Trends in Education and Management in Ghana

UNIVERSITY OF EDUCATION,
WINNEBA
COURSE OUTLINE FOR EDC 242
TRENDS IN EDUCATION &
SCHOOL MANAGEMENT IN GHANA
FIRST SEMESTER
DEPARTMENT OF
PSYCHOLOGY &
EDUCATION
1
DAMPSON DANDY GEORGE

COURSE OUTLINE
 COURSE TITLE: Trends in Education &
School Management in Ghana
 COURSE CODE: EDC 242
 CREDIT HOURS: 3
 VENUE: North Assembly Hall
 TIME: 1:30 – 3:30
 GROUPS: French Education, HPERS, &
Science Education
2

COURSE DESCRIPTION
 This course is designed to expose:
 students to the theoretical and practical
bases of educational administration and
management with special reference to
Ghana.
 It examines the meanings and purposes of
educational administration and the role of
the school administrator in school
management.
3

Cont;
 This course will equip students with the
basic and relevant management
techniques to run schools more effectively.
 Students will also be exposed to the
nature of Ghana’s education system and
contemporary issues in education,
including school-community relationship.
4

COURSE OBJECTIVES
This course will:
 Enable students to understand the nature
and purpose of educational administration,
leadership and management.
 Equip students with the relevant
knowledge and skills in educational
leadership.
5

Cont;
 Expose students to some contemporary
issues relating to the management of
schools.
 Enable students to manage human
resource effectively.
6

COURSE CONTENT
The nature and purpose of educational
administration and management
 The meaning of administration, leadership
and management
 Functions of the administrator /manager
(POSDCORD)
7

Cont;
 Nature of Organization
 Leadership theories and styles
 Characteristics of an effective leader
 Administrative tasks/duties of school
head
8

MANAGEMENT SKILLS
 Motivation theories
 Time management
 Decision-making in educational
organizations
 Communication in educational
organizations
9

OTHER MANAGEMENT-
RELATED ISSUSES
 Organizational climate
 School-community relationship
10

LEARNING AND TEACHING
STRATEGIES
There will be a mixture of lectures
(including Radio lectures), presentations
and tutorial support.
11

ASSESSMENT
 Continuous Assessment (Two Quizzes)
– 40%
 End-of-course Examination
- 60%
 Total
- 100%
12

LEADERSHIP,
ADMINISTRATION AND
MANAGEMENT
1. MEANING & BASES FOR LEADERSHIP
2. MEANING OF ADMINISTRATION
3. MEANING OF MANAGEMENT
DAMPSON
DANDY
GEORGE
13

WHAT IS LEADERSHIP
 Burns (1978), says that leadership is a
process of doing something for some one
by mobilizing persons with certain
motives and values, various economic,
political, and other resources in a context
of competition and conflict, in order to
realize goals independently or mutually
held by both leaders and followers.
14

Cont;
 Musaazi (1982), believes that leadership
is the process of influencing the activities
and behaviour of an individual or a group
in efforts towards goal achievement in a
given situation.
 Rost (1991), believes that leadership is
an influence relationship among leaders
and followers who intend real changes
that reflect their mutual purpose.
15

Cont;
 Gardener (1995), states that leaders are
individuals who affect the thoughts,
feelings and behaviours of a significant
number of individual. He stressed that
the leader must be an educator, bridging
the gap between the vision and the
familiar and must be ready to walk alone
to enable the society to follow the path he
has selected. DAMPSON DANDY GEORGE
16

Is this your leadership?
17

Or this?
18

Cont;
So, leadership has the following:
 Affect individual
 Affect feelings, emotions, thought and
behaviours
 Mobilize people
 Common goal achievement
 Mutual purpose
 Real change DAMPSON DANDY GEORGE
19

Traits and skills of a leader
Traits
 Adaptable to situations
 Alert to social environment
 Ambitious and achievement-orientated
 Assertive
 Cooperative
 Decisive
20

Traits (cont)
 Dependable
 Dominant (desire to influence others)
 Energetic (high activity level)
 Persistent
 Self-confident
 Tolerant of stress
 Willing to assume responsibility
21

skills
 Clever (intelligent)
 Conceptually skilled
 Creative
 Diplomatic and tactful
 Fluent in speaking
 Knowledgeable about group task
 Organised (administrative ability)
 Persuasive
 Socially skilled Stogdill (1974)
22

