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8/6/2019 Edu 612 Assment

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1.0 INTRODUCTION.

In our quest to understand how organizations of any kind should operate and

function for the purpose of achieving the predetermined goals

and objectives ofsuch organization. Human organizations such as educational

system, have some characteristics that differentiate them from other non-organic

ones. Characteristics are the behaviours and interactions of the people which to a

very large extent can predict the success or otherwise of the administrator. We are

going to be looking at different theories propounded by different scholars for an

administrators success in an organization.

1.2 DEVELOPMENT OF EDUCATIONAL ADMINISTRATIVE

THEOREMS.

On every day running of a school or a social institution that

its aim is to maximize production, the administrator thinks of

ways at which he/she will employ to make adequate use of

resources to produce maximum output. In the quest to do this,

the administrator deploys different means so as to effectively

manage and take care of the workers and the work.

Different people with different schools of thought started

coming out with different theorems that can best suit their


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of Fredrick Taylor was later referred to as

Taylorism. Among the disciples of Frederick Taylor were Henry

Gantt, Frank and Lillian Gilbreth (Husband and wife), Warrington,

Emerson, e.t.c. All these names were also associated with

scientific management.

Taylors scientific management advocated efficiency, which could

be achieved when workers are made to work to achieve the

objective set by the organization. The type of management

advocated is described in his Principles of Scientific Management

and may be summarised thus;

1. Time-Study Principles: All productive efforts should be

measured by accurate

time study and a standard time established for all work done.

2. Piece-rate Principle: Wages should be proportional to output

and their rates based on the standards determined by time study.

As a corollary, a worker should

be given the highest grade of work of which he is capable.


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3. Separation-of-planning from performance principle:

Management should take

over from the workers, the responsibility for planning the work

and making the

performance physically possible. Planning should be based on

time studies and

other data related to production, which are scientifically

classified. It should be

facilitated by standardization of tools, implements and methods.

4. Scientific-Methods of work Principle: Management should take

over from the

workers, the responsibility for their methods of work, determine

scientifically, the

best method and train workers accordingly.

5. Management-Control Principle: Managers should be trained and

taught to

apply scientific principles of management and control (such as


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management by

exception and comparison with valid standard) so that they can

train the workers

accordingly.

6. Functional-Management Principle: The strict application of

military principle

should be considered as the industrial organization should be so

designed that it

best serves the purpose of improving the coordination of activities

among the

various specialists.

Taylor and his followers were enormously influential in

establishing these principles in such powerful organizations as

Midland Steel, Bethlehem Steel. Santa Fe Railway, and ACMC Wire

Company among others. Taylorism was being criticized as being

too mechanistic, forceful, exploitative, inhuman, and for not

having any consideration for human factors but rather in favour of

organization and emphasized productivity at the expense of


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human elements. Some of the major critics of Taylorism are

Campbell and his associates.

1.4 ADMINISTRATIVE MANAGEMENT THEORY.

Henri Fayol was a French industrialist; he was another major

contributor to the systematic study of administration. In 1916,

Fayol came up with a book. Administration Industriale and

Generale where all his ideas on administrative theory were

embedded. Fayol created the famous five elements/functions of

management which include, Planning. Organizing, Coordinating.

Commanding, and Controlling.

Planning: To plan is to foresee and provide means to examine

the future and draw up the plan of action.

Organizing: To organize means, building up the dual structure,

material and human of the undertaking.

Coordinating: This means binding together, unifying and

harmonizing all activities and efforts.

Commanding: This implies giving directives to the subordinate,

by the superior for them to carry out.

Controlling: This implies seeing that everything occurs in


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conformity with established rule and expressed command.

These five elements/functions of management identified by Henri

Fayol have been variously modified by modern writers and

organization theorists as Luther Gulick and Lyndall Urwick. For

instance, Gulick used the acronym POSDCORB to represent the

functions of the Chief administrator in a typical organization. Each

letter represents an activity essential to the proper functioning of

the office. POSDCORB is used to mean Planning, Organizing,

Staffing, Directing, Coordinating, Reporting and Budgeting.

