ELECSS 2 COMPILATION - MIDTERMS

Difference Between Administration And Management

Definition of Management :
Management is defined as an act of managing people and their work, for achieving a
common goal by using the organization’s resources. It creates an environment under which the
manager and his subordinates can work together for the attainment of group objective. It is a
group of people who use their skills and talent in running the complete system of the
organization. It is an activity, a function, a process, a discipline and much more.
Planning, organizing, leading, motivating, controlling, coordination and decision making
are the major activities performed by the management. Management brings together 5M’s of the
organization, i.e. Men, Material, Machines, Methods, and Money. It is a result oriented activity,
which focuses on achieving the desired output.
Definition of Administration :
The administration is a systematic process of administering the management of a business
organization, an educational institution like school or college, government office or any
nonprofit organization. The main function of administration is the formation of plans, policies,
and procedures, setting up of goals and objectives, enforcing rules and regulations, etc.

Key Differences Between Management and Administration

The major differences between management and administration are given below:
1. Management is a systematic way of managing people and things within the organization.
The administration is defined as an act o administering the whole organization by a group
of people.
2. Management is an activity of business and functional level, whereas Administration is a
high-level activity.
3. While management focuses on policy implementation, policy formulation is performed
by the administration.
4. Functions of administration include legislation and determination Conversely, functions
of management are executive and governing.
5. Administration takes all the important decisions of the organization while management
makes decisions under the boundaries set by the administration.
6. A group of persons, who are employees of the organization, is collectively known as
management. On the other hand, administration represents the owners of the
organization.
7. Management can be seen in the profit making organization like business enterprises.
Conversely, the Administration is found in government and military offices, clubs,
hospitals, religious organizations and all the non-profit making enterprises.
 8. Management is all about plans and actions, but the administration is concerned with
framing policies and setting objectives.
9. Management plays an executive role in the organization. Unlike administration, whose
role is decisive in nature.
The manager looks after the management of the organization, whereas administrator is
responsible for the administration of the organization.
10. Management focuses on managing people and their work. On the other hand,
administration focuses on making the best possible utilization of the organization’s
resources

Basis For Management Administration

Comparison
Meaning An organized way of managing people The process of administering an
and things of a business organization organization by a group of people is
is called the Management. known as the Administration.

Authority Middle and Lower Level Top level

Role Executive Decisive

Applicable to Profit making organizations, i.e. Government offices, military, clubs,
business organizations. business enterprises, hospitals, religious
and educational organizations.

Work Putting plans and policies into actions. Formulation of plans, framing policies
and setting objectives

Function Executive and Governing Legislative and Determinative

Focus on Managing work Making best possible allocation of

limited resources.
Organization: Meaning, Definition, Concepts and Characteristics
Definitions:
Louis Allen, “Organization is the process of identifying and grouping work to be performed,
defining and delegating responsibility and authority and establishing relationships for the
purpose of enabling people to work most effectively together in accomplishing objectives.”
Koontz and O’Donnell, ‘The establishment of authority relationships with provision for co-
ordination between them, both vertically and horizontally in the enterprise structure.”
George Terry, “Organizing is the establishing of effective authority relationships among
selected work, persons, and work places in order for the group to work together efficiently”.

Concepts of Organization:
There are two concepts of organization:
Static concept
Dynamic concept

Static Concept:
Under static concept the term ‘organization’ is used as a structure, an entity or a network
of specified relationship.
Dynamic Concept:
Under dynamic concept, the term ‘organization’ is used as a process of an on-going
activity. In this sense, organization is a process of organizing work, people and the systems.
Dynamic concept lays emphasis on individuals and considers organization as a continuous
process.

