A STUDY ON THE PERCEPTIONS OF LEADERS MANAGEMENT EFFECTIVENESS.pdf

8/14/2019 A STUDY ON THE PERCEPTIONS OF LEADERS MANAGEMENT EFFECTIVENESS.pdf

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Hac ettepe ni ver sites i Egitim Fak ltesi Dergisi (H . U. Journal of Educ ation) zel Sayi 1: 195-204 [2012]

A STUDY ON THE PERCE PTIONS OF LEADERS:MANAGEMENT EFFECTIVENESS

LDER ALGILARI Z E R I N E B I R A L I M A : YNETSEL E T K L L KOya ERTURULOGLU*, Oytun SZDOGRU**

ABSTRACT: This study was carried out in an attempt to reach conclusions about the degree of managerialeffectiveness which is administered in schools within the framework of laws, regulations and by-laws by headmasters andvice-headmasters of primary and secondary education, on the other hand, contributions of personal and organizationaldevelopment of the concept of managerial effectiveness in the context of the centralized educational system of the Ministryof National Youth and Sports Education in TRNC. Study sample is analyzed according to the perceptions of the participants.The population of the research about the managerial effectiveness is the working headmasters, vice-headmasters of primaryand secondary schools which are connected to the Ministry of National Youth and Sports Education in TRNC.In this study, administrator's evaluation of schools in an effective working environment within the organization, providingthe flow of information and communication, strategic planning, applications made regarding change and lifelong learning forthemselves about their thoughts are discussed.As a result; it is possible to imply that the administrators who participated in the survey are aware of the concept ofmanagerial effectiveness, they are working to implement managerial effectiveness in schools, and also there is a positiveeffect of this concept on the individual organizational structure.Keywords: managerial effectiveness, improvement of administrator's role, organizational improvement, school,headmasters, vice-headmasters

ZET: Bu alimada, K.K.T.C. Milli Egitim Genlik ve Spor Bakanligi'na bagli merkezi bir egitim sistemiierisinde yer alan iUc ve orta egitim mdrleri ile mdr muavinlerinin yasalar, tzkler ve ynetmelikler erevesindeynetmekte olduklan okullarda ynetsel etkililik derecelerinin ne oldugu, diger yandan ynetsel etkililik kavraminm kiiselve orgtsel geliime katkilannin ne oldugu hakkinda bir kaniya varmak amaciyla yapilmitir. alima m ekleme katilanlanndnceleri dogrultusunda degerlendirilmitir. Ynetsel etkilik konusunda yapilan aratirmanin evreni K.K.T.C. Milli EgitimGenlik ve Spor Bakanligi'na bagli ilk ve ortaegitim okullannda alian mdr ve mdr muavinleridir.Bu alimada, okul yneticilerinin orgt ierisinde etkin bir alima ortami, iletiim kurma ve bilgi akii saglayabihneleri,stratejik planlama, degiim ve yaam boyu grenme konulanndaki dnceleri ile yaptiklari uygulamalar hakkindakendilerine ynelik degerlendirmeleri ele alinmitir.Sonu olarak; mekleme katilan yneticilerin gorleri dogrultusunda yapilan degerlendirmede ynetsel etkilikkavrami hakkinda bilgileri oldugunu, okullannda ynetsel etkililigi uygulamaya alitiklanm, aynca bu kavramm kendikiisel ve orgt yapilan zerinde olumlu ynde etkili oldugynu belirtmek mm kndrAnahtar szckler:ynetsel etkikilik, kiisel geliim, orgtsel geliim, okul, mdr, mdr muavinleri

1. INTRODUCTIONManagement is the art and science of the best use of available resources and opportunities(Erdogan, 2006,p.l7-133).According to another definition, it is the whole of skillfully implementing related activities in asystem atic and conscious m anner in order to attain the objectives of the managemen t organization ,problem solving, decision-making, planning related to such fimctions of organizing commun icationsuch as principles, concepts, theory, modeling, and techniques. In short, it is necessary to accept

managem ent as a process, science and art. In summary, the defmition of such terms as problem -.solving, decision-making planning, organizing communication , primarily presents management as a


