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EDAD 303 Ecology and Problems of Educational Administration

THEORETICAL AND METHODOLOGICAL APPROACHES TO THE STUDY OF ORGANIZATIONS

Classical Organizational TheoryThere is one best way to perform a taskClassical organizational theory espouses two perspectives:Scientific management focusing on the management of work and workers (Frederick Taylor) 2. Administrative management - addressing issues concerning how overall organization should be structured (Henri Fayol Luther Halsey Gulick, Max Weber)

Key Points of Scientific Management Scientific Job Analysis observation, data gathering, and careful measurement determine the one best way to perform each job

Selection of Personnel scientifically select and then train, teach, and develop workers

Management Cooperation managers should cooperate with workers to ensure that all work is done in accordance with the principles of the science that developed the plan

Functional Supervising managers assume planning, organizing, and decision-making activities, and workers perform jobs

Fayols 5 Management FunctionsFundamental roles performed by all managers:

Planning developing an outline of the things that must be accomplished and the methods for accomplishing them

Organizing establishes the formal structure of authority through which work subdivisions are arranged, defined, and coordinated to implement the plan

Commanding the continuous task of making decisions, communicating and implementing decisions, and evaluating subordinates properly

Coordinating all activities and efforts needed to bind together the organization in order to achieve a common goal

Controlling setting standards, measuring actual performance and taking corrective actions.

Fayols 14 Principles:Division of Work improves efficiency through a reduction of waste, increased output, and simplification of job training

Authority and Responsibilityauthority: the right to give orders and the power to extract obedience responsibility: the obligation to carry out assigned duties

Disciplinerespect for the rules that govern the organization

4. Unity of Commandan employee should receive orders from one superior only

5. Unity of Directiongrouping of similar activities that are directed to a single goal under one manager

6. Subordination of Individual Interests to the General Interestinterests of individuals and groups should not take precedence over the interests of the organization as a whole.

. 7. Remuneration of Personnelpayment should be fair and satisfactory for employees and the organization8. Centralizationmanagers retain final responsibility subordinates maintain enough responsibility to accomplish their tasks

9. Scalar Chain (Line of Authority)the chain of command from the ultimate authority to the lowest 10. Orderpeople and supplies should be in the right place at the right time

11. Equitymanagers should treat employees fairly and equally

12. Stability of Tenure of Personnelmanagerial practices that encourage long-term commitment from employees create a stable workforce and therefore a successful organization

13. Initiativeemployees should be encouraged to develop and carry out improvement plans

14. Esprit de Corpsmanagers should foster and maintain teamwork, team spirit, and a sense of unity among employees

Max Webers Concept of Bureaucracy an ideal form of organizational structure. He defines bureaucratic administration as the exercise of control on the basis of knowledgeWeber states, Power is principally exemplified within organizations by the process of control

Power: any relationship within which one person could impose his will, regardless of any resistance from the other.

Authority: existed when there was a belief in the legitimacy of that power.

Weber classifies organizations according to the legitimacy of their power and uses three basic classifications:

Charismatic Authority: based on the sacred or outstanding characteristic of the individual.

Traditional Authority: essentially a respect for customs.

Rational Legal Authority: based on a code or set of rules.

Common Criticisms of Classical Organizational Theory1. Classical principles of formal organization may lead to a work environment in which slow phasing.

2. Employees have minimal power over their jobs and working conditions

3. Subordination, passivity and dependence are expected work to a short term perspective

4. Employees are lead to mediocrity

5. Working conditions produce to psychological failure as a result of the belief that they are lower class employees performing menial tasks

Neo- classical Theory:

focused on jobs and machinestowards the human side of management

Elton Mayo is considered tobe the founder of the neoclassical theory

Abraham MaslowDouglas McGregorFrederick HerzbergKeth DavidRensis Likert

....Social Conditioning Group NormsInterpersonal Dynamics

It is the systematic studyof the actionsand attitudesthat people exhibits in the organizationChris ArgyrisHomans Kurt LewinR.L.Katz

Modern Organization or Systems Approach

5B. EDUCATIONAL INSTITUTIONS: AS ORGANIZATIONAL SCHEME

1. Concepts of Formal OrganizationFormal Organization is an assembly of personswith a fixed set of rules of intra-organization Procedures and structures

StrategyVisionGovernanceComparativeAdvantage

StructurePower and authority, information flow, organizational roles

Reward SystemCompensation and rewardsBusiness Processes & Lateral LinksNetworks, matrix structuresHuman Resource ManagementHiring, work feedback, training

