Administration and Supervision

Topic Outline

• Significance of Administration and Supervision

• Types of School Administration and Supervision

• Management Functions

• Administration and Supervision in Philippine Setting

SPECIAL OFFICES UNDER OSEC

1. CENTER FOR STUDENTS AND CO-CURRICULAR AFFAIRS

2. EDUCATION TECHNOLOGY UNIT

3. DEPARTMENT OF EDUCATION SPECIAL CONCERNS OFFICE

4. SPECIAL EVENTS UNIT

5. DETEXT ACTION CENTER

6. INTERNATIONAL COOPERATION UNIT

7. SCHOOL SITES TITLING UNITOTHER ATTACHED AGENCIES

1. TEACHER EDUCATION COUNCIL

2. INSTRUCTIONAL MATERIALS COUNCIL

3. LITERACY COORDINATING COUNCIL

4. PHILIPPINE HIGH SCHOOL FOR THE ARTS

5. NATIONAL BOOK DEVELOPMENT BOARD

6. NATIONAL COUNCIL FOR CHILDREN’S TELEVISION

ADMINISTRATIVE

SERVICE

FINANCIAL AND

MANAGEMENT

SERVICE

HUMAN RESOURCE

DEVELOPMENT

SERVICE

PLANNING

SERVICE

TECHNICAL

SERVICE

*Including 21 interim divisions

**SY 2005-2006

NATIONAL

EDUCATIONAL

TESTING AND

RESEARCH

CENTER

SCHOOL

HEALTH &

NUTRITION

CENTER

PROCUREMENT

SERVICE

NATIONAL

EDUCATORS’

ACADEMY OF

THE

PHILIPPINES

NATIONAL SCIENCE

TEACHING

INSTRUMENTATION

CENTER

INSTRUCTIONAL

MATERIALS

COUNCIL

SECRETARIAT

EDUCATIONAL

DEVELOPMENT

PROJECTS

IMPLEMENTING

TASK FORCE

BUREAU OF

ELEMENTARY

EDUCATION

BUREAU OF

SECONDARY

EDUCATION

BUREAU OF

ALTERNATIVE

LEARNING SYSTEM

OFFICE OF THE

SECRETARY

REGIONAL OFFICES (17)

SCHOOLS DIVISION

OFFICES (188*)

SCHOOLS

ELEM. SEC.

PUBLIC 37,161 4,915

PRIVATE 4,788 3,372

SCHOOL DISTRICT (2,364**)

PHILIPPINE

As of Dec. 2007

Administration

• Is a universal process which characterizes all group efforts-public or private, large and small scale.

• Technically it is the organization, direction and coordination and control of human and material resources to achieved the desired ends.

Supervision

According to Good, supervision refers to all efforts designated school officials directed toward providing leadership for teachers and other educational workers in the improvement of

instruction.

Major Functions of Supervision

• Introspection

• Research

• Training

• Guidance

• Evaluation• Studying the teacher-learner situation

• Improving the teacher –learner situation

• Evaluating the means, methods, and outcomes of supervision

Supervision

• Emphasis on Administration

• Emphasis on Curriculum

• Emphasis on Instruction

• Emphasis on Human Relations

• Emphasis on Leadership

• Emphasis on Evaluation

Types of School Administration• Mc.Nelly have identified four types of supervision:

• 1.Laissez-faire supervision-This type is an inspectional supervisory methods in whichthe class was observed,but nothing was done to help theteacher improves the job.Spinelessness and evasion of responsibility not democratic

• 2.Coercive supervision-This concept was based in 3 assumptions:first,that there isa well defined body of knowledge which desirable for allpupils to learn;second,that it is possible for desirable toestablish for all children to learn it;and third there is a bestmethods are and the best way to make teachers teachprescribed curriculum is to use coercive methods.• *DESTRUCTIVE TO HUMAN RELATIONSHIPS• *IT IS INCONSISTENT WITH DEMOCRATIC PRINCIPLES

• 3.Supervision as training and guidance

-under this concept due recognition was given to the factthat education should be the process of guidinggrowth.(teaching-training institutions)

• 4.Supervision as democratic professional leadership-this is the emerging philosophy of supervision.