Characteristics of Organization:
Organization is the establishment of authority relationship among persons so that it helps
in the achievement of organizational objectives.
Some of the characteristics of organization are studied as follows:
Division of Work:
Organization deals with the whole task of business. The total work of the enterprise is
divided into activities and functions. Various activities are assigned to different persons for their
efficient accomplishment. This brings in division of labour. It is not that one person cannot carry
out many functions but specialization in different activities is necessary to improve one’s
efficiency. Organization helps in dividing the work into related activities so that they are
assigned to different individuals.
Co-Ordination:
Co-ordination of various activities is as essential as their division. It helps in integrating
and harmonizing various activities. Co-ordination also avoids duplications and delays. In fact,
various functions in an organization depend upon one another and the performance of one
influences the other. Unless all of them are properly coordinated, the performance of all
segments is adversely affected.
Common Objectives:
All organizational structure is a means towards the achievement of enterprise goals. The
goals of various segments lead to the achievement of major business goals. The organizational
structure should build around common and clear cut objectives. This will help in their proper
accomplishment.
Co-operative Relationship:
An organization creates co-operative relationship among various members of the group.
An organization cannot be constituted by one person. It requires at least two or more persons.
Organization is a system which helps in creating meaningful relationship among persons. The
relationship should be both vertical and horizontal among members of various departments. The
structure should be designed that it motivates people to perform their part of work together.
Well-Defined Authority-Responsibility Relationships:
An organization consists of various positions arranged in a hierarchy with well defined
authority and responsibility. There is always a central authority from which a chain of authority
relationship stretches throughout the organization. The hierarchy of positions defines the lines of
communication and pattern of relationships.
Henry Fayol’s 14 Principles of Management
Henry Fayol’s 14 principles of management look at an organization from a top-down
approach to help managers get the best from employees and run the business with ease. Let’s
take a look at them and understand them in detail.
1. Division of Work
The first Henry Fayol principle of management is based on the theory that if an employee
is given a specific task to do, they will become more efficient and skilled in it. This is opposed to
a multi-tasking culture where an employee is given so many tasks to do at once. In order to
implement this principle effectively, look at the current skill sets of each employee and assign
them a task that they can become proficient at. This will help them to become more productive,
skilled, and efficient in the long run.
2. Authority
This henry fayol principle of management states that a manager needs to have the
necessary authority in order to ensure that his instructions are carried out by the employees. If
managers did not have any authority, then they would lack the ability to get any work done.
However, this authority should come along with responsibility. According to Henri Fayol, there
should be a balance between authority and responsibility. If there is more authority than
responsibility, the employees will get frustrated. If there is more responsibility than authority, the
manager will feel frustrated.
3. Discipline
This principle states that discipline is required for any organization to run effectively. In
order to have disciplined employees, managers need to build a culture of mutual respect. There
should be a set of organizational rules, philosophies, and structures in place that should be met
by everyone. Bending rules or slacking should not be allowed in any organization. In order to
achieve this, there is a need for good supervision and impartial judgment.
4. Unity of Command
This principle states that that should be a clear chain of command in the organization.
The employees should be clear on whose instructions to follow. According to Fayol, an
employee should receive orders from only one manager. If an employee works under two or
more managers, then authority, discipline, and stability are threatened. Moreover, this will cause
a breakdown in management structure and cause employees to burn out.
5. Unity of Direction
This Henry Fayol principle of management states that the work to be done should be
organized in such a way that employees work in harmony towards the same objective, using one
plan, under the direction of one manager. For example, if you have a range of marketing
activities such as advertising, budgeting, sales promotion, etc., there should be one manager
using one plan for all the marketing activities. The different activities can be broken down for
different sub-managers, but they should all work towards a common goal under the direction of
one main person in charge of the whole thing.
6. Collective Interest Over Individual Interest
This principle states that the overall interest of the team should take precedence over
personal ones. The interest of the organization should not be sabotaged by the interest of an
individual. If anyone goes rogue, the organization will collapse.
7. Remuneration
This Henry Fayol principle of management states that employees should be paid fair
wages for the work that they carry out. Any organization that underpays its workers will struggle
to motivate and keep quality workers. This remuneration should include both financial and non-
financial incentives. Also, there should be a structure in place to reward good performance to
motivate employees.
8. Centralization
Centralization refers to the concentration of power in the hands of the authority and
following a top-bottom approach to management. In decentralization, this authority is distributed
to all levels of management. In a modern context, no organization can be completely centralized
or decentralized. Complete centralization means that people at the bottom have no authority over
their responsibilities. Similarly, complete decentralization means that there will be no superior
authority to control the organization. To use this effectively today, there should be a balance of
centralization and decentralization. The degree to which this balance is achieved will differ from
organization to organization.
9. Scalar Chain
A scalar chain refers to a clear chain of communication between employees and their
superiors. Employees should know where they stand in the hierarchy of the organization and
who to go to in a chain of command. To implement this in the workplace, Fayol suggests that
there should be an organizational chart drawn out for employees to see this structure clearly.
10. Order
This principle states that there should be an orderly placement of resources (manpower,
money, materials, etc.) in the right place at the right time. This ensures the proper use of
resources in a structured fashion. Misplacement of any of these resources will lead to misuse and
disorder in the organization.
11. Equity
Equity is a combination of kindness and justice. This principle states that managers
should use kindliness and justice towards everyone they manage. This creates loyalty and
devotion among the employees towards the organization they work for.
12. Stability of Tenure of Personnel
 This principle states that an organization should work to minimize staff turnover and
maximize efficiency. Any new employee cannot be expected to get used to the culture of an
organization right away. They need to be given enough time to settle into their jobs to become
efficient. Both old and new employees should also be ensured job security because instability
can lead to inefficiency. There should also be a clear and effective method to handle vacancies
when they arise because it takes time and expense to train new ones.
13. Initiative
This principle states that all employees should be encouraged to show initiative. When
employees have a say as to how best they can do their job, they feel motivated and respected.
Organizations should listen to the concerns of their employees and encourage them to develop
and carry out plans for improvement.
14. Esprit de Corps
Esprit de Corps means “Team Spirit”. This Henry Fayol principle of management states
that the management should strive to create unity, morale, and co-operation among the
employees. Team spirit is a great source of strength in the organization. Happy and motivated
employees are more likely to be productive and efficient.
NATURE OF ORGANIZATION
The nature of organization can be viewed in two ways:
Organization as a process
Organization as a structure or framework of relationship