Among Fayols achievement was his attempt to raise the level of

administrative practice by providing a framework of principles and

functions, which are being referred to as Fayols 14 principles

include the following:

i. Division of work

ii. Authority and Responsibility

iii. Discipline

iv. Unity of Command

v. Unity of Direction

vi. Subordination of Individual interest

vii. Remuneration of personnel according to efforts


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viii. Centralization

ix. Chain of Command

x. Order

xi. Equity

xii. Stability of job and tenure

xiii. Initiative and

xiv. Espirit de Corps (Team spirit)

1.5 ABRAHAM MASLAW THEORY OF BEHAVIOURAL SCIENCE.

Abraham Maslaw possibly the most famous scholar of the

behavioral science approach. The behavioral science approach

tends to see more of the individual than the organization. The

behaviorists developed their theorems based on individuals and

not the organization.

Abraham Maslaw developed his hierarchy of needs. His

theory suggested a pyramidal structure of human needs that

every individual seeks to have met. These needs moves from the

basic physiological needs, such as food and water to safety needs

and the need for self-actualization.


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According to Maslaw, these needs are important in that

schools and institutions must help to provide employees with the

ability to satisfy their needs so that they can become more

productive employees. The behavioral science scholars integrated

the worker and the work in a way that production can flow, they

considered three elements here,

The man,

The money, (the job)

The material (the social settings)

THE MAN ELEMENT;- Taking the employee into consideration, how

to make him more comfortable towards effective production.

THE MONEY (THE JOB)ELEMENT;- The money element takes care

of the work and how to be more productive, making sure that the

main purpose of establishing the institution is not being

compromised, in this case that the students results really reflects

that the teachers are really doing their work.

THE SOCIAL SETTINGS ELEMENT;- This element tends to consider

the outside environment of the worker, the social environment of


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the worker, any activity outside the working environment that will

make the worker to be more productive. In this case the co-

curricular and extra-curricular activities of both the learner and

the teacher.

1.6 DOUGLAS MC GREGOR THEORY OF X AND Y.

Mc Gregor suggested what he called theories concerning the

relationship between an individual ion a supervisory job and

workers. In this theory he suggested that a theory x manager is

one who thinks that all workers are lazy, that they have no

interest in the success in the organization and they have a strong

dislike for work. To achieve a reasonable level of production, the

manager must control and threaten workers. Theory x suggests

that workers must continually be directed and further, that they

actually deserve a constant supervision of an authority figure.

They must constantly be probed since they have no desire to see

the organization succeed.

On the other hand theory y suggests the opposite. Thus that

the workers wants the organization to grow and that physical and

mental effort to work is natural and that these factors are


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desirable by employees.

Some 21 years after Mc Gregors publication of the theory of X and

Y, Professor William Ouchi developed this theory Z which is

considered to be a cornerstone of the Japanese industry. this

theory suggests that to obtain maximum productivity from

workers, they must be given a sense of ownership in the

organization. They must feel that they are important and worthy

and further that their ideas and suggestions are considered by the

management.

1.7 Two Factor Theory Of Motivation

Fredrick Herzberg is famous for developing what he called the two

factor theory of motivation. He distinguished factors known as

hygiene factor and motivation factors

Hygiene factors :- these are factors that cause or prevent job

dissatisfaction these include companies policies and

administration working conditions and salary. According to him,


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these factors do not contribute to job satisfaction but the absence

of them leads to job dissatisfaction.

Motivation factors :- these are factors that contribute to job

satisfaction, it allows for a sense of satisfaction among workers,

these factors include a sense of achievement, recognition by the

organization and the potential for growth and advancement n the

organization.

1.8 Participatory Management Theory

Rensis Likert is known as a participatory management theorist,

He devised a 4- part system of stages of management consisting

of Exploitative, authoritarian, benevolent and participative. Rensis

Likert is of the opinion that the combination of these qualities in

an educational administrator will make for a better productivity in

a school system.