BASES FOR LEADERSHIP
 By Law (Legal Leadership)
 By Tradition (Traditional
Leadership)
 By Charisma (Charismatic
Leader)
23

LEGAL LEADERSHIP
 This is also known as rational leadership
and the one who holds this position is
backed fundamentally and primarily by
law. In a typical secondary school, and the
basic school situation in Ghana, we can
see this kind of leadership. This is
because the school being a formal
organization is guided and controlled by a
set of principles, laws and rules.
24

TRADITIONAL LEADERSHIP
 This is the leadership that has its
fundamental basis not primarily in the legal
system of the formal organization, nor mainly
in the charismatic nature of the candidate,
but rather in the traditional status quo.
 One key characteristics which is unique with
this type of leadership is that its inheritance
by lineage; in certain tribes or clans through
patrilineal links and in others the matrilineal
25

CHARISTMATIC LEADERSHIP
 The basis of charismatic leadership is in the
charisma of the leader who may initially not
have any legal or traditional basis for
leadership. This type of leadership has it
basis in the people’s devotion to an
extraordinary individual who is leader by
virtue of personal trust in him and his
exemplary qualities. The leader has a
special and unique duty to fulfil for the
revolutionary change of the social order.
26

POWER
 Power is the ability to do something, or act upon
oneself, another individual or a thing. Power is the
inner strength that enables a person to carry out
their wishes or beliefs in spite of the possible
disapproval of others. It is the ability to affect
something or someone with force or character or
strength.
 Power may be sought, and when it is obtained,
can be used to accomplish a multitude of things,
positive and negative. Power may be manifested
in several ways in a given organization.
28

TYPES OF POWER
 LEGAL POWER
 EXPERT POWER
 REWARD POWER
 REFERENT POWER
 COERCIVE POWER
29

Cont;
 Legal Power: the basis of this power is
not questioned by most people in society.
The population has a believe that by
virtue of office, the leader has been given
certain rights to lead, and should be
followed. Agreeing to belong to the
organization is tantamount to signing a
contract to recognize and summit to the
power of the leader. Legal power is at the
core of the stability of the formal
30

Is this your legal power?
31

Cont;
 Expert Power: this type of power
has its basis in the people’s belief
in and recognition of certain
unique talents or skills which the
leader has to enable him
accomplish the goals of the
organization in ways not possible
by the ordinary staff. In the
32

Is this your expert power?
33

Cont;
 Reward Power: the basis of this
power resides in the belief of the
member organization that if they
behave in certain way, or do
certain things, the system or
organization will reward them. In
this case, they accept to obey the
dictates of the leader, in hopes of
34

Or your reward power
35

Cont;
 Referent Power: it has is basis in
the common people’s belief that
this individual possesses certain
outstanding and rare
characteristics which are
attractive and with which they
want to be identify. It may also be
referred to as charismatic power.
36

Or this?
37

Cont;
 Coercive Power (force): members of the
organization or a group of them will
develop the strong belief that they must
obey and do exactly what the leader
wants lest they suffer severe punishment.
Coercive power is that which intimidates
and reduces the human person within the
organization to the state of a slave, an
object who sees his primary task as that
of pleasing the leader.
38

Or coercive power
39

WHAT IS ADMINISTRATION
 The word “administration” is from the
Latin word “minister” meaning servant
or slave.
 Therefore, administration has to do with
the identification, maintaining,
motivating, controlling, and the
unification of human and material
resources within an organization to
achieve a common goal.
40

Cont;
 Administration can also be considered as the
careful and systematic arrangements and
use of resources (human & material),
situations and opportunities for the
achievement of the specific objectives of a
given organization. (Nwankwo, 1987)
 To Gulick & Urwick, administration is a
process of getting things done through the
effort of others in goal achievement.
41

Cont;
 According to Walton (1996),
administration is an activity that
concerns it self with the survival and
maintenance of an organization.
 In simple term, administration is where
the seven functions of a chief executive
is executed.
42