Organization as a Process:
As a process, organization is an executive function. It becomes a managerial function
involving the following activities:

Determining activities necessary for the accomplishment of the business objectives,

 Division of work,
 Grouping of inter-related activities,
 Assigning duties to persons with requisite competence,
 Delegating authority, and
 Co-ordinating the efforts of different persons and groups.

When we consider organization as a process, it becomes the function of every manager.

Organizing is a continuous process and goes on throughout the life-time of an enterprise.
Whenever there is a change in the circumstances or material change in situation, new type of
activities spring up.
So, there is a need for constant review and re-assignment of duties. Right persons have to
be recruited and necessary training imparted to make them competent to handle the jobs.
The process of organization thus, involves dividing the work in a rational way and
integrating the activities with work situations and personnel. It also represents humanistic view
of the enterprise since it is the people who are uppermost in the process of integration of
activities. Continuous review and adjustment makes it dynamic as well.
Organization as a structure (or, framework of relationships):
As a structure, organization is a network of internal authority and responsibility
relationships. It is the framework of relationships of persons operating at various levels to
accomplish common objectives. An organization structure is a systematic combination of people,
functions and physical facilities.
It constitutes a formal structure with definite authority and clear responsibility. It has to
be first designed for determining the channel of communication and flow of authority and
responsibility. For this, different types of analysis have to be done. Peter F Drucker suggests
following three types of analysis:
Activities analysis
Decision analysis
Relations analysis
A hierarchy has to be built-up i.e., a hierarchy of positions with clearly defined authority
and responsibility. The accountability of each functionary has to be specified. Therefore, it has to
be put into practice. In a way, organization can be called a system as well.
The main emphasis here is on relationships or structure rather than on persons. The
structure once built is not liable to change so soon. This concept of organization is, thus, a static
one. It is also called classical concept. Organization charts are prepared depicting the relationship
of different persons.
In an organization structure, both formal and informal organizations take shape. The
former is a pre-planned one and defined by the executive action. The latter is a spontaneous
formation, being laid down by the common sentiments, interactions and other interrelated
attributes of the people in the organization. Both formal and informal organizations, thus, have
structure.

