educ 207, subject on educational management

1. IMELDA M. CASTILLO
M.A. Student

2. Every human being has several
needs and desires.
But no individual can satisfy
all his wants.
There fore, people work
together to meet their
mutual needs which they
cannot fulfill individually.
(from: Management-Principles and Practices)

3. What
What
is
is
Management?
Management?

4. Management is the
Management is the
coordination of all
coordination of all
resources through the
resources through the
process of planning,
process of planning,
organizing, directing
organizing, directing
and controlling in
and controlling in
order to attain stated
order to attain stated
objectives.
objectives.
—Henry L. Sisk.
—Henry L. Sisk.

5. Management is
efficiency in
climbing the ladder
of success;
leadership
determines whether
the ladder is
leaning against the
right wall.

6. Management
Management
is nothing more
is nothing more
than motivating
than motivating
other peopleother peopleLee Iccoca
Lee Iccoca

7. To manage is
to forecast & Plan,
to organize,
to command,
to coordinate
& to control.
-Henry Fayol

8. “Management is
“Management is
an art of knowing
an art of knowing
what to do,
what to do,
when to do
when to do
and see that it
and see that it
is done
is done
in the best and
in the best and
cheapest way”
cheapest way”
-- F.W.Taylor
F.W.Taylor

9. Management is
doing the things
right, leadership is
doing the right
things.
-Peter F. Drucker

10. The
Nature of
Management

11. Management can be defined as a……
1. Management as a process
2. Management as an activity
3. Management as a group
4. Management as a discipline
5. Management as a science
6. Management as an art
7. Management as a profession

12. Management as a discipline
It refers to that branch of knowledge which is connected to
study of principles & practices of basic administration.
It specifies certain code of conduct to be followed by the
manager & also various methods for managing resources
efficiently.
It specifies certain code of conduct for managers & indicates
various methods of managing an enterprise.
Management is a course of study which is now formally being
taught in the institutes and universities after completing a
prescribed course or by obtaining degree or diploma in
management, a person can get employment as a manager.

14. Management as a science
Universally
accepted principles
Experimentation
& Observation
Science is a
systematic
process
Cause and
Effect
Relationship
Test of Validity and Predictability

15. Management as an art

16. Management as a profession
A profession is a calling that requires specialized knowledge and
often, long and intensive academic preparation.
The essential features of a profession are as follows:
1. Specialized body of knowledge -every profession has a welldefined body of knowledge relevant to the area of specialization.
2. Restricted area- no can enter a profession without going through
the prescribed course of learning.( formal education or training)
3. Service motive- a profession is a source of livelihood but
professionals are primarily motivated by the desired to served the
community. ( Social Obligation)
4. Code of conduct- members of one profession have to abide by a
code of conduct which contains rules and regulations providing the
norms of honesty, Integrity and professional ethics.
5. Representative association- in every association there is an statutory
Association or institutions which regulates the profession.

17. Participative Leadership
Style

18. Participative Leadership
Participative leaders involve followers in the
decision processes. Participative leadership
includes describing a decision problem to a
group of followers and asking for their input
on the implications of various alternative
solutions already developed by the leader. It
also involves holding informal conversations
with individual followers to draw their ideas
out and listening carefully to understand and
incorporate their information into a decision
solution.

19. Types of Participative
Leadership Behavior
Asking for
Asking for
opinions about
opinions about
alternatives
alternatives
Participative
Leadership
Behaviors
Obtaining
Obtaining
information
information
from followers
from followers

20. Skills, Traits and Sources of Power for
Effective Participative Leadership
Listening
Listening
Skills
Skills
Self-Monitoring
Self-Monitoring
Skills
Skills
Conflict
Conflict
Management
Management
Skills
Skills
Skills, Traits & Sources
of Power for Effective
Participative Leadership
Expert
Expert
Power
Power
Resource/Connection
Resource/Connection
Power
Power
Assertiveness
Assertiveness
Skills
Skills
Legitimate
Legitimate
Power
Power

21. Major Effects of Participative Leadership
Follower Benefits
• satisfaction with work and
leader
• increased performance
motivation
• less resistance to change
increased performance
improved development
Group or Organizational
Benefits
•improved quality of decisions
•increased performance
•smoother implementation of
decisions
•less resistance to change

22. 7 Disadvantages of Participative are:
a) The democratic leadership requires some favorable
conditions in that the labor must be literate, informed
and organized. This is not always possible.
b) This approach assumes that all workers are genuinely
interested in organization and that their individuals are
goals successfully fused with the organizational goals. This
assumption may not always be valid.
c) There must be a total trust on the part of management
as well as employees. Some employees may consider this
approach simply an attempt to manipulate them.
Accordingly the employees must be fully receptive to this
approach to make it meaningful.

23. d) Some group members may feel alienated, if their ideas
are not accepted for action. This may create a feeling of
frustration and ill-will.
e) This approach is very time consuming and too many
view-points and ideas may take the- solid decision more
difficult and may be a source of frustration to impatient
management.
f) Some managers maybe uncomfortable with this
approach because they may fear erosion of their power
base and their control over labor.
g) This approach relies heavily on incentives and
motivation of recognition, appreciation, status and
prestige. The labor may be more interested in financial
incentives instead of prestige.

25. Differences between leadership
and management
• Leadership is different from Management,
but not for the reason most people think
• Leadership isn't mystical
• It has nothing to do with 'charisma,' some
vague quality that some people have and
others don't
• Nor is it dependent on exceptional
personality characteristics
• Leadership is not for a chosen few

26. Leadership and Management
• Leadership and management are two
distinctive, complementary systems of
action
• Each has its own functions and
characteristic activities.
• Both are necessary for success
• Leadership and management have
different functions and activities

27. • Not everyone has the ability to both lead
and manage equally well
• Some people are excellent managers but
not good leaders
• Others have a great capacity for
leadership but cannot be successful as
executives because they are not skilled or
effective managers

29. Both Leadership and
Management are necessary
• Smart organizations value both leadership
and management
• They encourage personnel to develop
their skills in both areas
• People who are good managers are able
to develop a sound plan
• They make sure that it will be carried out
by competent personnel with the needed
resources

30. • They are skilled in using the major
management practices
• On the other hand, people who are good
leaders are able to develop a compelling
vision that is ultimately shared with
everyone
• They can focus organizational efforts on
achieving that vision

31. The Four management practices
• Effective managers carry out four
essential management practices:
– they plan
– they organize
– they implement
– they monitor and
evaluate

32. • Plan:
– Health professionals who lead plan how to
achieve desired results and document these
activities in form of a work plan with set
objectives and outputs
• Organize:
– Health professionals who lead make sure that
resources are available for planned activities
and that the necessary structures and
systems exist

33. • Implement:
– Health professionals who lead execute and
delegate execution of planned activities,
coordinating multiple efforts to achieve
desired results
• Monitor and evaluate:
– Health professionals who lead track activities,
outputs, and results and compare them with
what was planned and collect feed-back

34. Good management goes with
good leadership
• Good management alone does not
guarantee sustainable results
• When conditions are complex and
interconnected, it is not enough to be a
good manager
• Managers must also learn to lead their
staff through the changes needed to face
strategic and tactical challenges

35. • Mangers must learn to focus their people's
energy and resources on achieving
sustainable results that satisfy the clients
• Health professionals who lead support
their personnel and change ways of
working in order to overcome obstacles

38. “He who has never learned
to obey cannot be
a good commander”
-Aristotle