as the process of utilizing resources efficiently to achieve goals through and with others. It has elements of both an art and a science. Key managerial functions include planning, organizing, leading and controlling. Managers fulfill various roles including figurehead, leader, liaison, monitor and problem solver. Managerial skills include technical, human and conceptual skills.
This document discusses ethics and social responsibility in organizations. It addresses individual ethics, managerial ethics across three relationships (firm-employees, employees-firm, firm-other agents), and organizational approaches including codes of ethics. It also covers emerging issues like ethics in IT and leadership. Social responsibility is discussed including stakeholder groups, arguments for and against, and organizational, government, and evaluation approaches. Approaches include defensive, accommodative, and proactive stances.
Human resource management is broader in scope than traditional personnel management. It views people as a vital asset and investment rather than just a cost. It involves managing all people in an organization, including top management, middle management, consultants, part-time workers, etc. across both formal and informal settings. The goals of human resource management are to accomplish both organization and individual goals using participatory, flexible and innovative developmental strategies based on a total systems approach respecting the individual and society.
This document discusses different theories and approaches to leadership. It covers:
1. Three main types of leadership: political, administrative, and civic. Political leaders work for their party's benefit while administrators run the government. Civic leadership focuses on roles outside of government.
2. Five major leadership theories: trait theory, behavioral theory, transactional theory, transformational theory, and McGregor's Theory X and Theory Y. Each theory examines different aspects of how leaders influence followers.
3. Key approaches to studying leadership including centered, relational, institutional, contextual, performative, and ethical approaches. These look at both individual leaders and how leadership is shaped by relationships and societal contexts.
Public personnel administration and human resource managementtaratoot
Public personnel administration involves policies for recruiting, training, and promoting government employees. It aims to balance strong leadership, political neutrality, and diversity. Key considerations include merit-based versus patronage-based hiring and promoting diversity through affirmative action and anti-discrimination laws. The main functions of personnel administration are position classification, recruitment and selection, compensation, and promoting diversity through various strategies.
Chapter 03 The Environment and Corporate CultureRayman Soe
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
This document discusses elements of organizational behavior systems and models, including:
- The philosophy, values, vision, mission, and goals that make up an organization's behavior model
- Key elements like the formal/informal organization, leadership, culture, and motivation
- Common management philosophies like autocratic, custodial, supportive, and collegial
- The importance of establishing a clear vision and mission, and setting goals to achieve the vision
- Examples of visions, missions, and values from organizations like TESDA, BSU, and ABS-CBN
Personnel administration deals with managing an organization's human resources. It involves recruiting, training, compensating, and separating employees. It aims to effectively use human resources, develop desirable work relations, and maximize employee development while meeting legal and social responsibilities. A well-balanced personnel program includes sound recruitment, selection, training, performance evaluation, promotion based on merit, and maintaining employee morale.
This document provides an index for a book on human resource management by Raghubar Jha. The index lists various topics covered in the book such as strategic human resource management, human resource development, team effectiveness, human resource planning, job analysis, recruitment and selection, training and development, performance appraisals, compensation, and motivation theories among others. The document also includes short introductory sections on the meaning of human resource management, objectives and scope of HRM, roles and functions of HRM, and challenges faced by HRM in the Indian economy.
Functional areas of public administrationNazia Ashraf
This document outlines 6 key functional areas of public administration: 1) Community development through facilitating multi-organizational partnerships to address community needs, 2) Sustainability through overseeing infrastructure and developing plans to reduce environmental impact, 3) Environmental management through balancing environmental protection with economic interests, 4) Leadership in government operations and ensuring public needs are met, 5) Crisis management through prevention and response planning, and 6) Public safety through law enforcement, fire services, and corrections to protect communities. Public administrators play important roles across these areas.
This document discusses school personnel management and classification. It describes the different types of personnel including administrative, teaching, and non-teaching staff. Administrative personnel include principals and head teachers, with duties like assigning teacher loads and building community relationships. Teaching personnel are those engaged in actual teaching, such as teachers and special education teachers. Non-teaching personnel include guidance counselors, librarians, bus drivers, cooks, and others who support school operations and students.
The document discusses the fundamentals and nature of human behavior. It describes how behavior is influenced by thoughts, feelings, needs and environmental/social factors. It also discusses the different ways behavior is studied, including psychology and sociology. The document outlines various models of human behavior, including passive, aggressive, assertive and passive-aggressive styles. It provides examples of each behavioral style.