What then is Educational Administration
 Nwankwo (1987), defined educational
administration 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.
43

Cont;
 Educational administration is the process
of providing instructional leadership,
management of the day-to-day
activities, setting educational standards
and goals, establishing policies and
procedures required to achieve them in
schools, preschools, day care centres,
colleges and universities.
44

Some basic functions
Educational Administrators typically performs
the following basic functions:
 develop academic programs,
 monitor students’ educational progress,
 train and motivate teachers and other staff,
 manage career counselling and other student
services,
 administer recordkeeping, prepare budgets.
DAMPSON DANDY
45

Cont;
 They also handle relations with parents,
prospective and current students, employers,
and the community.
 They set the academic tone and work actively
with teachers to develop and maintain high
curriculum standards,
 formulate mission statements, and establish
performance goals and objectives.
46

WHAT IS MANAGEMENT
 Management is the process by which
managers create, direct, maintain and
operate purposive organizations through
systematic, co-ordinated and co-
operative human effort. (Forland, 1998)
 Management refers to a set of functions
which unite group efforts in a
meaningful manner.
47

Cont;
 Management is the art of getting things
done through people. (Follett, 1996).
 Management is the organization and
coordination of the activities of an
enterprise in accordance with certain
policies and in achievement of defined
objectives. (Drucker, 2005)
48

What is educational management
 Educational management is concerned with
the planning and formulation of educational
policies or programmes with a view to
achieving educational goals.
 The process of deciding on the aims and goal
setting of the institution/school. In some
settings, aims are decided by the principal,
often working in association with senior
colleagues and perhaps a small group of lay
stakeholders. (Bush 2003)
49

CONCLUSION
The ways in which managers influence
their employees and encourage them to
be productive depend on many variables,
including the personality of the leader,
the skills of the group/employees, the
task or assignment at hand, or the group
dynamics and personalities of group
members.
50

Cont;
 As with leadership, each base of power
has its place in management and can
prove effective in the right setting and
right circumstances.
 There are four major factors of leadership
that we need to take with us as student if
we want to become effective leaders. We
need to:
51

Cont;
a. Be a leader: You must have an honest
understanding of who you are, what you
know, and what you can do.
b. Know your followers: Different people
require different styles of leadership.
You must know your people! The
fundamental starting point is having a
good understanding of human nature,
52

Cont;
… such as needs, emotions, and
motivation. You must come to know your
employees' be, know, and do attributes.
c. Communication: You lead through
two-way communication. Much of it is
nonverbal and verbal. What and how you
communicate either builds or harms the
relationship between you and your
employees. DAMPSON DANDY GEORGE
53

Cont;
d.Situations: All situations are different.
What you do in one situation will not
always work in another. You must use
your judgment to decide the best course
of action and the leadership style needed
for each situation.
54

QUIZ ONE
 State five (5) differences between an
administrator and a manager.
 Five minutes
55

NATURE OF ORGANIZATION
 Definition of organization
 Characteristics of organization
 Types of organization
 The school as an organization
56

WHAT IS AN ORGANIZATION
 A social unit of people, systematically
structured and managed to meet a need or to
pursue collective goals on a continuing basis.
 A group of persons with a common objective"
 "A structured process in which individuals
interact for objectives.
57

Some Scholar’s definition
 Russell (1938) describes an organization as a
set of people who are combined by virtue of
activities directed to common end.
 Simon (1955) teaches that organization is a
tool that permits groups of human beings to
aim at and … achieve goals that would be far
beyond the reach of their powers as
individual.
58

Cont;
 To Musaazi (1982) organizations are
born when certain people have identified
a common purpose, have been able to
communicate with each other, and have
shown willingness to contribute action.
59

Cont;
 "Every organized human activity -- from
the making of pots to the placing of a
man on the moon -- gives rise to two
fundamental and opposing requirements:
The division of labour into various tasks
to be performed, and the coordination of
these tasks to accomplish the activity"
(Mintzberg, 1983)
60

CHARACTERISTICS OF AN
ORGANIZATION
 Organizations are fundamentally about
people:
It seeks to address the needs of the common
member/community. It is however common to
observe organizations growing so large and
becoming so complex powerful that they shift
their focus or end up engaging on goal
displacement. They abandon their original
objectives to seek more power and place
greater emphasis on seeking for money.
61