The likert system further developed Mc Gregors theory of X and Y

and approaches Ouchis theory Z in suggesting that the best

school administrators are participative, thus every day should be


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part of the decision making body at his/her own level.

1.9 System Theory

One of the most recent ways of viewing educational

administration is through the system theory approach. the system

approach defines a system as a set of interrelated element in

such a way that all the element of the system most work for the

entire system to work effectively. the system theory approach

when used in education is based on looking at the entire

organization or system while being mindful of the interrelatedness

of all the facets of the school system.

To better explain the system theory approach as applied to the

school system where we have three (3) facets that make up the

school system,

1. Input ( in this case the students that are to receive the

knowledge)

2. Transformation( in this case the process of knowledge transfer

from the teacher to the learner)


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3. The output (in this case the product, the graduating students,

how is he and how can we improve on the quality of the next

group of graduating students.)

1.10 Human Relations Theory (Mary Parker Follett )

Mary Parker Follett of the human relations theory stressed the

need for the interactions of management and workers, she looks

at management and leadership holistically, presaging modern

system approaches, she identifies a leader as someone who sees

the whole rather than the particular. she was one of the first to

integrate the idea of organizational conflict into the management

theory and is sometimes considered the ''Mother of c conflict

resolution'' She is of the opinion that productivity can be

enhanced if there is a better relationship between the school

administration and its workers (academic and non academic) she

worked towards introducing decentralization consultative decision

making and making sure that productivity is enhanced through

participatory style which involves everybody. her core values is

that the welfare of the workers remains paramount. in this case,


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the following remain paramount in a school administrator,

Involving every body

eye on staff development

teacher motivation

building a dynamic interpersonal relationship within the

school.

she came up with the two most powerful phrases in human

relation

* power- over

* power- with

She perceived power- over as a coercive power and power-with

as a power gained through participative decision making showing

how consultative decision making "power with" can be better than

power over which she sees as coercive and authoritarian.

1.11 HAWTHORNE EFFECT.

The Hawthorne studies resulted in what is sometimes called the

HAWTHORNE EFFECT. Three separate studies or experiments


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were done at the general electric plant in New york during the

1920s centering on how to increase the productivity of the

workers. Researchers were surprised at the findings and they

came with the theory that says working conditions are not as

important to a worker as is the idea regarding his/her worth to the

institution. Because of these studies, management began to

focus much more on the social conditions of a job including the

concept of the relation between the worker and the organization.

THE BUREACRATIC THEORY;

According to Max Weber, the bureaucratic concept of

organization and administration is; A pyramidal, hierarchical

organizational structure in which all power formaking decisions

flows from superordinates to subordinates.

Weber emphasised that bureaucratic apparatus would be very

impersonal, immunizing, irrational, personal and emotional

factors. Weber therefore proposed the following for the modern

organization in order to bring forth efficiency and productivity.

i. Division of work and specialization

ii. Hierarchy of Authority

iii. Rules and Regulations


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iv. Impersonal Orientation

v. Career Orientation

vi. Official documentation/record keeping.

i. Division of work and specialization: According to Weber,

the principle of the bureaucracy demands competence therefore,

assignments should be allotted

individual workers based on their technical knowledge and

capacity. This, he

says, would bring about efficiency and high productivity to the

organization.

ii. Hierarchy of Authority: In Webers view, it is the job of the

higher officer to

supervise and control the junior officers. He emphasized that in

an ideal type

organization, where things worked well, each lower officer is

under the control

and supervision of a higher one.

iii. Rules and Regulations:This principle according to Weber is

a continuous

organization of official functions bound by rules. Bureaucracy


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believes in

creating rules and regulations, which cover the rights, duties and

operations of all

members.

iv. Impersonal Orientation: Impersonality in official matters

means that the

administrator or manager should be impersonal in his official

dealings and should

not personalise the means of production or owning any property

in the

organization. He should therefore neither reflect his personal

interest nor protect

the interests of anybody in his dealings with official matters.

v. Career Orientation: Weber emphasized that employment

and promotion of staff should be based on qualifications,

technical knowledge or competence and

experience/skills acquired over time.

vi. Official Documentation/Record Keeping: Weber

advocated that all official transactions and matters in the

organization should be done officially and properly documented.


