This document discusses organizations, management, and administration. It defines an organization as a social unit with people, common goals, and means to achieve those goals. Formal organizations have clear structures and rules while informal organizations grow spontaneously. The document also defines management as planning, organizing, and controlling to achieve goals through people. Administration is defined as implementing plans, policies, and programs. The key difference discussed is that management formulates policies while administration implements them. Educational management and administration are then defined as applying these processes to achieve educational goals through teaching, research, and extension work.

1. Lecturer: Osei-Tutu Joseph
Contact: Phone: 0244 508205/ 0505 895953
e-mail: otkwam@gmail.com

2.  An organization is a social unit of people that is structured and
managed to meet a need or to pursue collective goals.
 i. People
 ii. Common goals
 iii. Common means of equipment necessary for a joint
effort to attain a goal.
 Formal or Informal.
 A formal organization is constructed to seek specific goals and
guided by formally stated set of rules and regulations.
 Characteristics of Formal organization
 It has organizational structure based on hierarchy of authority
 It is also characterized by impersonal relationship
 There is some degree of permanency.

3.  Types of Formal Groups
 Permanent and Temporary Formal Groups.
 Command Group such as sections, department etc.
 Functional Groups are classified according to
functions of the members of the groups such as
clerks, typists, etc.
 Status Groups involve the members of the same
status in the organization

4.  Informal organization
 Informal organizations on the other hand are loosely
organized, ill defined, usually grow spontaneously and
members interacts in a more personal way.
 Network of interpersonal associations which grow out of the
social contacts and interactions of those members of the
formal organization sharing common responsibilities, interests,
problems or personal characteristics
 Informal organizations develop relationships which are built
on likes, dislikes, feelings and emotions
 In every formal organization, it is believed that there exists an
informal one.
 They appear in response to the need for social contact

5.  Types/Kinds of informal groupings
 Friendship Groups
 Interest Groups
 Reference Group
 Cliques
1. horizontal clique
2. vertical clique and
3. mixed cliques
 Sub-cliques
 Isolates

6.  It can bring strength and vitality ( unity) to an organization to
help it become humanistic and prevents its dehumanization.
 It provides an additional channel of communication, which can
usefully supplement and administration, e.g. because of the
fear of criticism, management will want to do the right thing.
 It also generates pluralistic quality, hence brings fresh ideas and
diversity of viewpoints; and it helps members to satisfy their
social needs hence motivates them to work. Through these,
workers’ morale and productivity are boosted.
 It provides identification and emotional support for members.

7.  The group may work counter to the purpose of the formal
organization, e.g. challenging authority; it reduces the degree of
predictability and control.
 It may also promote nepotism, discrimination and other such
vices.
 NOTE!!!
 Though informal groups within the formal set up could be
detrimental to organization effectiveness and efficiency, it is
believed that if management is properly trained to understand
and work with the informal groups, the benefits will far exceed
the fear and possibly the costs.

8.  A school is a system of consciously coordinated activities or
force of two or more persons.
 Again it is purposely established to achieve certain goals like
other formal organizations.
 One other characteristic of the school is that the relationships
between members are defined by a specific and formally stated
set of rules and regulations such as in a formal organization.
 The school also has an organizational structure.
1. Line organizational structure
2. Line & Staff

9.  A Organization chart clearly shows how people in an
organization should relate to each other according to their
status and jobs description, which should clearly be spelt out.

10.  Some definitions of management
 To Henry Fayol: to manage is to forecast and plan, to organize, to
command, to coordinate and to control.
 To Donald J. Clough: Management is the art and science of
decision making and leadership
 Managementinnovations ( 2015 ) sees management as the process
of reaching organizational goals by working with and through
people and other organizational resources.

11.  Some definitions of management
 Treworth and Newport (1982) similarly defined management as a
process of planning, organizing, actuating and controlling an
organization's operations in order to achieve coordination of the
human and material resources essential in the effective and
efficient attainment of objectives
 It is the accomplishment of results through the efforts of other
people.