Difference among Organization, Administration and Management

Difference # Organization:
 The function of organization is to set up a harmonious inter-relation between the
employees and their work by delegating authority and responsibility among them.
 Establishment of organization is one of the basic functions of management.
 Organization is the work-centre of the employees of all levels of the enterprise.
 Organization is the foundation of managerial work.
 Through the process of creating organization structure authority and responsibility are
delegated. So, the nature of this process is organizational.
 The nature of organization is reflected through the performance of work.
 Organization may be compared to the hands of a human body; because it helps directly in
performance of work.
Difference # Administration:
 The task of administration is to determine the objectives and policies of the enterprise.
 Administration includes formulation of plan and determination of organization structure.
 Administration is the centre of the employees of higher level.
 Administration determines the structure by which the functions of management are
directed.
 The work of administration is to determine rules, regulations and principles. Therefore, it
is determinative in nature.
  The nature of administration is reflected in fixation of objectives, determination of
policies and decision-making.
 Administration may be compared to the brain of the human body; because its activities
relate to thinking process like fixation of target, decision making etc.
Difference # Management:
 The activity of management is to get the various works done by the operative employees
to fulfill those objectives according to the policies determined by administration.
 Planning, setting up organization structure, giving command and direction, motivating
the subordinate employees, coordinating and controlling the various functions performed
by them etc. are the activities of management.
 Management is the work- field of the employees of middle and lower level.
 The managers supervise and control the work of the subordinate employees according to
plan.
 Management implements those rules, regulations and principles. So, it is an executive
function.
 The nature of management is disclosed by the performance of work and application of the
rules and principles.
 Management may be regarded as the eyes of a human being; as it observes whether the
work is being performed according to the rules and policies to achieve the desired result.
Management: Principles, Meaning, Functions and Its Importance
The management process is a series of steps that are used to perform business operations. The
process of management consists of planning, organizing, staffing, directing, controlling and
evaluating. In this article, you will learn what is a management process, the nature and
significance of the management process with an example.
How Do You Define a Management Process?
Management is a process of planning and controlling the activities of a business or other
organization. One key aspect of the management process is project management, which involves
the application of knowledge, skills, tools, and techniques to a specific project in order to meet
its requirements and objectives. The meaning of project in this context refers to a temporary and
unique endeavor that is undertaken to create a specific product, service, or result. Product
management processes include:
1. Planning
This involves determining what needs to be done when it should be done, who will do it and how
much it should cost. Planning also includes developing strategies for achieving goals that meet
the needs of stakeholders (e.g., customers).
2. Organizing
Organizing requires grouping people into teams according to their skills or knowledge so they
can work together effectively. Organizing ensures that employees have the right resources
available when they need them. For example, if one employee needs access to another
employee’s computer files while they are on vacation, then both employees should be part of the
same team so they can share those files easily via email or cloud storage services like Dropbox
or Google Drive.
Classification of Management Functions
The management functions are classified as:
1. Planning and Organizing
It deals with preparing plans for the future, establishing organizational structure, assigning
responsibilities to various departments and setting up procedures for their smooth functioning.
2. Controlling
This involves monitoring progress toward achieving goals and checking whether there is any
deviation from these goals or not. This also includes getting feedback from customers on how
satisfied they are with products/services provided by an organization so as to improve on them if
required. In addition, this function ensures that all activities are carried out in accordance with
plans made earlier to achieve maximum results at minimum cost while maintaining quality
standards at all times.

