edad 201 basic o & m concepts

7/29/2019 Edad 201 Basic o & m Concepts

1/44

Educational Administration

(EDAD 201)

Organization and

Management in

Educational Institutionsand Communication


2/44

What is an organization? It is composed of the following elements:

Deliberate Structure

People Distinct Purpose

An organization is a social entity that has a

collective goal and is linked to an externalenvironment.
http://en.wikipedia.org/wiki/Entityhttp://en.wikipedia.org/wiki/Entity


3/44

TYPES: Profit vs. Non-profit

SIZE : Small 4 - 400 plus

employeesMedium 500 - below

1,000

Large 1,000 and above


4/44

Traditional vs. NewOrganizations Traditional New

Stable Dynamic

Inflexible Flexible Job-focused Skills-focused

Positions Tasks

Individual-oriented Team-oriented

Permanent Temporary

Hierarchical Lateral/Networked

Manager Employees

Rule-oriented Customer-oriented


5/44

Organizational structureMost human organizations fall roughly

into four types:

Pyramids orhierarchies - exemplifies

an arrangement with a leaderwho leads

other individual members of theorganization. This arrangement is often

associated with bureaucracy.
http://en.wikipedia.org/wiki/Organizational_structurehttp://en.wikipedia.org/wiki/Humanhttp://en.wikipedia.org/wiki/Pyramidhttp://en.wikipedia.org/wiki/Hierarchical_organizationhttp://en.wikipedia.org/wiki/Leadershiphttp://en.wikipedia.org/wiki/Bureaucracyhttp://en.wikipedia.org/wiki/Bureaucracyhttp://en.wikipedia.org/wiki/Leadershiphttp://en.wikipedia.org/wiki/Hierarchical_organizationhttp://en.wikipedia.org/wiki/Pyramidhttp://en.wikipedia.org/wiki/Humanhttp://en.wikipedia.org/wiki/Organizational_structure


6/44

Committees or juries - consist of a

group of peers who decide as a group,

perhaps by voting. The difference

between ajury and a committee is that

the members of the committee are

usually assigned to perform or lead

further actions after the group comes to a

decision, whereas members of a jurycome to a decision.
http://en.wikipedia.org/wiki/Juryhttp://en.wikipedia.org/wiki/Committeehttp://en.wikipedia.org/wiki/Committeehttp://en.wikipedia.org/wiki/Jury


7/44

Matrix organization

assigns each worker two bosses in twodifferent hierarchies. One hierarchy is

"functional" and assures that each type of

expert in the organization is well-trained,and measured by a boss who is super-

expert in the same field. The other

direction is "executive" and tries to get

projects completed using the experts.

Projects might be organized by products,

regions, customer types, or some other

schema.


8/44

As an example, a company might have

an individual with overall responsibility for

Products X and Y, and another individualwith overall responsibility for Engineering,

Quality Control etc. Therefore,

subordinates responsible for qualitycontrol of project X will have two

reporting lines.


9/44

Ecologies

This organization has intense

competition. Bad parts of theorganization starve. Good ones get more

work. Everybody is paid for what they

actually do, and runs a tiny business thathas to show a profit, or they are fired.
http://en.wikipedia.org/wiki/Competitionhttp://en.wikipedia.org/wiki/Profit_%28accounting%29http://en.wikipedia.org/wiki/Profit_%28accounting%29http://en.wikipedia.org/wiki/Competition


10/44

Formal vs. InformalOrganization An organization that is established as a means

for achieving defined objectives has been

referred to as a formal organization.

A leader emerges within the context of the

informal organization that underlies the

formal structure. The informal organizationexpresses the personal objectives and goals of

the individual membership which may or may

not coincide with those of the formal

organization.
http://en.wikipedia.org/wiki/Objective_%28goal%29http://en.wikipedia.org/wiki/Formal_organizationhttp://en.wikipedia.org/wiki/Informal_organizationhttp://en.wikipedia.org/wiki/Objective_%28goal%29http://en.wikipedia.org/wiki/Goalhttp://en.wiktionary.org/wiki/Membershiphttp://en.wiktionary.org/wiki/Membershiphttp://en.wikipedia.org/wiki/Goalhttp://en.wikipedia.org/wiki/Objective_%28goal%29http://en.wikipedia.org/wiki/Informal_organizationhttp://en.wikipedia.org/wiki/Formal_organizationhttp://en.wikipedia.org/wiki/Objective_%28goal%29


11/44

Organizational Culture the collective behavior of humans who

are part of an organization and the

meanings that the people attach to their

actions. It includes the values, visions,norms, working language, systems,

symbols, beliefs and habits. It is also the

pattern of such collective behaviors and

assumptions that are taught to new

organizational members as a way of

perceiving, and even thinking and feeling.