12.  From the definitions, Management has 3 characteristics;
1. A process- a sequence of coordinated events - planning,
organizing, coordinating and controlling or leading -
2. It involves and concentrates on reaching organizational goals
3. It reaches these goals by working with and through people and
other organizational resources.
 The activities (Planning, Coordinating, Controlling etc.) are
referred to as FUNCTIONS OF MANAGEMENT.

13.  Some definitions of Administration
 American Heritage Dictionary of the English Language
(2011), defines administration as the management of the
affairs of an organization, such as a business or
institution.
 Miewald (1978) also defines administration as the means
by which formal goals are achieved through cooperative
human effort.

14.  Some definitions of Administration
 Nwankwo (1987) considers administration as the careful and
systematic arrangements and use of resources (human and
material), situations and opportunities for the achievement of
the specific objectives of a given organization.
 Campbell et al. (1977) have given a practical definition of
administration, describing what administrators do with the
acronym, POSDCoRB

15.  P- Planning the broad work that needs to be done to achieve
organizational goals.
 Give example in schools
 O- Organizing is establishing the formal structures of
authority through which work sub-divisions are arranged,
defined and co-ordinated and assembling all the necessary
resources the organization would need for production.
 Give example in schools
 S- Staffing is a process of acquiring, training and developing
the right quantum and quality of workers and maintaining
conducive environment so that work would be done efficiently
and effectively.
 Give example in schools

16.  D- Directing is a continuous task of giving orders and
instructions and serving as the leader of the establishment. It
also involves coming out with decisions, rules and regulations.
 Co- coordinating is bringing harmony; uniformity in the
organization by making sure all sub-systems interacts
 R- Reporting is the act of keeping stakeholders informed of
the activities of the organization.
 Basically, reporting connotes two things: 1) keeping
stakeholders informed; and 2) accountability.
 B- Budgeting is the finance management of an organization
done by fiscal planning, accounting and control.

17.  From the above discussion, is there any distinction
between management and Administration?
 Distinction based on Nature of enterprises:
 Management be used with respect to enterprises having an
economic orientation (business enterprises) whose primary
goal is generation of profit.
 The term administration is preferred with respect to
government enterprises pursuing social and political activities
and whose primary objective is other than profit generation

18.  Distinction based on managerial levels
 American School of thought: According to this school of
thought, administration is a broader concept than
management.
 Administrators formulate rules and policies whiles managers
implement them
 British school of thought: According to this school of
thought, management is a wider concept than administration.
 Management formulates rules and policies whiles
Administration implements them

19.  Reconciling the two schools of thought:
 Management is categorized as
 administrative management and
 operative management.
 For our purpose we will subscribe to the British school of
thought hence maintain that 'management' is often used to
connote the top hierarchy concerned with planning and
formulation of policies or programmes with a view to
achieving organizational goals while 'administration' is generally
thought to be part of management and operates at a level
below that of management, and is concerned with the
implementation of the policies laid down by management.

20.  Educational Management
 The process of planning, organizing, directing and controlling the
activities of an institution by utilizing human and material resources
so as to effectively and efficiently accomplish functions of teaching,
extension work and research.
 In other words, educational management can be defined as the
application of the process of planning, organizing, coordinating and
evaluating human and material resources in order to achieve stated
educational goals or objectives (Agyenim-Boateng, Atta &
Baafi-Frimpong, 2009).

21.  Educational Administration
 It can be defined as the systematic arrangement of human and
material resources and programmes that are available for
education and carefully using them systematically within
defined guidelines or policies to achieve educational goals
(Nwankwo, 1987).
 The educational administrator is therefore essentially an
organizer and implementer of plans, policies and programmes
meant for specific educational objectives.

22.  It is believed that the characteristic ways in which
administrators behave are essentially the same whether
the administrator operates in industry, government,
and the military or public education.
 It is however doubtful whether an administrator in the
military can function effectively in an educational
institution with its professionals who use the
bureaucratic approach

23.  The uniqueness are
 Different goals
 Cruciality or importance of Education to the society
 The level of intimacy between the parties (people) involved
 Public sensitivity to the possibility that education stabilizes or
disrupts the status quo also increases interest in the schools-
Education is a double edge sword.
 Education demands collaborative effort of all stakeholders
 Evaluation method in education is mostly judgmental