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Educational Administration
(EDAD 201)
Organization and
Management in
Educational Institutionsand Communication
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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.
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TYPES: Profit vs. Non-profit
SIZE : Small 4 - 400 plus
employeesMedium 500 - below
1,000
Large 1,000 and above
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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
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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_structure7/29/2019 Edad 201 Basic o & m Concepts
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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/Jury7/29/2019 Edad 201 Basic o & m Concepts
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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.
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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.
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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/Competition7/29/2019 Edad 201 Basic o & m Concepts
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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%297/29/2019 Edad 201 Basic o & m Concepts
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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.
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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.
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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.
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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.
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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.
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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.
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Conversely, there is weak culture where
there is little alignment with
organizational values, and control mustbe exercised through extensive
procedures and bureaucracy.
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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.
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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
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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_Follett7/29/2019 Edad 201 Basic o & m Concepts
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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_resources7/29/2019 Edad 201 Basic o & m Concepts
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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.
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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.
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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.
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Controlling Controlling/monitoring: Checking
progress against plans.
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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
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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
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What is Leading? Leading is the act of guiding, directing,
governing or enticing.
Orient
Train
Develop (Delegate, Motivate)
Coordinate Manage Differences
Manage Change
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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
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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
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C. Decisional - roles that require decision-
making.a. Entrepreneur
b. Disturbance Handler
c. Resource Allocator
d. Negotiator
MANAGEMENT LEVELSTop
Middle Level
First Level
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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.
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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.
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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.
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Middle-level managers They are accountable to the top
management for their department's
function. They devote more time toorganizational and directional functions.
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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.
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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.
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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.
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Functions of First-levelManagement Basic supervision.
Motivation.
Career planning.
Performance feedback.
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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.
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Management Levelsand SkillsTop Management
High conceptual and political
Average interpersonal
Low technical and diagnostic
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Middle - LevelManagement High Interpersonal
Average Conceptual
Low Technical and Diagnostic
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First - Level Management
High Technical and Diagnostic
Average Interpersonal
Low Conceptual and Political
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