Some rules in an organization that must be followedWork is delegated to each individualAuthority, responsibility, and accountability of individuals is very well definedEach individual has its definite place in the hierarchical structuresThe application of concept of specialization and division of labor

Well defined rules and regulationsStatus symbolLimitation on the activities of the individualStrict observance of the principle of coordinationDetermined objectives and policiesMessages are communicated through the scalar chainCharacteristics of a formal organization

Formal Organization

Informal OrganizationDeviation from the rules(Documented in the Hawthorne Studies)

Informal OrganizationsHawthorne Effects/Observer EffectsA phenomenon whereby workers improve or modify an aspect of their behavior in response to a change in their environment rather than in response to the nature of the change itself.

Different Reasons for Informal OrganizationsInformal standardsInformal communicationsInformal groupsInformal LeadersPersonal goals and interests of workers differ from organizational goals Changes of communication routes due to personal relations Between co-workersCertain groups of co-workers have the same interest or same originDue to charisma and popularity, certain members win more influence than originally intended

2. Concepts of Social Organizations

Social OrganizationA pattern of relationship

between and amongINDIVIDUALS

GROUPS

Characteristics of Social OrganizationsSIZESEXUAL COMPOSITIONLEADERSHIPSTRUCTUREDIVISION OF LABORCOMMUNICATION SYSTEM

Dyad the smallest level of organization consist of two people Interaction is very personalRequire continuing active participation and commitment of both membersMembers make up rules during the interactionThe most unstable of the social groups

BROAD CATEGORIES OF GROUPSPrimary GroupSecondary Group

Involve face to face interactionInteraction is unspecializedBonds that are formed are relatively permanent

Small and intimateMore impersonal And informalMore specialized and goal orientedTemporary and usually largerRequire less of an Emotional commitment

3. Concept of Professional OrganizationProfessional Organization

Non-Profitseeking to further a particular profession

the interests of individuals engaged in that professionand the public interest

Quality Performance CultureLearning OrganizationLeadership DevelopmentHigh ReliabilityOrganizational ClimateReadiness for ChangeHigh performance TeamsThe Bottom UpApproach to Quality

CHAPTER III. Educational Institutions as a System

system of public and private schools and colleges that offer students formal education from kindergarten to college graduation.

Educational

Institutions

Dynamics of Educational Institutions as a System

Structural AnalysisRelationships among Subsystem and LevelsDrivers for ChangeModeling Method

Structural AnalysisInstitutional and Social PracticesHierarchical and Significant Levels of OrganizationTimescale experience by students within the systemHuman resources

Relationships Among Subsystems and Levels

Thrust of EducationInstruction ResearchExtensionProduction

GlobalizationNetworkingLinkaging

Academe IndustryLinkage

Drivers for Change

VisionMissionGoalsObjectives

Modeling Method(Outcome Based)Quality of GraduatesEmployability (Employed or Underemployed)- Employment StatusPerformance of GraduatesNMAT Licensure Examinations

CHAPTER III. The Philippine Education InstitutionsFunctions1. Teaching basic skills such as functional literacy and numeracy2. Teaching knowledge and skills for specific jobs3. Transmitting the culture (beliefs, norms and values)of the society4. Developing skills in critical thinking and preparing the individual to live in the society5. Catering to the total developmentOf the individual (spiritual, moral, educational and physical)

DepEdOrganization of Philippine Education

CHEDTESDATrifocalized Function

The Environment of Philippine Education Institutions

1. External Environmentschools with similar course offerings and services offered

COMPETITORSOrganizational sizeStrategiesLocation & MarketCompetitive advantageOffshore/crossborder education

INDUSTRIESThe end-users of graduatesDemandsDemographic changes

Things that are offered for operationGrantsGovernment subsidy ScholarshipEndowment

Legal SystemExecutive OrdersPolicies

2. The Internal Environment

SchoolPhilosophyVisionMissionGoalsObjectives

School StructureHierarchical arrangement

SchoolResourcesTeachersFacilities/EquipmentTechnologyBudget

EDUCATIONAL PROBLEMS AND ISSUES

Decline in the quality of Education

Affordability

EDUCATIONAL REFORMS PROPOSED

Amend System of Budgetingin Education

Promote

Involve business and industry leaders in the Academe

Develop a rationalize program in