Combination of four factors formula:

factor 1 -deeper understanding of functional meaning of democracy

factor 2 -contributions of research to fund knowledge concerninglearning process

factor 3 -centered on human relationships

factor 4 -groupwork

Types of School Administration

Modern Outmoded

A summary of the contrast between old and modern concepts

of administration and supervision made by Dr.Hollis P. Allen, professor at

the College of Education, University of the Philippines.

Makes decision by himself and issues directives and

edicts

Still makes decisions, but with prior consultation with at

least a representative sample those who are affected by the

decisions. Prefers group decisions.

Edicts- a proclamation having a force law

Delegates few ,if any responsibilities to others. Often

meddles the subordinates leaving uncertain and baffled.

Systematically delegates the responsibilities to others,with

commensurate authority to act.

Meddle -to interest in what is one’s concern/interfere without right

Wait until new crisis arises before trying to

meet.

Senses problems before they arise and avoids the crisis by effective group

planning.

Planning is inadequate or non existent and usually is the result

of his own snap judgment or inspiration of the moment. Long

range plan when necessary.

Conceives effective planning as one of his important job and utilizes members of his

own staff who are adept and specialist.

What is the effect of this behavior towards leadership upon employee morale?

Case 1

Mr. Santos was a school administrator. One day he was talkingto the meeting about management. He said, among otherthings:

“One does not have to have a good qualities as a leaderbut he has to appear to have them. Maintain a social distancefrom employees, so they can judge you from a distance ratherthan from a close range.”

Keep to himself, aloof from members of his staff,

except when he holds center of the stage

Associates with staff and community, with respect on the basis on of equality as a

person.

Dislikes or resents any member of the staff who has original

ideas or make suggestions for improvement.

Encourages new ideas and initiative among his

constituents and staff, regulates channels and utilizes

suggestions

Likes to surround himself with “Yes” men and seeks to employ people who are

safe-thus leads to mediocrity of the staff.

Big enough to want people, who have stature in their own rights, around him to advise

him. Helps individuals to become more effective leaders.

Tries to build up the myth that he is indispensable

administrative.

Through service training of others, selection of strong staff, and delegation of responsibility

builds a program that can operate without him.

Usually unwilling to use factual studies of his

organization as basis of improvement.

Makes continuous or periodic evaluation on the

basis of finding analysis and remediation.

What cultural pattern of human relations are involved in the whole situation?

CASE 2

Mrs X, a school teacher used to be very attentive and helpfulprincipal, Mrs.Y. She brought flowers with which decorate her “boss’s”table and often sent some crabs and prawns to her house when shehad plenty from her husband’s punong. The two became very close.

On her part, Mrs.Y gave her preferential assignments such asassigning bright sections or no advisory sections, convenient scheduleof classes, etc.

Practices a fawning paternalism in dealing

with the staff and constituents.

Willing to give friendly help to staff but in

such manner that each is as self sufficient as

possible.

Fawning -to show affection, used especially of a dog, court favor

by flattering manner

Budget matters are decided in terms of self-interest of

favored politicians and tax-payers.

Budget matters discussed broadly and decided in

terms of the best interests of children and parents.

Avoids over-all policies and objectives so that each

situation often based on extraneous consideration

Develops written operating policy and objectives and

widely distributed usually in consultation of others.

Extraneous-coming from outside

Supervision

According to Good, supervision refers to all efforts designated school officials directed toward providing leadership for teachers

and other educational workers in the improvement of instruction.

Emphasis on InstructionValues

Clinical Supervision

Traditional Supervision

Aim To help improve instruction

Evaluation Instruction

Basis Classroom Data Observer’s rating

Focus Limited specific concerns

Broad general concerns

Frequency Based on need Based on policy

Philosophy Promotes independence

Promotesdependence

Process Cyclical Linear

Responsibility Shared between teacher and supervisor

Supervisor’s responsibility

5 Phases of the Clinical Sup

Planning

Observation

AnalysisFeedback

Reflection

FUNCTIONS OF MANAGEMENT

What is management?

• Management is not carrying out a prescribed task in a prescribed way.