3. Staffing
Organizations have developed recruitment policies that ensure that the right people are
recruited at the right places based on their qualifications, skills, etc. so that productivity can be
maximized along with customer satisfaction levels being maintained at high levels throughout
business cycles.
Staffing includes both recruitment activities along with development programs like
training programs offered by top universities around the globe like Harvard University, where
students get a chance to learn things related to business strategies before starting careers in the
Management Studies field or other fields related fields like Marketing Studies or Banking
Studies etc. related to business strategies before starting careers in Management Studies field or
other fields related fields like Marketing Studies or Banking Studies etc.
Elements of Management Process
The management process is a set of activities that are performed to achieve
organizational goals. It
comprises three major components:
Planning
Organizing
Controlling
Planning is the process of defining the objectives of an organization, determining how
those objectives can be achieved, and specifying the resources needed to achieve them.
Organizing is the process of grouping people and resources together to work effectively
toward accomplishing a common goal.
Controlling is the process of ensuring that plans are carried out as intended so that an
organization achieves its goals.
The three components of the management system are interrelated and work together to
achieve organizational goals. Planning sets a direction for an organization that can be
accomplished through organizing and controlling.
The planning process is a continuous cycle, not a one-time event. The organization must
plan throughout its existence. Planning is a continuous cycle of activities that help organizations
identify their goals, develop strategies for achieving them, allocate resources to achieve them,
monitor progress toward meeting objectives and change course if necessary.
The Importance of Management Process
The product management process is very crucial for an organization. It is a set of
activities that must be performed to achieve organizational goals.
The following are some facts about the management process:
What is the management process definition? Management process refers to a series of
activities performed by managers to achieve organizational goals. These management process
steps aim to identify, analyze and solve problems related to performance or efficiency within an
organization. When these tasks are done successfully, organizations succeed in achieving their
goals. This can be accomplished through different tools like SWOT analysis, PESTEL etc. What
are the features of the management process? There are several features associated with this tool
which include: identifying problems within an organization, analyzing them accordingly, and
resolving them by implementing solutions through various methods, such as training employees
on new technologies while also evaluating time constraints before finalizing any decision made
by top-level management members.
What are the types of the management process? There are two management processes:
Management by Objectives (MBO) and Management by Results (MBR). Both these tools have
their advantages and disadvantages.
Management by Objectives (MBO) is a style that focuses on achieving organizational
goals through different methods, such as training employees on new technologies and evaluating
time constraints before finalizing any decision by top-level management members. This tool
allows organizations to identify their strengths, weaknesses and improvement opportunities to
succeed in the long run.
Nature of Staffing and Process
It is a truth that human resource is one of the greatest for every organization because in
any organization all other resources like- money, material, machine etc. can be utilized
effectively and efficiently by the positive efforts of human resource.
Therefore, it is very important that each and every person should get right position in the
organization so as to get the right job, according to their ability, talent, aptitude, and
specializations so that it will help the organization to achieve the pre-set goals in the proper way
by the 100% contribution of manpower.

Staffing Process
Steps involved in Staffing Process
Manpower Planning
Recruitment Selection
Placement Training
Development Promotion
Transfer Appraisal
Determination of Remuneration
Now, the process of Staffing can be explained in the following ways as follows-
1. Manpower Planning
Manpower planning can be regarded as the quantitative and qualitative measurement of
labor force required in an enterprise. Therefore, in an overall sense, the planning process
involves the synergy in creating and evaluating the manpower inventory and as well as in
developing the required talents among the employees selected for promotion advancement
2. Recruitment
Recruitment is a process of searching for prospective employees and stimulating them to
apply for jobs in the organization. It stands for finding the source from where potential
employees will be selected.
3. Selection
Selection is a process of eliminating those who appear unpromising. The purpose of this
selection process is to determine whether a candidate is suitable for employment in the
organization or not. Therefore, the main aim of the process of selection is selecting the right
candidates to fill various positions in the organization. A well-planned selection procedure is of
utmost importance.
4. Placement
Placement means putting the person on the job for which he is selected. It includes
introducing the employee to his job.
5. Training
After selection of an employee, the important part of the programmed is to provide
training to the new employee. With the various technological changes, the need for training
employees is being increased to keep the employees in touch with the various new
developments.
6. Development
 A sound staffing policy provides for the introduction of a system of planned promotion in
every organization. If employees are not at all having suitable opportunities for their
development and promotion, they get frustrated which affect their work.
7. Promotions
The process of promotion implies the up-gradation of an employee to a higher post
involving increasing rank, prestige and responsibilities. Generally, the promotion is linked to
increment in wages and incentives but it is not essential that it always relates to that part of an
organization.
8. Transfer
Transfer means the movement of an employee from one job to another without increment
in pay, status or responsibilities. Therefore, this process of staffing needs to evaluated on a
timely basis.
9. Appraisal
Appraisal of employees as to how efficiently the subordinate is performing a job and also
to know his aptitudes and other qualities necessary for performing the job assigned to him.
10. Determination of Remuneration
This is the last process which is very crucial as it involves in determining remuneration
which is one of the most difficult functions of the personnel department because there are no
definite or exact means to determine correct wages.

Benefits of Staffing Process

The benefits of an effective staffing function are as follows-
Staffing process helps in getting right people for the right job at right time. The function
of staffing helps the management to decide the number of employees needed for the organization
and with what qualifications and experience.
Staffing process helps to improved organizational productivity. Therefore, through
proper selection of employees in the organization, it can increase the quality of the employees,
and through proper training, the performance level of the employees can also be improved.
It helps in providing job satisfaction to the employees and thus keeps their morale high.
With proper training and development programmer, the employees get motivation and their
efficiency improves and they feel assured of their career advancements.
It maintains harmony in the organization. Therefore, with an overall performance of
proper staffing in an organization, the individuals are not only recruited and selected and but as a
result, their performance is regularly appraised and promotions made on merit which fosters
harmony and peace in the organization for the accomplishment of overall objectives of an
organization.

