Christ the King College
Calbayog City
GRADUATE STUDIES
EDUCATION 206
MODULE 2
(Principles and Theories of Educational Management)
Summer 2021
CHAPTER 2 MANAGING IN THE 21st CENTURY
Managers can have the most remarkable effects on organizations. IBM floundered through much of the
1980s and early 1990s, losing market share , seeing costs rise, and watching its stock price dwindle from almost
$180 per share to barely $50. Within three years, new CEO Louis Gerstner revamped the company’s product
line, dramatically lowered costs, changed the company’s culture, and oversaw a quadrupling of IBM’S stock
price. Dell CEO Michael Dell created a $12 billion company in just 13 years by instituting one of the world’s
most sophisticated direct-sales operations, eliminating resellers’ markups and the need for large inventories, and
keeping a vise-like grip on costs while dozens of his competitors were going down the drain. And Steve Jobs
totally revitalized Apple Computer in barely a year.
And “manager” effects like these don’t happen just at giant corporations. At this moment – as you read
these words – managers at thousands of small business and other organizations – diners, drycleaning stores,
motels, schools and colleges – are running their organizations well, with courteous, prompt, and first-class
service, high-morale employees, and a minimum of problems like “My dinner’s cold”, or “You didn’t press my
sheets”. What do you think would happen if you took the competent managers out of these businesses and
dropped in managers without training or skills? You know the answer because you’ve probably experienced the
effects yourself – businesses with untrained or unprepared staff, orders not prepared on time, lost reservations,
dirty rooms. About 90% of the new business started this year will fail within five years, and the most common
reason is poor management. Management is as – or more – important for the tiny start-up as it is for the giant
firm.
The effect of good management is nothing short of amazing. Taken an underperforming – even chaotic –
organization and install a skilled manager, and he or she can soon get the enterprise humming. Take a
successful enterprise that’s been managed well for years – say, a neighborhood stationery store – and watch as a
new, les-competent manager takes over. Shelves are suddenly in disarray, products are out of stock, bills go
unpaid.
All these enterprises – IBM, Dell, the diner, the drycleaner, and the stationery store – are organizations.
An organization consists of people with formally assigned roles who must work together to achieve stated
goals. All organizations have several things in common. First, organizations needn’t just be business firm; the
definition applies equally well to college and universities, local governments, and nonprofits like the Philippine
National Red Cross.
Organizations are, also (hopefully) “organized”: Even your corner dry clearners has an organizational
structure that lays out who does what (pressers press, and cleaners clean, for instance), and how the work (in
this case the incoming clothes) will flow through the store and get done. An organization should also have
policies that lay out how decisions will be made, such as how to reimburse a customer whose blouse has been
lost, and what times and days the store will be open.
Indeed, organizations, by their nature, cannot simply run themselves. Review the definition of an
organization again, and you’ll see why. Who would ensure that each of the people actually know what to do?
Who would see that they are trained? Who would hire them? Who would ensure that they work together, more
or less harmoniously? Who would decide what the organization’s goals would be, and then monitor whether
each employee is doing his or her share to each those goals?
The answer is “the manager”. A manager is someone who plans, organizes, leads, and controls the
people and the work of the organization in such a way that the organization achieves its goals. Management
refers to two things: 1) collectively to the managers of an organization; and 2) to the study of what managers do.
Chapter Objectives:
At the end of this chapter, you should be able to:
Explain, with examples, what managers do
Describe why the people side of managing is so important
Discuss the main trends in how modern organizations are managed
Module Questions:
1. What are the four fundamental functions of management? Discuss and give an example based on your
experience from your work setting for each of the functions.
Planning
- One main role of a manager is creating a plan to meet company goals and objectives. This involves
allocating employee resources and delegating responsibilities, as well as setting realistic timelines
and standards for completion. Planning requires those in management roles to continuously check on
team progress in order to make small adjustments when necessary, while still maintaining a clear
picture of a company's larger aims and goals. Much of one's planning function consists of working
independently to determine what responsibilities must be given to which employees, setting priority
levels for certain tasks, and creating timelines. However, communication also plays an important
role. For example, school head deal with planning when they meet with school leadership to discuss
short and long-term goals, and when they communicate the specifics of a new project to their
teachers or check-in periodically to ensure individual objectives are being met on time.
Organizing
- Along with planning, a manager's organizational skills can help to ensure a company or departmental
unit runs smoothly. From establishing internal processes and structures to knowing which employees
or teams are best suited for specific tasks, keeping everyone and everything organized throughout
daily operations are important functions of management. School isn't just about delegating tasks
efficiently and making sure teachers have what they need to accomplish their tasks, however. School
head also need to be able to reorganize in response to new challenges. This could come into practice
in the form of slightly adjusting the timeline for a re-allocating tasks from one team to another. Or, it
could mean significantly altering a team's internal structure and roles in response to school growth.