The evolution of_management_theory_9_18_06_uploadKuan-Yin Cai
The document summarizes the evolution of management theories from early management thought to modern approaches. It traces developments from classical approaches like scientific management to more modern theories like the learning organization. The document also discusses whether Western theories are fully applicable in non-Western contexts like Asia and the Philippines. It proposes a "Pinoy Management Theory" that incorporates informal organization and behavioral styles within a formal Philippine organizational context.
Management involves planning, organizing, directing, and controlling organizational resources to achieve goals efficiently and effectively. The main functions of management are planning, organizing, staffing, directing, and controlling. Planning establishes objectives and strategies, organizing determines how work is grouped and resources allocated, staffing involves hiring and training employees, directing oversees activities and leads people, and controlling monitors progress and ensures goals are met. Effective management requires conceptual, technical, and human relations skills to coordinate resources and activities within an organization.
Controlling is the process of ensuring actual activities conform to planned activities. It involves establishing performance standards, measuring actual performance, comparing actual results to standards, and taking corrective action as needed. There are three types of control: feed forward control sets policies before operations begin; concurrent control monitors and adjusts activities as they occur; and feedback control measures outputs, compares them to standards, and implements corrective actions. Control techniques include budgetary methods like operating, variable, and zero-base budgets. Non-budgetary methods include statistical data, reports, auditing, and personal observation. Modern methods include PERT, management information systems, and computers. An effective control system focuses on critical points, integrates all controls, and tail
Successful leaders execute on their goals and visions, which builds trust with others. They do the right things rather than just having a great vision. Vision and goals are important for leaders to articulate. Planning, focus, and perseverance are keys to achieving goals and becoming a successful leader.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like depression and anxiety.
This document discusses the history and concepts of educational management. It defines management as planning, coordinating, directing, supervising, staffing and controlling activities to achieve objectives. Several theorists are cited defining management as getting things done through people in a formal organizational structure. The document outlines the five functions of management as planning, organizing, leading, coordinating and controlling. It discusses the development of educational management over time in the Indian context, citing milestones like the Charter Act of 1813 and Macaulay's Minutes of 1835.
This document discusses various theories of educational management and leadership models. It covers formal management models including bureaucratic, rational, hierarchical and systems models. It also discusses collegial and political models of management. For leadership models, it describes managerial, participative, transformational, interpersonal and transactional leadership. It provides details on the key features and concepts for each of these theories and models.
This document discusses school leadership in the context of a School-Based Management (SBM) environment. It outlines 10 principles of effective school leadership, including setting accountable goals, ensuring jobs are understood and accomplished, and developing teamwork. The roles and functions of school heads as educational leaders are also described, such as setting the vision and curriculum, and creating an environment conducive to teaching and learning. Different levels of school leadership maturity are identified from standard to progressive to mature. The challenges of collective responsibility and utilizing skills in communication, collaboration, and community building are also highlighted.
The document discusses educational management and defines key concepts. It summarizes management approaches from Henry Fayol and Donald Clough. It then outlines objectives of school management including achieving institutional objectives, improving planning and implementation, and enhancing efficiency. It also discusses the scope of school management, functions of educational management including planning, organizing, leading, staffing and controlling. Finally, it discusses the importance of discipline in schools and ways to ensure effective institutional discipline such as treating students fairly and using praise and punishment judiciously.
The document discusses planning in education. It defines planning as a process of decision making for future actions to achieve objectives through optimal resource use. Key aspects of planning discussed include approaches to planning, perspective planning, institutional planning, and manpower planning. The document outlines the methodology of educational planning, including diagnosing the situation, setting targets, developing intervention strategies, costing and budgeting, implementation, monitoring, and evaluation.
Concepts and principles of organization, administration, and supervisionMalditang Maharot
This document discusses key concepts in organization and administration of schools. It defines an organization as a social unit established to achieve specific objectives through grouping work and allocating responsibilities. A school is an organization with a purpose to educate students. The document outlines the functions, responsibilities, duties, and tasks required within an organization. It distinguishes administration, which implements policies, from management, which sets policies and plans. Educational administration arranges resources and programs to achieve educational goals through planning, policy, and implementation. Supervision ensures quality teaching and learning by supporting teachers' instructional delivery and improving school subsystems.
The nature, scope and function of school administration 2Ramil Polintan
The document discusses the key responsibilities and functions of school administrators according to the Education Act of 1982 in the Philippines. It outlines 7 duties that every school administrator must perform, including discharging their responsibilities according to the school's philosophy and goals, ensuring efficient administration, promoting an effective learning environment, maintaining professional conduct, providing performance reports to staff, observing due process, and maintaining required records and reports. The act aims to define the role of administrators in establishing an integrated education system to meet national development goals.