The Meaning of Control in School Administration

In the school, like in any other formal organization, planning and decision-making are
two administrative processes that result in organizational activities. These activities are carried
out by the school staff and students and are geared toward the achievement of the school goals
and objectives.
 The control function in school, therefore, in- volves the process of monitoring these
activities in order to determine the extent to which the school objectives have been accomplished
and to offer corrections where discrepancies occur. It is the duty of the school administrator to
check the activities of his subordinates, directing and leading them towards the achievement of
the target objec- tives. The control process ensures that activities are performed according to plan
and laid down procedures, This is the main control function of the school administrator.
According to Edem (1982) controlling means seeing that everything occurs in conformity with
established rules and regulations. This means that the administrator is duty bound to employ
appropriate control methods to regulate and check the activities of individuals, committees and
clubs within the school in pursuance of their school duties. Since administration involves
directing the activities of others, the focus of the control function of the school Principal is
making sure that his subordinates do what is expected of them in order to achieve the
organizational goals. It involves checking the excesses of the
school personnel through the use of school rules and regulations and employing appropriate
sanctions for deviant behaviour.
However, school administrators should not use the control system as a means to "witch-
hunt" subordinates in order to find "scapegoats". The aim of control is to attain quality standard.
In support of this view, Ukeje (3992:106) sees control as a way to keep the organization “Locked”
unto target and should be more- concerned with the prevention of disabling substandard
performance than with punishment for wrong doing or rigid expecta- tions of behaviour.
Sisk (1973) identified three stages in the control process in schools to include setting of
standards, measuring current performance against standard and taking corrective actions in order
to bring performance in line with standards.
It is the responsibility of the Principal to state in clear and precise terms the objectives of
the school and communicate to his subordinates. These specified objectives constitute the
standards which can be in the form of the level of students' performance in academics, extra-
curricular activities and level of discipline he wants to achieve for the school. Any activities that
do not lead to the attainment of these established standards call for corrective actions which can
only be successfully done by "measuring current performance against the establishment
standard" (Kootz and O'Dan- nell, 1976:536).

The Need for Control Process in School:

People join organizations because of what they expect to gain from the organizations.
When their expectations are not met, uncooperative attitudes may result. These might be
detrimental to the growth of the organization. In the school, such unco-operative attitudes can be
seen in teachers lack of dedication to school work and their unwillingness to subordinate their
personal interests and needs for those of the school. Some teachers perform their tasks
haphazardly not minding the consequent effect on the learners. The school rules on punctuality
are not observed by both staff and students. The adage that "punctuality is the sole of business'1
has become a thing of the past. Negligence of duty, truancy and malingering characterize many
of our public secondary schools. There- lore, a set of controls need to be utilized to guide against
undesirable activities and to encourage desirable ones.
Teachers personal biases and limitations may hinder a successful achievement of the
school objectives. Some school staff and even students may not understand what is expected of
them and the appropriate method(s) for performing the tasks assigned to them. This might be due
to lack of adequate training, skills and their inability to process information correctly. Some
school staff, because of their personal biases may be resistant to activities which lead to useful
changes and limitations can reduce school effectiveness. It, therefore, becomes necessary to exert
some control measures to check those activities that might be detrimental lo the progress of the
school.
Also, in the school, goal incongruence may exist. This means that the needs and
expectations of the school personnel and those of the school organization are incompatible. In
this case it becomes difficult for the workers to put in their best for the realization of the school
objectives. Control measure has to be employed to prevent the workers from acting in their own
persona! interest rather than for the interest of the school. Thus, effective control of school
activities by the school head ensures a conducive and effective teaching-learning environment.

Control Techniques On School.