12/44

Factors and Elements ofOrganizational Culture A number of elements can be used to

describe or influence organizationalculture. They are as follows:

The Paradigm: What the organization isabout, what it does, its mission, its

values.


13/44

Control Systems: The processes in place

to monitor what is going on.

Organizational Structures: Reporting

lines, hierarchies, and the way that work

flows through the business.


14/44

Power Structures: Who makes the

decisions, how widely spread is power,

and on what is power based?

Symbols: These include organizational

logos and designs, but also extend to

symbols of power such as parkingspaces and executive washrooms.


15/44

Rituals and Routines: Management

meetings, board reports and so on may

become more habitual than necessary.

Stories and Myths: build up about people

and events, and convey a messageabout what is valued within the

organization.


16/44

Strong vs. Weak Cultures Strong culture is said to exist where staff

respond to stimulus because of their

alignment to organizational values. Insuch environments, strong cultures help

firms operate like well-oiled machines,

engaging in outstanding execution withonly minor adjustments to existing

procedures as needed.


17/44

Conversely, there is weak culture where

there is little alignment with

organizational values, and control mustbe exercised through extensive

procedures and bureaucracy.


18/44

Characteristics of Healthyorganizational cultures Acceptance and appreciation for diversity

Regard for and fair treatment of each

employee as well as respect for eachemployees contribution to the

organization

Employee pride and enthusiasm for theorganization and the work performed

Equal opportunity for each employee to

realize their full potential within the org.


19/44

Strong communication with all employees

regarding policies and issues

Strong leaders with a strong sense of

direction and purpose

Ability to compete in innovation and clientservice

Lower than average turnover rates

(perpetuated by a healthy culture)

Investment in learning, training, and

employee knowledge


20/44

What is management? Management is getting things done

through people. Mary Parker Follett

(18681933)

According to the management guru Peter

Drucker(19092005), the basic task ofmanagement is twofold: marketing and

innovation.
http://en.wikipedia.org/wiki/Mary_Parker_Folletthttp://en.wikipedia.org/wiki/Peter_Druckerhttp://en.wikipedia.org/wiki/Peter_Druckerhttp://en.wikipedia.org/wiki/Marketinghttp://en.wikipedia.org/wiki/Innovationhttp://en.wikipedia.org/wiki/Innovationhttp://en.wikipedia.org/wiki/Marketinghttp://en.wikipedia.org/wiki/Peter_Druckerhttp://en.wikipedia.org/wiki/Peter_Druckerhttp://en.wikipedia.org/wiki/Mary_Parker_Folletthttp://en.wikipedia.org/wiki/Mary_Parker_Follett


21/44

Branches of Management Human resource management

Operations management

Strategic management

Marketing management

Financial management

Information technology management

responsible formanagement information

systems
http://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Operations_managementhttp://en.wikipedia.org/wiki/Strategic_managementhttp://en.wikipedia.org/wiki/Marketing_managementhttp://en.wikipedia.org/wiki/Financehttp://en.wikipedia.org/wiki/Information_technology_managementhttp://en.wikipedia.org/wiki/Management_information_systemshttp://en.wikipedia.org/wiki/Management_information_systemshttp://en.wikipedia.org/wiki/Management_information_systemshttp://en.wikipedia.org/wiki/Management_information_systemshttp://en.wikipedia.org/wiki/Information_technology_managementhttp://en.wikipedia.org/wiki/Financehttp://en.wikipedia.org/wiki/Marketing_managementhttp://en.wikipedia.org/wiki/Strategic_managementhttp://en.wikipedia.org/wiki/Operations_managementhttp://en.wikipedia.org/wiki/Human_resources


22/44

Functions of ManagementPlanning Planning: Deciding what needs to

happen in the future (today, next week,

next month, next year, over the next five

years, etc.) and generating plans for

action.