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The ideas preached and advocated by the classical school of

thought is efficiency and high productivity in organization.

2.0 PUBLIC RELATION IN SCHOOL ADMINISTRATION

In school administration, the need for a good relationship

with the internal and external environment cannot be

overemphasized because of the need for a proper evaluation and

innovation process.

The essence of public relation was outlined by emerald

group when it says that effective internal and external

communication is crucial for successful organization as it affects

the ability of strategic managers to engage employees and

achieve objectives.

Internal and external communication involves exchanging

information between the management and the environment it

operates, this environment includes the employees which are the

teachers, students and the non-academic staff members which


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constitute the internal relations. the communication within this

area concentrates on allowing every member of this group both

staff and students to air their view concerning issues about the

school administration for effective management and

administration of a school.

The school principal or the proprietress has to take the

contribution of the of the members of the community into

consideration and make sure that their views are not submerged

by management interest. In this way, the overall administration of

the school will be a collective effort.

According to William Harms, Public Relations "Relations with

the Public encompasses all interactions and communications

with the public by everyone in the school community from school

secretaries to maintenance workers to teachers, principals, board

members, students and the entire community. A good public

relation is something everyone involved with a school should be

practicing every day.

He went ahead to narrate that for a proper good public

relations in the school, the relationship with the outside


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environment must have the core principles example, contact of

parent, school-student-parent-community relationship.

2.1 WHAT IS SCHOOL PUBLIC RELATIONS.

Educational public relations is a planned and systematic

management function to help improve the programs and services

of an educational organization, it relies on a comprehensive two-

way communication process involving both internal and external

publics with a goal of stimulating a better understanding of the

role, objectives, accomplishments and needs of the organization.

educational public relations programs assists in interpreting

public attitudes, identify and help shape policies and procedures

in the public interest and carry on involvement and information

activities which earn public understanding and support. The

essential element in community and school community relation is

RELATIONSHIP. The educational leader must establish a positive

relationship among all key stakeholders. These key stakeholders

consist of parents, students, teachers/staff, and

community/business people. The major idea here is to develop a


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good relationship with both the internal and external stakeholders

(Gallagher, Bagin, & Moore.)

2.2 INTERNAL RELATONS,

This encompasses all the internal communications that

influences the policy making, administration and day to day

running of the school as an organization. In making a good

internal public relations, they must have the factors that

constitute the internal relation within the school system.

* The teacher

* The student

* Nonacademic staff.

The Teacher, :- The teacher plays a major part in the policy

making by the school administrator, the teacher stands between

the students and the school management and so stands a better

chance in contributing to the policy that guides the school as an


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organization. the relationship between the students and the

management can be enhanced if the relationship between the

teacher and the student and that of the teacher and the

management is good. Thus the teacher passes the mind of the

management to the student and in turn passes the mind of the

student to the management of the school. So for a proper

relationship in a school system, the teacher plays a pivot role in

seeing that the school maintains a persistent growth in its role of

education.

The Student :- The student as a factor in internal relations in a

school administration policies are centered on how to satisfy the

student thus equipping the student so as to be relevant to the

environment after graduation. There must be an affection

relation, between the student and the internal environment so as

to achieve this objective. So many scholars have stated that the

only factor that brings about a school organization is the learner

(student) So a perfect understanding of the student -environment

relationship will make for a better administration of the school


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organization.

Non Academic Staff :- This factor of internal relation in an

academic organization also plays a role in school administration .

Their understanding of the environment will also make them to

contribute in policy making process in educational administration

and planning.

2.3 EXTERNAL RELATIONS,

A communication plan that is developed collaboratively by the

school management and the community people will serve to

foster student achievement through the establishment of a

positive school climate and parent and citizen involvement and

build citizens knowledge and understanding leading to financial

support. In designing a communication a proper attention should

be given to both internal and external public, but more attention

should be given to the external because a better external relation

will make way for understanding, support and participation of the

public and public trust.