This document discusses educational leadership and the role of teachers as leaders. It defines educational leadership and explores different leadership styles used in education, including hierarchical, transformational, and facilitative styles. It examines the role of the school leader and discusses developing effective school leaders. It also outlines 10 roles that teachers can take on as leaders, such as being a resource provider, instructional specialist, curriculum specialist, classroom supporter, learning facilitator, and mentor. The goal is to provide insight into educational leadership styles and the opportunity for teachers to take on leadership roles in school change management.
This document provides an overview of the organizational structure and educational system in the Philippines. It begins with an organizational chart showing the different bureaus, offices, and agencies that make up the Department of Education. It then discusses key concepts in school administration and supervision including the significance, types, management functions, and how it operates in the Philippine context. The document also contrasts the traditional and modern concepts of administration as well as the values of clinical and traditional supervision.
This chapter discusses organizational innovation, change, and learning. It provides an overview of key concepts like complex adaptive systems and organizational learning. It then describes the innovation model, a multi-stage process for managing innovation including agenda setting, matching innovations to needs, restructuring, clarifying, and routinization. Finally, it addresses implementing large-scale organizational change and Kotter's 8 step transformation model.
The document provides an agenda and announcements for a management class. It includes an agenda with topics to be covered such as an open discussion on Chapter 1 "Management", a management overview, skill builder exercises, and questions. Announcements include signing an attendance sheet and noting available add codes for the waiting list. The document then reviews features of the textbook's three-pronged approach to presenting concepts, fostering skill development, and helping students apply what they learn. It closes with questions from a case study on Microsoft.
The document outlines the agenda and announcements for a management class, including discussing Chapter 1 on management, completing skill builders and case studies, and addressing any questions. The agenda includes an open discussion on the chapter, an overview of management, completing skill builder exercises, discussing a Microsoft case study, and a closing session. Announcements include signing an attendance sheet, noting available add codes for the waiting list, checking if anyone has homework problems, and reminding students about an upcoming web quiz and expectations for the course.
The document summarizes key points from a chapter on management. It includes an agenda for a class discussion, outlines of management functions and roles, differences between management levels and types of businesses, and new workplace issues like knowledge management, ethics, and networking. Management involves planning, organizing, leading and controlling resources to achieve objectives. Successful managers require skills in these areas as well as integrity and the ability to work well with others.
The document summarizes key points from a chapter on management. It includes an agenda for a class discussion, outlines of management functions and roles, differences between management levels and types of businesses, and new workplace issues like knowledge management, ethics, and networking. Management involves planning, organizing, leading and controlling resources to achieve objectives. Successful managers require skills in these areas as well as integrity and the ability to work well with others.
Strategy implementation is the process of executing a strategic plan and turning it into action to achieve specific goals and objectives. It involves putting the strategy into practice, aligning the organization's resources, systems, and processes with the strategic goals, and monitoring progress to ensure that the strategy is successful.
The key steps involved in strategy implementation include:
Communication and alignment: Ensuring that all employees are aware of the strategy and understand their roles and responsibilities in executing it. It is important to create a sense of ownership and commitment among employees towards the strategy.
Resource allocation: Allocating resources, including people, time, and money, to support the strategy. This involves prioritizing activities and investments to ensure that they align with the strategic goals.
Development of action plans: Developing detailed action plans that break down the strategic goals into specific activities, timelines, and deliverables. This helps to ensure that everyone knows what needs to be done, when it needs to be done, and who is responsible for doing it.
Performance management: Establishing metrics and key performance indicators (KPIs) to track progress and measure success. Regular monitoring and reporting of performance against these KPIs helps to identify areas of improvement and ensure that the strategy remains on track.
Feedback and adjustment: Continuously seeking feedback and making adjustments to the strategy as needed. This allows for continuous improvement and ensures that the strategy remains relevant and effective in a changing business environment.
Overall, successful strategy implementation requires a strong commitment from the leadership team, effective communication and alignment throughout the organization, and a focus on execution and results. It is an ongoing process that requires continuous attention and effort to achieve the desired outcomes.
Strategic human resource management (SHRM) involves using people strategically to achieve organizational goals. There are four main approaches to SHRM: resource-based, high-performance management, high-commitment management, and high-involvement management. SHRM requires understanding the internal and external environment, including trends in technology, organizational structure, employee values and attitudes, management practices, demographics, and international factors. The environment shapes HR strategies around skills, training, compensation, and organizational design.