• Management is:* Setting directions, aims, and objectives

* Planning how progress will be made

* Organizing available resources

* Controlling the process

* Setting and improving organizational standards

Administration is a process with six elements: Decision-making, planning, organizing, communicating, coordinating and evaluating. These elements is a process themselves.

• Decision making implies the analysis of the alternatives particularly the consequences in the future.

• Planning is concerned with the setting of goals an organization, preparation of programs or course action designed to accomplish goals to plot the operation of the program.

• Organizing has to do with arrangements of functions of offices and personnel so as to reciprocal relations.

• Without communication in an organization, it is impossible for an organization to get things done effectively.

• Coordinating aims to insure smooth operation of performance of all sectors of the organization. The administrators problems is how to make the people accept assignments willingly and to adjust their behavior to that of the group. In order to accomplish a group goals requires firm and fair exercise of authority and persuasive performance of the leadership function.

• Evaluating pervades all the elements of the administration process.—It aims to determine whether goals-long range or short range are implemented. It points out strengths and weaknesses of organizational operations and leads thereby, the administrator to make more rational decisions.

Dale

• Planning

• Organizing

• Staffing

• Directing

• Controlling

Massie

• Decision Making

• Organizing

• Controlling

• Directing

• Communicating

Greenwood

• Planning

• Staffing

• Directing

• Controlling

Management Functions According to Modern Authorities

Management Concepts

Inputs (Men,machine,materials,

means, money and methods)

Process Functions

Outputs ( Results and Benefits) for example ,products, services and best public image

We speak of process as sequence of behavior, onebehavior leading to another. However,one cannot actually seethe process as such. He can only infer it from the behaviormanifested.

Elements of the administrative process

• Decision making -the nerve center of administration. Aswitch-throwing mechanism to administration. It isimportant because one’s decisions affect or influence hissubordinates behavior. If the decision has made andpursued action, there is literally no turning back.

Webste’s New dictionary defines decision as ajudgement or a conclusion reached.

Steps in the decision process

1.Determine the relevant behavior alternatives

a. recall relevant information

b. investigate so he can have additional information

c. consult other people including subordinates.

d. evaluate the behavior alternatives

2.Define the behavior alternatives

3.Evaluate the behavior alternatives-weigh advantages and disadvantages

Case 1

A high school principal has found after investigation that Julio a student in the fourth year, was guilty of tearing out pages of library reference book. When asked why he done it he said:

“I was behind in my work. I wanted to review for my examination”

Give possible alternatives from dealing with this situation?

Give example of personal experience in which one leads to another.

Organizing

Staffing

Leading

Monitoring

Planning

PLANNING

If you are planning for one year, grow rice. If you are planning for 20 years, grow trees. If you are planning for centuries, grow men!

• Chinese Proverb

PLANNING

• Goal – what is it?

• Objective – what is it?

• Plan – what is it?

PLANNING

• Objective – A clear specific measuring post indicating

progress towards achieving a short term goal.

• Goal – An overall or longer term aim providing focus for day to day activities

• Plan – projected courses of action aimed at achieving future objectives

– they provide clear goals and map the activities needed to achieve them efficiently and effectively.

– they are the propellers of an airplane or rudder of a ship.

Planning is critical for business

– we have to organize our day’s, weekly, monthly,

yearly and long range activities.

Planning gives us direction and helps identify and focus important issues for business.

• Mission• SMART Plan• Strategic Plans

• Values – what is important to a person or a company.

Ex: being impartial, free from discrimination, ethical,

fair, flexible, safety, trust, customer focus – Tylenol

challenge in 1980

• Vision – where we are headed

– expresses what a business truly wants to achieve

– aims to challenge, inspire and stretch people in a company Ex: Disney’s vision is ‘ to make people happy’.