23/44

Organizing Organizing: (Implementation)pattern of

relationships among workers, making

optimum use of the resources required toenable the successful carrying out of

plans.

Staffing: Job analysis, recruitment andhiring for appropriate jobs.


24/44

Leading Leading/directing: Determining what

needs to be done in a situation and

getting people to do it. Motivation: Without motivation,

employees cannot work effectively. If

motivation does not take place in anorganization, then employees may not

contribute to the other functions (which

are usually set by top-level mgt.


25/44

Controlling Controlling/monitoring: Checking

progress against plans.


26/44

What is Planning? Planning is the process of setting goals,

developing strategies and outlining tasks

and schedules to accomplish the goals.

A. Forecast B. Set objectives

C. Develop strategies D. Program

E. Budget F. Set procedures

G. Develop policies


27/44

What is Organizing? Organizing is assembling required

resources to attain organizational

objectives.

A. Establish organization structure

B. Create position description

C. Establish position qualification

D. Select


28/44

What is Leading? Leading is the act of guiding, directing,

governing or enticing.

Orient

Train

Develop (Delegate, Motivate)

Coordinate Manage Differences

Manage Change


29/44

What is Controlling? Controlling is establishing standards,

measuring performance against them

and taking corrective action, if required.

Performance standards setting

Measuring results

Taking corrective action

Rewards


30/44

Basic Managerial RolesA. Interpersonal - roles that involve coordination

and interaction with employees.

a. Leader

b. Liaison

c. Figure Head

B. Informational - roles that involve handling,sharing, and analyzing information.

a. Monitor

b. Disseminator

c. Spokesperson


31/44

C. Decisional - roles that require decision-

making.a. Entrepreneur

b. Disturbance Handler

c. Resource Allocator

d. Negotiator

MANAGEMENT LEVELSTop

Middle Level

First Level


32/44

Levels of management Top-level managers They control and oversee the entire

organization. They develop goals,

strategic plans, company policies, and

make decisions on the direction of the

organization. Top-level managers play asignificant role in the mobilization of

outside resources and are accountable to

the shareholders and general public.


33/44

Functions of TopManagement Top management lays down the

objectives and broad policies of the org.

It issues necessary instructions forpreparation of department budgets,

procedures, schedules etc.

It prepares strategic plans & policies.


34/44

It appoints the executive for middle leveli.e. departmental managers.

It controls & coordinates the activities of

all the departments. It is also responsible for maintaining

contact with the outside world.

It provides guidance and direction. It is also responsible towards the

shareholders for the performance of the

enterprise.


35/44

Middle-level managers They are accountable to the top

management for their department's

function. They devote more time toorganizational and directional functions.


36/44

Middle - level managers execute

organizational plans in conformance with

the organizations policies and theobjectives of the top management. They

define and discuss information and

policies from top management to lower

management, and most importantly they

inspire and provide guidance to lower

level managers towards better

performance.


37/44

Functions of Middle - levelManagement It designs and implements effective

group and intergroup work and

information systems. It defines and monitors group-level

performance indicators.

It diagnoses and resolves problemswithin and among work groups.

It designs and implements reward system

supporting cooperative behavior.


38/44

First-level managers They focus on controlling and directing.

They assign employees tasks, guide day-

to-day activities, ensure and superviseemployees on quality and quantity

production, make recommendations and

suggestions, and up-channel employee

problems, etc. First-level managers are

role models to employees.


39/44

Functions of First-levelManagement Basic supervision.

Motivation.

Career planning.

Performance feedback.


40/44

Management Skills Political: used to build a power base and

establish connections.

Conceptual: used to analyze complex

situations.

Interpersonal: used to communicate,

motivate, mentor and delegate.

Diagnostic: ability to visualize most

appropriate response to a situation.

Technical: Expertise in one's particular

functional area.


41/44

Management Levelsand SkillsTop Management

High conceptual and political

Average interpersonal

Low technical and diagnostic


42/44

Middle - LevelManagement High Interpersonal

Average Conceptual

Low Technical and Diagnostic


43/44

First - Level Management

High Technical and Diagnostic

Average Interpersonal

Low Conceptual and Political


44/44

THANK

YOU

edad 201 basic o & m concepts

Documents