Cont;
 Organization by nature is structural.
That is to say they deal with structures as its
sole existence rely on it. In organizations,
members must have respect for, and make use
of the structures that are put in place.
Organizations across the globe possess
structures which define their very nature, and
which support them in their continuous efforts
to survive, grow and progress.
62

Cont;
 All organizations, even informal ones, must
have purpose.
for it is a sense of purpose that brought the
people together in the first place. These
objectives/purposes/goals are termed as
Mission Statements.
 Organization is all about team work:
with different players functioning at different
level within the group.
63

Cont;
 Organization must be provided with
conditions: aimed at enhancing the
effectiveness of the attainment of their goals,
ie, Principle of natural justices. Eg, conditions
of educational goal; there must be physical
facilities, well-trained, experienced and
qualified teachers, learners, visionary and
loving administrators.
64

Cont;
 Proper planning and management:
must be in place so that internal conflict will be
reduced. Personal interest must not be confused
with larger, communal organizational goals.
 There must be a system of leadership:
There must be a system of leadership, management
and administration in order to function properly,
and to allow the organization to provide the
services for which it was set up.
65

TYPES OF ORGANIZATION
 Formal organizations are setup with the clear
purpose of arriving at specific goals and
objectives, their existence is intentionally
planned, their procedures and practices
carefully arranged and they stand to be
constantly evaluated, scrutinized based on
whether or not and to what extent they are able
to live up to their expectations.
(Musaazi,1984).
66

Characteristics of formal organization
 Deliberately planned and created
 Concerned with the co-ordination of activities
 Hierarchically structured with stated
objectives
 Based on certain principles such as the
specification of tasks
67

Cont;
 Organization structure is laid down by the top
management to achieve organizational goals.
 Organization structure is based on division of
labour and specialization to achieve efficiency
in the operations.
 The organization does not take into
consideration the sentiments of organizational
members.
68

Cont;
 The authority and responsibility relationships
created by the organization structure are to be
honoured by everyone.
 Developed through delegation of authority
 Organization structure concentrates on the
jobs to be performed and not the individuals
who are to perform jobs.
69

INFORMAL ORGANIZATION
 Williams (1980) simply refers to an informal
organization as “the actual groupings of
human beings in an organization including all
the interpersonal relationship, friendships and
cliques that prevail in an organization.
 Gorton (1980) used the term to refer to a
network of interpersonal associations which
grow out of the social contacts and
interactions of those members of formal
organization. DAMPSON DANDY GEORGE
70

Cont;
 Informal organizations they do not have
clear-cut in their operations as formal
organization. The origin of informal
organization are sometimes very obscure (not
well known), sometimes even spontaneous
(not planned, out of a blue). Membership is
gained unconsciously, although they could be
consciously gained as well. Their goals are not
specified but evolve (develop gradually) with
time. DAMPSON DANDY GEORGE
71

Types of informal organization
 There are basically three types of informal
organization namely,
 Horizontal Clique
 Vertical Clique
 Mixed Clique
72

Cont;
 Horizontal Clique consist of workers who are
of similar rank in the organization and who
work in a common area.
 Vertical Clique often consist of higher-level
employees-managers and supervisors who
work in the same department.
 Mixed Clique is composed of employees of
different ranks, departments and even different
locations.
73

Characteristics of informal
organization
 The informal organization is flexible and
loosely structured
 Relationships may be left undefined
 Informal relationships, groupings &
interactions
 Membership is spontaneous and with varying
degrees of involvement
74

Cont,
 Involves two or more people
 Informal association precedes formal
organization, as it requires preliminary
(informal) contact and interaction before
establishment
 Repeated contacts but without any conscious
joint purpose
75

Cont;
 Involves the human need to socialize
 Includes both friendly and hostile relationships
and interactions
76

THE SCHOOLAS AN
ORGANIZATION
 What is a School?
 Can a school be considered as an
organization? Or is an organization?
 Why?
77

QUIZ 2
 Is a school an organization?
 State five (5) reasons to support your
answer.
78

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