Leading
- Managers should be comfortable and confident commanding their team members’ daily tasks as well
as during periods of significant change or challenge. This involves projecting a strong sense of
direction and leadership when setting goals and communicating new processes, products and
services, or internal policy. Leadership can manifest itself in a number of ways, including
recognizing when employees need an extra boost of reinforcement and praise to handling conflicts
between team members fairly and decisively. School head may function as leaders even during small
personal interactions by modeling supportive, encouraging, and motivational qualities.
Controlling
- To ensure all of the above functions are working toward the success of a company, managers should
consistently monitor employee performance, quality of work, and the efficiency and reliability of
completed projects. Control (and quality control) in management is about making sure the ultimate
goals of the business are being adequately met, as well as making any necessary changes when they
aren't.
2. The people side of managing an organization today is so important it cannot be overemphasized. Justify
why.
- People Skills add value to the organization. They are those sets of ideas that enable a person to
effectively communicate with others and decrease the possibility of miscommunication. It helps in
resolving issues or conflicts at workplace. It becomes essentially important for an employee to have
a prospective or an opinion these days if they are willing to succeed at work. Thus, mutual
understanding and effective communication skills is must. No matter what role you play in your
organization, your ability to work effectively with others can have a positive impact on your
workplace. People skills not only help others to express in a better way but it also encourages
listening carefully and then reacting to a problem or a situation. It discourages impulsiveness. This
quality is very essential at senior management level because it focuses on the theory of
understanding others and providing a feedback post observing the behavior of an individual. An
individual with good people skills will always prove to be the most effective leader as well, since
that person will be on the path of taking all the employees together as a team and would work on the
overall development, welfare and growth of an organization. Talking to people and maintaining
good interpersonal relationship helps in building harmony, trust and mutual respect in the
organization. An employee will be more transparent and open to the management when the
employee expresses himself. Such individual will make sure that they are maintaining the same
standards of behavior that they are expecting from others.
3. The following below are the “slice and dice” of what managers do. Discuss each and cite an example for
each.
3.1 Figurehead role - A figurehead is a necessary role for a manager who wants to inspire people within the
organization to feel connected to each other and to the institution, to support the policies and decisions made
on behalf of the organization and to work harder for the good of the institution. The figurehead performs
symbolic legal or social duties. All social, inspiration, legal and ceremonial obligations. In this light, the
School Head is seen as a symbol of status and authority.
3.2 Leader Role - The Leader builds relationships with employees and communicates with, motivates, and
coaches them. Duties are at the heart of the manager-subordinate relationship and include structuring and
motivating subordinates, overseeing their progress, promoting and encouraging their development, and
balancing effectiveness.
3.3 Liaison Role - The liaison maintains a network of contacts outside the work unit to obtain information.
Describes the information and communication obligations of a manager. One must network and engage in
information exchange to gain access to knowledge bases.
3.4 Spokesperson Role - The spokesperson transmits information about the organization to outsiders.
Serves in a PR capacity by informing and lobbying others to keep key stakeholders updated about the
operations of the organization.
3.5 Negotiator Role - The negotiator represents the organization in major negotiations affecting the
manager’s areas of responsibility is a specific task which is integral for the spokesman, figurehead, and
resource allocator roles. If we analyze Mintzberg’s finds we can say that authority and status derive the
interpersonal roles, interpersonal makes it necessary for a manager to play informational roles. And that
enables a manager to make a decision.
4. Listed below are forces causing “turbulence” and change for companies and managers around the world
today. Discuss each according to how it affects the education sector. Cite concrete examples
4.1 Technological Innovation - Technological innovations are having a significant impact on educational
systems at all levels. Online courses, teaching aids, educational software, social networking tools, and
other emerging technologies are disrupting the traditional classroom environment. Understanding the
effects that technological innovations have on students, teachers, and schools is critical to developing
strategies and techniques to manage and use technology in education. CEPA research gives education
leaders insights on how technological innovations are being used and how effective they are at helping
to improve student outcomes.
4.2 Globalization - “Education will need rethinking and reconstructing if schooling is to best prepare the
children and the youth of the world to engage globalization’s new challenges, opportunities, and costs.” The
needed reforms within the education system like content, equity, sand excellence, etc., and The fall out of
globalization, which will entail determining education, finance-related issues and privation of secondary and
higher education. Globalization is a broad and complex concept. Global education interconnects methods of
teaching from worldwide systems to encourage the international development of environmental
sustainability, as well as contribution toward fortifying global industries. These educational initiatives
prioritize global access to school from the primary to the university levels, instigating learning experiences
that prepare students for multinational leadership roles. As education serves as foundational to global
stability, the development of multicultural awareness from an early age may integrate ideologies sourced
from various societies in order to arrive at well-balanced conclusions regarding issues that surround the
world as a whole. Globalization and education then come to affect one another through mutual goals of
preparing young people for successful futures during which their nations will grow increasingly connected.