Control techniques are the various methods or approaches utilized by die school administrator to
regulate, check and curb the excesses of school staff and students in the discharge of their daily
responsibilities. They include the following:
1. Action-Accountability,

This is a type of specific action control device. Richards (1986) describes it as a type of feedback
control system by which employees are held accountable for their actions. In the school, it
involves the enforcement of the school rules and regulations and teachers' codes of conduct.
School rules formulated by the school authority and the teachers' codes of conduct define the
limits of acceptable behaviour.
This control device involves the tracking and reporting of actual behaviours. This
technique would be very effective if staff and students un derstand what is expected of them.
This means that work rules and codes of conduct need to be well explained to those concerned.
Good actions or behaviours should be noticed and rewarded while deviations from defined limits
should be punished to serve as a deterrent to others and to motivate both staff and students to
behave appropriately in the future.
L Physical Control Device.
 Physical control of the school assets and rec- ords is necessary for proper functioning of
the school. The school plant-buildings, equipments and facilities, need to be insured and
certificate of insurance obtained in case there is fire outbreak or destruction of property by wind
storm. The school administrator has to provide day and night security guards to check the
movement of visitors into and out of the school premises. This device checks loss of school
equipment and materials to thieves.
2. Internal auditing as a Control Technique.
Internal auditing is a welcome device as a control technique in school. It involves a
periodic checking of school records to ensure that school policies and procedures are followed by
personnel in the discharge of their duties. It takes into account the checking of reports,
inventories (buildings, equipment*), Materials in transit during distribution to various
departments in the school can be controlled by the use of internal auditing.
It ensures that proper accounting procedures as directed by the Ministry of Education are
employed in the school. It helps to check misappropriation of school finance, materials,
equipment! and supplies.
3, Supervision of School Activities
Supervision is concerned with the ability of the school administrator to guide and direct
the daily activities of the school personnel toward accomplishment of the school objectives. It
refers to the administrator's systematic observation of his subordinates' performance and
conditions in the school. He needs to go out personally to check the physical conditions of
buildings, classrooms, laboratory equipment! and materials. Where repair or replacement is
needed, it should be done immediately to prevent disruption of school programmes. Teacher's
notes of lesson has to be checked weekly to make sure that the subject matter content, teaching
methods and instructional materials selected for the lesson are appropriate and corrective actions
taken where deficiency is found. The marking and working of class registers and filling of school
diaries and scheme of work have to be supervised to make sure that proper procedures are
adopted. However, these functions can be delegated to heads of the various units in the school.
Defaulters should be reported and appropriate actions taken to sanitize the situation. This keeps
the teachers alert and serious in their daily tasks. The school extra-curricular activities have to be
closely monitored in order to see how they are conducted. Those activities that will tarnish the
ijnage of the school or are detrimental to the progress of the school should be discouraged.
Effective supervision of school activities is a prerequisite to attainment of quality standard in the
school.

4. Evaluation of Performance.

Evaluation involves determining the extent to which one is succeeding in achieving one's
objective in a given task (Ozigi, 1978). The purpose of evaluation of activities or performance as
a control method in school is to determine the areas of successes and/or failures in order to plan
for improvement by taking corrective measures. Through evaluation the administrator is able to
compare current performance against standard. Therefore, for effective control of school
activities, evaluation should be a continuous process.
According to Ukeje (1992:356) supervision and evaluation provide a means of control to
check on the fulfillment of tasks and identify factors that enhance or inhibit the achievement
school objectives.
Management By Objectives (MBO).
Management by objectives (MBO) as a control technique in school is a process whereby
the school chief executive and his subordinates (heads of departments and committees) jointly
work together to identify the common objectives of the school. In MBO, the subordinate's areas
of responsibility in terms of the outcome expected of him are defined and made known to
him. These serve as guides for operating the various units of the school and as guides for
operating the various units of the school and as the basis for evaluating the contributions of the
subordinates, towards school goal achievements. This technique is feasible management
approach.
MBO encourages maximum participation, of subordinates in school administration. In
addition, it strengthens the administrator- subordinate interpersonal relationship and enhances
improvement in administrative control and performance standard. The involvement of teachers in
the management of school gives them a sense of belonging. This raises their morale.
Conclusion
Controlling which is an aspect of school administrative process should be seen as a
means to an end and not an end itself. It provides the means lo ensure that school personnel
perform their duties appropriately according to directives and plan and that activities are
completed on schedule. Effective control is necessary in school administration for the
achievement of the institutional objectives. Delegation of responsibilities to subordinates without
good control measures does not necessarily lead to the attainment of the desired standard. An
effective and efficient school administrator should be able to utilize various control measures as
needs arise for achievement of the desired standards.