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1 9 6 O.ERTRULOGLU- O.SZDORU /H Egitim Fakltesi Dergisi H.U Joumal of Education), ze\ Sayi 1 (2012), 195-204process to be implemented skillfully in a systematic and conscious manne r , as a science branch thatincludes art, principle, concept, theory, model and techniques. (Baransel, 1979).Management is identified as expressing pre-planned and defined tasks, coping with unplanned,complex tasks which come up suddenly, identifying the need of administrators possession of ability toman age, ability to expose emotional, cognitive (mental) and behavioral characteristics in managerialtasks (Kanungo and Menon, 2004,p.130,2005 p.41); (Kanungo and Misra, 1992,p.1320)1 1 Concep t and Importance of the M anagerial Effectiveness

Managerial effectiveness is provided by performance of such managerial processes ascommunication, planning, decision making, and influence (leadership) (Cook, 2008).As it can be inferred from the above mentioned definitions, assurance of management processfunctionality, protection and development provides a significant contribution to the effectivemanagement of the organization. In summary, achievement of pre-determined plans of organizationsdepends on the ability to sustain the functionality of the management processes in the framework ofthe program.Acco rding to Bradi and Bennet, management effectiveness is summ arized as the relationshipbetween target objects and performance (Reddin 1970, p.4) .1 2 Effective Education Managem ent and M anagem ent Effectiveness

Educational management is a process of reaching out organizational objectives within anefficient way while making decisions. (Kaya,1993). It is an application of school practices for theeducation system and stmc ture (Bursalioglu,2000, s.5).Effective leaders are defined as innovative,decision makers, taking perceptions of personnel, creating new actions, making development onprofessional activities (Baar, 2010,s 12 (Tanngen,1998)The primary objective oftheschools is to improve student behavior positively. The realizationofthis goal depends on effective school management and managers leadership approach. Competence,knowledge and skills are required to make a human being is to have a behavior. School administrator'srole has changed with developments in the management process. This change is constantly changing.zdemir (2000) state that there are two-way interactions between education. First, education isaffected by changes in both society and must reorganize itself according to the changes. Secondly,education, lead the community to renew. Because educational organizations, has a chance to affectother systems through their outputs (zdemir, 2000 , p.26).

According to iman effectiveness, can be defined by loading the general or technicalmeanings. In general, the effectiveness can be defines as the ability school which is expected to bedone. (Sisman, 2002, p.26). Education leaders must have some skills for effective school. An effectivemanager skills divided into three categories: technical, conceptual and humanistic skills. A managermust have combination of technical, humanistic and conceptual skills that can make him an effectiveleader. Technical skills which can be defined, skilled performance of specific tasks, expertise inindustry and the ability to apply specialized knowledge to tasks and objectives (Aikgoz, 1994).People skills can be defined the ability to work well with others, motivate workers, and communicateobjectives clearly. (Aikgoz, 1994,p.10)1 3 M easuring M anagerial Effectiveness


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O.ERTURULOLU- O.SOZDORU/H . Egitim Fakltesi Dergisi H.U Journal ofEducation),zel Sayr (2012), 195-204 ] 97that rather than relying on an evaluation of managers' performance that is based on theactivities traditionally prescribed formanagerial success,afocuson theactivities managersperform has emerged.1.4Aim

The aim of this research is to find out how managerial effectiveness affects theadministrator's role and organizational improvement.Inthis respect, this research focusesonmanagerial effectiveness for personal and organizational development.2.0 METHODOLOGYThe methodologies followed inthis researchareboth qualitativeandquantitative.It also usedthe thematic analysis of theinterviews. Thesurvey wasconducted to examine theperceptionsofheadmasters and vice-headmasteron manergial effectiveness. The research design behind this studyiscase study, wh ere research ers focus particularly on seminar held on Near East University forheadmastes and vice-headmasters. Towardsthe end ofthe seminar researchers give questionnairestothe participants and asked them one suitable interview da te, which m akes the researchacase study.