This document discusses various concepts and theories related to management. It defines management according to several experts and outlines its nature, objectives, features and importance. It differentiates between management and administration and describes the various levels and roles of management. The document also summarizes several classical and modern perspectives on management including scientific management, administrative management, behavioral approach, decision theory approach, systems approach and contingency approach.
The document discusses principles of change management. It outlines various models for managing organizational change, including Lewin's three-step model of unfreezing, movement, and refreezing. Forces driving change include competition and leadership transitions. Resistance to change stems from individual habits and organizational inertia. Approaches to reduce resistance involve communication, participation, and implementing changes fairly.
This presentation provides an overview of key HR policies including processes, procedures, recruitment and selection, performance management, compensation and benefits, training and development, and grievance redressal. It discusses the purpose and importance of establishing clear policies in these areas to communicate expectations to employees, ensure regulatory compliance, and create a productive work environment. The presentation also provides guidance on developing comprehensive policies that outline roles and responsibilities, criteria for evaluation, and procedures for implementation.
The document provides an overview of management principles from a textbook. It begins by outlining 10 learning outcomes from the chapter, including describing the difference between managers and employees, the four processes of management, and skills for managers. It then discusses definitions of management, focusing on efficiency and effectiveness. It also summarizes several theories of management, including Mintzberg's managerial roles and the evolution of management approaches over time.
The document discusses the challenges of managing organizations in turbulent times. It outlines several driving forces of change, including advancing technology, increasing workforce diversity, rising public expectations, globalization, and the growing power of stakeholders. To navigate these challenges, the document argues that managers must shift their mindsets to embrace flexibility, empower employees, and create a collaborative culture. Successful organizations are actively managed to adapt to their changing environments.
The document summarizes the evolution of management thinking from classical perspectives to more modern approaches. It describes classical theories including scientific management, bureaucracy, and administrative principles. It then outlines the human relations movement and human resources perspective that focused on social and psychological factors. More recent approaches discussed include systems theory, contingency views, total quality management, and the learning organization model.
The document discusses the challenges of managing organizations in turbulent times. It outlines several driving forces of change, including advancing technology, increasing workforce diversity, rising public expectations of social responsibility, globalization, and the growing power of stakeholders. To navigate these conditions, the document argues that managers must shift their mindsets to embrace flexibility, empower employees, and create collaborative workplaces. Successful organizations are actively managed to adapt to constant change rather than rely on stability.
Existing System study reveals that all the booking was done manually on registers, which was very tedious and error prone job. Searching and report generation was also not possible in the existing system. Also the work of Institute was manually maintained. There was register or file system in the Institute.
Present mode of working is based on manual system in which the all the information is first received and than entered in the register. It is very difficult job and time consuming also. Moreover, the existing system is also dependent on employees, if the employees are absent; it leads to problem and affects the business performance.
The document discusses the changing nature of management in turbulent times. It notes that the pace of change continues to accelerate and is a major business risk. Key driving forces include advances in technology, increasing workforce diversity, rising public consciousness, globalization, and the growing stakeholder community. Successful modern management requires integrating traditional skills with new approaches that emphasize human elements, flexibility, and engaging employees. Managers must help organizations navigate turbulence through dispersed leadership, empowering employees, collaborative relationships, and emphasizing learning.
This document provides an overview of key concepts in human resource management (HRM). It discusses the primary functions of management, the importance of HRM to organizations, and how external factors influence HRM. The four basic HRM functions of staffing, training and development, motivation, and maintenance are also summarized. The document then explains how these HRM functions are translated into practice through employment specialists, training and development professionals, compensation and benefits experts, and employee relations representatives. It concludes by discussing the strategic value of HRM and its role in ethics and global operations.
The document discusses corporate governance, providing definitions and discussing its importance, principles, theories, models around the world, and the present scenario in India. It summarizes key corporate governance codes and committees in India like Clause 49, Kumar Mangalam Birla Committee, and Naresh Chandra Committee, and highlights their major recommendations regarding audit processes, board composition, and certification of financial statements.
V091013 db1 oh&s issues for the board-09-10-13Marion Macleod
The document summarizes a presentation for company directors on occupational health and safety issues and responsibilities. It discusses:
1) Increasing pressures from employees, communities, and legislation are driving health and safety responsibilities. Directors have a duty of care and can demonstrate due diligence to fulfill this duty.
2) An effective safety management system involves senior management involvement, reflecting organizational practices, and implementing plans. Key elements include risk management, consultation, incident reporting, and monitoring performance indicators.