• Mission – How will we get there? The path to reach the vision

Administration of Process

• Initiates the planning of programs and strategies

• Long-range: on in-depth needs assessment, based on clear goals and objectives

• Short term: immediate needs of the incoming school year

Developing a Strategic Plan

1. Based on the Values of the business

2. Based on Vision of the business

3. Based on Mission of business

4. SWOT your business

5. Focus on top important issues

6. Design the objectives for (5) above – this is your strategic objectives

7. Do a Gap analysis

8. Get to WORK!

9. Do the SMART Plan

ORGANIZING

What is organizing? – It is defining roles, responsibilities and arranging and

coordinating the resources needed to successfully carry

out plans

– Right People in the Right Seat in the BUS called BUSINESS.

STAFFINGWhat is staffing?

“putting right people in the right position” to insure maximum effectiveness and efficiency in the organization.

People are a hotel’s most valuable resource –the hotel needs the right people to be attracted to join it – then it is recruiting, training to do their jobs effectively and treating them well to retain them. Losing employees is easy – recruiting is twice as hard – Let’s do a costing of recruitment?

LEADING Leadership is about achieving business goals through the

work of others. David Karpin

Trait Approach – focusses on personal qualities such as height, intelligence, genetic etc.

Transformational Approach – leads the organisation in new direction through leaders talent and drive.

Charismatic Approach – leads through personal magnetism, charm and other qualities

Ex: Steve Jobs of Apple Computers, JW Marriott of Marriott Hotels.

Narcisstic Approach – leads through personal skills, magnetic attraction and also are distrustful of others and consider themselves invincible – Eg Napolean, Bill Gates.

Styles of Leadership1. Dictatorial – lead through force and threats

– “you do not lead by hitting people over the

head – that is assault, not leadership”

– Eisenhower

2. Authoritarian – task centred leaders, want to control, decision making is very limited.

3. Democratic – participative leadership

– people centered style

4. Laissez Faire – use delegation and leave employees

to do their jobs with little or no input

from themselves.

LEADING

MONITORING

• How are we doing?

• Are we operating within the budget?

• Are we meeting our targets?

• It is keeping an eye on how the business is doing –checking on budgets, materials, costs, staff, revenues, quality, safety measures etc

Coordinating

• Standards are set, controls are observed, so that group effort is integrated into a working unit

• Unity of purpose is stressed.

• Coordination can be achieved through effective communication and good leadership.

Evaluating

• Evaluation in education has been defined as “ judging the worth of experience, idea or process”.

• In literature it is referred as appraising.

--criteria must be set

To what extent and how well have the organization objectives been accomplished?

For example: Did the pupils increase their competency in reading?

Did the principals and the supervisors increase their competency in supervising the teaching of reading?

Administrators should remember that teachers’ work should be evaluated on the

basis of adequacy but rather on the basis of efficiency.

Hallmarks of Effective Schools

• Professional Leadership

• Shared vision & goals

• Learning Environment

• Concentration on Learning and Teaching

• High Expectations

• Positive Reinforcement

• Monitoring Progress

Administration and Supervision in the Philippine Setting

• Administration-consider as service organization to bring together under favorable circumstances possible, competent teachers, educative materials and equipment and effective teaching.

• In our system, the division superintendent and district supervisor---administration

• Division and subject supervisor—supervision

• Principal-attends both supervision and administration

• Swanson Committee- which made a survey of publicschools in the Philippines found out that principal-teacherratio has increased from 20 to 47 in 1958.

• It can be seen then that the administrative andsupervisory responsibilities of the principal expanded.

• Problems arise out of the dynamics of the social, politicaland cultural framework of the Philippine society.

• Leadership patterns: social position denoted by relativewealth and ritual (compadre system or tayo-tayo) kinappointments ,respect for conformity to values andtradition (huya at utang na loob) and socially personalitytraits (pakikisama).

Some characteristics of Filipino leadership patterns are:

(1) tendency for a ningas kugon pattern

(2) tendency towards personalism

(3) a tendency to concentrate leadership functions in few people, which is possibly due to the lack of leaders to go around or refusal to assume responsibilities.

• Results to poor supervision and administration therefore poor education

Case 2

A district supervisor used to get some of his teacherstogether to play mahjong on Sunday afternoons orevenings. When asked by another district supervisor whyhe did this, he said that these teachers like other humanbeings need recreation.

• How do you explain the outward motivations of thesupervisor from the point of view of value system?

The End