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According to Barry lucas & loraine thompson, every school

should have three types of information about the community it

serves.

1. Information about the composition of the community such

as the income, educational level and occupation of the

majority of the residents,

2. What community opinion is regarding both broad

educational issues and the day to day operation of the

school itself

3. The school should also have some familiarity with the

educational resources available in the community in order

that they can be ultilized to enrich and enhance the school

program.

That the above will make for a better planning within the school

organisation.


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3.0 SCHOOL FINANCE.

According to ogbonnaya,.

- educational finance is concerned with the income and

expenditure of educational authorities.

- educational finance is the process by which tax revenue and

other resources are derived for the establishment and operation

of educational authorities.

- it can be described as a process by which funds are allocated to

institutions in different geographical areas.

- it deals with the important examination of cost versus

expenditure in the production of educational services.

The above definition implies that there must be funds and

resources for the operation of educational businesses, and that

these funds are generated from the outside environment as a

result of trade between the educational institution and the

environment. in essence. school finance can be seen as the

process by which revenue and other resources are derived for the


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establishment and operation of the school system ranging from

sources of funds to management of funds.in school finance there

are two must important aspects, sources of school finance and

school finance management. we shall be looking at these two

components of school finance one after the other.

3.1 SOURCES OF SCHOOL FINANCE,

there are different sources of school funds based on the level of

population administration. below shows the different levels of

education in Nigeria and their sources of funds.

Primary schools :- funds received from local government units of

the universal basic education commission.

Post-primary Schools:- funds received from the post primary

management board or the secondary education management

board and other revenues such as the parents teachers

association levy and other internally generated revenues. And for

the federal secondary schools, the federal ministry of education

have a monthly allocation for the proper running of the schools

under them.


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Tertiary Institutions :- these include the colleges of educations,

polytechnics, and universities. For federal colleges of education,

their funds comes the national commission for colleges of

education, and for the state colleges of education, the states

funds their different colleges of education. For the federal

universities, their funds are from the national universities

commission. For the state universities, the different states fund

their different state universities.

Looking at the different aspects of funding of schools and the

different agencies that fund these schools, it is also good for us to

note that this analysis is for the public schools. Now for the

private schools, that finance system in private school is a

collective effort of the school management and the different

stakeholders in the system. The stakeholders in this case include

the school management, the parents and the host community.

The school management: - the school management as a

stakeholder in school finance is the entity that provides the

educational services so as to fund the school and also for profit.

At this level, how he manages the fund raised through services


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provided will also say how long he goes in making profit. If the

service he provide is low then, low finance will be sourced leading

to low profit and vice-versa.

Parents: - the parents as a source of school finance pays the

school fees and other related fees and in turn receives services.

The parents becomes an automatic stakeholder in the school and

have a social responsibility of participating in financing the

school.

Community:- some scholars have argued that the community

remains a strong stakeholder when it comes to funding the school

system.it goes to say that since the community takes part in

enjoying the outcome of a school system, the community should

also participate in funding the school. In some instances, we have

seen some schools being totally funded by communities e.g

community schools. In some instances, some communities go as

long as paying teachers, erecting structures and other services.


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REFERECES.

McGregor, D. (1967) The Professional Manager. New York:

McGraw-Hill publishers.

BUTLER,L.M., & R.D. Howell (1980). Community needs

assessment techniques. Corvallis:Prentice-Hall Inc

Oghonnaya N, O. (2005). Foundation of Educational Finance.

Nsukka: Hallman publishers.

Adepoju, T. L. (2003). Educational Administration at a Glance. Ibadan:

Corporate publishers.

Weihrich, H. and Koontz, H. (2001). Management: A Global Perspective (10th

Edition). New Delhi: McGraw Hill

Scott, W. G. and Mitchell, T. R. (1972). Organization Theory: A Structural and

Behavioural Analysis (Revised Edition). Illinois: Richard D. Irwin Inc.

Publications.


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