With globalization some of the challenges for knowledge, education and learning will provide today’s
learners the ability to be more familiar and comfortable with abstract concepts and uncertain situations.
4.3 Deregulation – cross-national comparative perspective how deregulation of compulsory education
affects two central educational outcomes: efficiency and equality. The conflict between public regulation on
the one hand and the market model on the other hand describes one of the most fundamental political
struggles. In several fields of societal life, such as compulsory education, the state traditionally holds a
strong monopoly in almost all capitalist societies. However, using three waves of PISA school level data we
show that the degree of public regulation varies cross-nationally. The central finding of our analyses is that
deregulation of education increases educational achievement of individual students across all social classes
and thereby fosters the educational efficiency of the national education systems. Nevertheless, it also
becomes evident that higher social classes benefit more strongly from deregulation, which increases the
degree of educational inequality. These results indeed confirm that deregulation of education provokes an
efficiency-versus-equality trade-off in national education systems. Purpose: Remove government
regulations to increase competition, lower prices. Dilemma: Increase competition without social costs. (ex:
health and safety requirements)
4.4 Changing Political System - The schoolmen in this country are wont to deplore the entrance of politics
into school affairs. They fear that educational policies will then be determined by considerations oblique or
even irrelevant to the meritorious development of education itself. In some quarters this studied attempt to
keep the schools unsullied by politics is viewed as grave misfortune. In the communistic ideology and
probably in the fascistic ideology as well it is unthinkable that the schools should lie outside the political
sphere. Since the school trains the future citizen, education is far too strategic and instrument to fall into the
hands of any save the state. K+12 Education in the Philippines The Enhanced K+12 Basic Education
Program in the Philippines has been officially started. It has been initiated by the Aquino administration
where students will have to undergo a new system of education. This program will require all incoming
students to enroll into two more years of basic education. Thus, the K+12 System will basically include the
Universal kindergarten, 6 years of elementary, 4 years of junior high school with an additional 2 years for
senior high school. Moreover, the program aims to uplift the quality of education in the Philippines in
order for graduates to be easily employed. Most importantly, the system aims to fully enhance and develop
the students in order for them to be well-prepared especially in emotional and cognitive aspects. Through
this, graduates will be able to face the pressures of their future workplace. However, not all are in favor of
the K+12 Education. There are students complaining of the additional years and there are parents who are
not in favor of the additional expenses. But indeed, it is an undeniable fact that additional years in the
education system will really require more budgets not just from the government but from the parents as
well. Aside from this, students will need additional classrooms, school supplies and facilities. The program
would need more qualified teachers as well.
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4.5 Category Killers - A category killer is defined by the virtually insurmountable level of competition that
it poses to others in its category. The phrase is most commonly used to describe large retail chain stores that
dominate a product category. Once one of these category killers moves into a town, it becomes difficult for
smaller, local mom and pop stores in the same category to remain in business. Smaller stores lack the
economic advantages employed by the category killer, such as a wide product selection, national marketing
campaigns, and pricing advantages due to economies of scale. A category killer can also refer to a product.
The definition remains largely the same—it highlights the advantages and dominance of a single product
over others in its category.
4.6 New Global Workforce - Digital and technological implementation in the workplace is streamlining
processes and changing employment landscape at a break-neck pace. Understanding how the nature of work
is changing, and its impact on the global labor market, business and economic settings, is key to
understanding how education may also change. Education is now having to alter to fit the current
workplace, changing its legacy concepts to a more adaptive and modern classroom to reflect the similarly
evolving workplace. The traditional convention of a teacher conducting lessons in front of their class is
slowly becoming a thing of the past, with adaptive student learning spaces being a more flexible and fluid
environment, helping to encourage students to learn in their own way. Allowing more collaboration, both
face-to-face and online, classrooms can coexist as a physical and online space. This promotes a much more
connected digital learning experience, where technology is now essential for the classroom. Although there
is still skepticism around the practicality of a connected environment, students need to have the technology
proficiency to enter a tech-dominated world. Understanding how to use technology as an advantage, not a
hindrance, is the challenge to educators. One benefit of a digital learning space is the ability to provide more
personalized education. Traditional lesson plans can let students slip through the cracks, leaving them to
become disengaged, which in turn creates poor results in both assessments and behavior. Individualized
learning plans allow students to learn at their own speed, targeting skills they need to work on, and deliver
content that specifically benefits them the most. Teachers will still play a key role, with a hybrid learning
plan balancing the best of physical and digital education. This digital classroom means teachers will need to
adapt and grow, empowering students to be innovative and take advantage of their personalized learning
space. A teacher in 2019 needs to be able to analyse student data and curriculum differently, being more of
an analyst and collaborator than ever before.