3) Harmonizing health and safety laws across Australia may introduce a positive duty of care for officers. Officers can protect themselves by exercising due diligence, such as ensuring appropriate resources and oversight of compliance.
This document provides an overview of factoring and forfaiting. It defines factoring as the sale of book debts by a firm to a financial institution, with the factor paying for the debts as they are collected. Forfaiting is similar but deals specifically with receivables relating to deferred payment exports. The key parties in each transaction and services provided are described. The document also compares factoring to bills discounting and forfaiting, outlines the various types of factoring, and summarizes the mechanics and stages involved in domestic and export factoring as well as forfaiting transactions.
Marketing information system collects, analyzes, and distributes market data to help marketing managers make decisions. It provides three types of information: recurrent for regular updates, monitoring for scanning external sources, and requested for specific needs. The system sources data internally from sales, costs, and financial records, and externally from marketing research. It is important for anticipating customer demand, taking a systematic approach, understanding economic indicators, analyzing competition, keeping up with technology, and understanding customers to inform marketing planning.
This document discusses concepts related to economic environmental scanning and marketing research. It covers economic institutions like the WTO, levels of trade integration from preferential trading to political unions, and issues in secondary and primary marketing research in other countries. Key considerations for research include data availability, reliability, comparability, and costs, as well as accounting for cultural and measurement differences across nations.
The document discusses buyer behavior models and the factors that influence consumer and business buying decisions. It covers the buyer decision process, from need recognition through post-purchase evaluation. Key factors discussed include culture, social groups, personal characteristics, motivation and values. Business buyers face more complex decisions and a more formalized buying process compared to consumers. Multiple roles, like users, influencers, buyers and deciders, make up the buying center in organizational purchases.
The document discusses advertising and sales promotion. It covers setting advertising objectives like introducing new products or positioning brands. It also discusses choosing media types, planning messages, and measuring effectiveness. For sales promotion, it outlines positives like immediate results or growth but also negatives like eroding brand loyalty or being hard to manage. Key terms covered include things like institutional advertising, product advertising types, advertising allowances, and cooperative advertising.
The document discusses the STP process of market segmentation, targeting, and positioning. It defines segmentation as classifying customers into groups, targeting as evaluating segment attractiveness and selecting segments, and positioning as arranging a product to occupy a clear place in the consumer's mind. The document then provides details on how to conduct segmentation, targeting, and positioning including identifying bases for segmentation, developing selection criteria, and choosing a market coverage strategy.
The document discusses product mix, product lines, and individual products. It defines key terms like product mix, product line, and individual product. It also covers product mix characteristics, product and service strategies, individual product strategies like product life cycles, and product line strategies such as increasing or decreasing line length. The product life cycle concept and stages are explained in detail. Limitations of the product life cycle model and ethical issues in product strategies are also summarized.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
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The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
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Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
Chapter 2 A “reflective” mindset in managing “self” An “analytic” mindset in managing organizations or organizational units A “worldly” mindset to aid in managing organizational context A “collaborative” mindset to aid in managing relationships An “action” mindset to assist in managing organizational change and transformation.
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Chapter 2 Learning about the organization and its problems through a broad range of interactions and assessments and continued probing Framing an agenda to be pursued through conscious reflection and intuitive experience Aligning individuals through communication, motivation, rewards, and punishments, often using new or established communication processes Framing, testing, and revising initiatives
Chapter 2 Framing and presentation of issues and proposals Deciding how to solicit help and present proposals in ways that appeal to others yet meet one’s basic objectives Building and maintaining network contacts and communication processes Building and managing coalitions Applying these in horizontal and vertical organizational contexts
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Chapter 2 Decision making processes Communication processes nature, direction, and quality of information flows Interrelationships Tenor and tone of group work Organizational learning Knowledge acquisition Knowledge interpretation Knowledge dissemination Knowledge retention
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Chapter 2 Health delivery organizations Must ultimately strike a balance between investing in their ability to generate economic profits and investing in their commitment to meet community service needs. Executive leadership Must exhibit value-oriented decision-making, human relations, and priority-setting skills.
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Chapter 2 Effective in balancing conflicting values within the organization to create an efficient operating environment An effective strategist... to provide the framework and direction for overall company operations Must change his management style and strike different balances among his personal skills as conditions change or as his organization grows in size and complexity
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Chapter 2 A Career-Long Action-Based Reflective Activity, Conducted within an Integrating Framework Does not simply occur, competencies are gained through a life-long process of experience-based reflection and growth
Chapter 2 Reflective about self Worldly about context Analytical about organization Collaborative about relationships Action about change