4.7 Shift to Service and Knowledge Work - Knowledge workers, alternatively termed knowledge
entrepreneurs, free agents, or human capital, constitute the fastest growing sector of the workforce in the
world. Peter Drucker, the eminent management writer credited with coining the term knowledge worker,
defines these individuals as "high level employees who apply theoretical and analytical knowledge, acquired
through formal education, to develop new products or services". Knowledge workers are those who acquire,
manipulate, interpret, and apply information in order to perform multidisciplinary, complex and
unpredictable work. They analyze information and apply expertise in a variety of areas to solve problems,
generate ideas, or create new products and services. Examples of knowledge workers include professionals,
scientists, educators, and information system designers. Knowledge work is characterized by the use of
information, by unique work situations, and by creativity and autonomy. Knowledge workers make
decisions rather than physical items and work with ideas rather than with objects. Their work focuses on
mental rather than muscle power and is characterized by non-repetitive tasks. Knowledge workers use
different methods and techniques to solve problems and have the authority to decide what work methods to
use in order to complete their varying job tasks.
5. The above listed forces have altered the playing field of most organizations today including educational
institutions thereby leading to the need for firms/organizations to be efficient, responsive, flexible and
rapidly reacting to competition and technological changes. Thus, new management will look like any or a
combination of the following:
5.1 Smaller Organizational Units 5.6 Knowledge-Based Organizations
5.2 Team-Based Organizations 5.7 Emphasis on Vision and Values
5.3 Empowered Organizational Structures 5.8 Managers as Change Agents
5.4 Flatter Organizational Structures 5.9 Leadership is Key
5.5 New Bases of Management Power 5.10 More Companies or Organizations
are becoming e-based
Select 4 and discuss from the context of managing an educational institution.
5.2 Team-Based Organizations -Team-based organizations emphasize the value and importance of all
employees regardless of their specific roles or the simplicity and complexity of the tasks that they perform.
In a team-based business, work processes are handled by groups of employees that are assigned specific
projects with timelines established to achieve goals. In this organizational structure, employees have more
autonomy and more authority to make decisions, without needing managerial approval. In a team-based
organization, employees work in specific groups that are tasked with a project. With a few exceptions, these
teams don’t have supervisors, which means that employees must establish trust with each other to achieve
project goals. This also means that employees share responsibility for managing every task, and are given
the authority to make decisions that are typically made by managers and supervisors in more traditionally
structured businesses. In most team-based organizations, managers establish goals, milestones, and
performance standards, but allow team members to determine how to meet these requirements.
5.6 Knowledge-Based Organizations - Knowledge Management (KM) is rapidly becoming one of the next
big management trends in Education besides earlier trends like Business Process Re-engineering (BPR),
Organizational Learning and TQM. Knowledge Management (KM) is the key factor for organizational
success and survival now. It is about how to build KM into the strategy process in Organizations. It was
observed that managers typically spend too little time thinking seriously about strategy and the future. We
need to ensure that in this limited time, the important dimension of knowledge does not get overlooked.
These knowledge management practices can help capture, codify and distribute knowledge in school;
through the application of I.T. technologies or human interaction so that it can be shared by all teachers. ...
KM strengthens the knowledge-sharing culture and build collegiality into the school organization.
5.7 Emphasis on Vision and Values - Educators and school-leadership experts contend that compelling,
well-articulated mission and vision statements can: Help a school community reflect on its core educational
values, operational objectives, purpose as a learning institution, and hoped-for results for students. By
asking tough questions about what the school was founded to achieve, and by looking at where it is in
relation to where it wants to be, a school can become better organized to achieve its goals and more focused
on the practical steps needed to achieve them. Focus a school’s academic program on a set of common,
agreed-upon learning goals. In some schools, teachers may work in relative isolation from one another, and
each academic department may operate quasi-independently when it comes to making important decisions
about what gets taught and how it gets taught. Mission and vision statements, therefore, have the potential to
focus school leaders and educators on making decisions that are “aligned” with the vision and mission, that
lead to greater curricular coherence, and that use staff and classroom time more efficiently, purposefully,
and effectively.
5.9 Leadership is Key - Educational leadership creates a vision of academic success for all students. This
is important because there has always been a historical gap between students on different socio-economical
levels and high and low achieving students. Educational leadership delegates responsibility to others. It is
the job of the leaders to guide and direct the individuals in an appropriate manner towards the
implementation of their tasks and functions, provide solutions to various types of problems and challenges,
make effective decisions and create amiable environmental conditions, which would facilitate the
achievement of academic goals and objectives. Furthermore, it is vital for the leaders to possess a supportive
attitude and make provision of equal rights and opportunities to all the members of the educational
institutions.