2.1.ParticipantThe study comprises the headmasters (n=15) and the vice-headmasters (n=24) who areemployedinthe schoolsoftheMinistry of National Education, Youth and Sports in North Cy pm s.Table 1: The Study Group Listof Headmasters and Yice Headmasters

HeadmastersVice-HeadmastersTotal

Frequency52439

Percent38,561,5100,0

Table 3 shows that participantsofthisstudy are 38.5 headma sters and 61.5 vice-headm asters. Thisis duetothe fact that thereismore than 1 vice-headmasterin one school. However, this situation willbe very useful and contribute to the issueof the effects of management effectiveness of schooladministrators in anorganization becauseit is asignofa culture formation in aschoolforheadm asterand vice-headmasters to work as a team.At the same time, vice-headmasters' and headmasters'relationship with teachers willbefulfilled and positive effect willbe created within thesubjectoforganizational stmcture. F or this reason, inclusionof headmasters' and vice-headmasters' perceptions,as administrators, carries great importance intermsofcontributionof management effectiveness fororganization. At the same time,it isimportant to mention support givenbyvice-headmastersandheadmastersforthe management effectiveness ino rganization).2.2.Data Collection and Analysis

The questionnaire which hasafive point scale was administered to volunteer, headmasters andvice-headmastersto collect quantitative dataforanalysis.Inorder to encourageparticipation andfortheanswersto bereliable,thequestionnaire was handedout right after the seminar which was organizedby the Ministry of National Education YouthandSports .


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3.1.Demographic FindingsTable2:The Study G roup List of Male and Female

MaleFemaleTotal

Frequency 62339

Percent41,059,0100,0

Aswe can seeTable2aboveout of 9( 100) participants 16 ( 41)aremaleand23 ( 59)arfemale. This showsusthat mostoftheheadmaster and vice hadm astersarefemale.Table3:List ofEducation

Frequency Percent~B. 20 5

MA/PhD 6 15,4Academy 13 33,3Total 39 100

Tablo 3 shows us that most oftheparticipants' education level is BA (University) withthe percentence of 51.3.The other 15.4 education level are MA and PhD. The rest is fromAcedemy with the percentece of 33.3.3.2.Quantitaive Research ResultsTable4:Communication Skill and Information Transfer in the organization)

Frequency PercentLo w 1 2,6Middle 16 41,0High 22 56,4Total 39 100

Asahelpforproviding high standardsofsuccessforstudents,it wasfoundoutthatthehighrateofdegreeofrelationship buildingandeducational settingis56.4 .Inthis case,itcanbesaid thatthe effect of the administrator's degree of management effectiveness within the stmcture oorganization has an effect for keeping school's standards high in half shares. However, foradministrators to contribute to the success of students in high standards with managementeffectiveness, theschool together withtheenvironment should teachthefamily, build good and warmrelationship, carryoutstudiesinrelationto environmental factorsandkeep high levelofrelationshipbetween school, family and environment. Thereis aneed for administrators whoholdlowleveloeducational standard,todevelop themselvesinthis issue because holding high standardsforeducation


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2 0 0 O.ERTURULOCLU- O.SZDOGRU IH 0 Egitim Fakitesi Dergisi{H U Journai ofEducation ,zel Sayi (2012), 195-204As showninTable7,66.7 ofthe adm inistrators encourage themselvestonewapproachesat ahighdegree. In this context, it is possible to say that majority of the administrators are activeinencouraging and being open to new approaches in the organization in terms of managementeffectiveness.Itisimportantforadministratorstodevelop themselvesand follow new approachesandatthe same time continuously innovatingand learning throughout lifebycreatingaphilosophyfothemintermsofmanagem ent effectiveness.Atthe same time,inorder to co ntinue sustainabilityoftheorganization and to besuccessful, the structure needsto be flexible, opentochangeandinformedabout the changes which occur in the surrounding. From this point of view, it can be said thataforesaid situation affects the structure of the organization in a positive way. 25.6 of theadministratorsareatintermediate levelofencouragementto newapproaches.Inthis co ntext,itcan bsaid that administrators needtoput more interesttonew approaches and develop them selves.

Table : M otivating Staff ContributionofEncouragement)

MiddleHighTotal

Frequency93039

Percent23,176,9100

Majority ofadministrators (76.9 ) withintheorganization have shown their contributionoencouragement degreeathigh level. This situation isalso positive intermsofmanagemeneffectiveness becauseitmakesthestaff more activeandencouragedbyproviding contributionin making decisionsin theeffective management.Inthis context, formation ofeffectiveandproductive working environmentin theorganizationandcontributionofthe staff isthetaskothe team base.Inthis sense, administrators encouragingtheworking teamillprovide positiveatmosphereintermsofeffective managementin theorganization.

Table 9: Problem Solving TechniquesFrequency Percent

Low 3 7JMiddle 15 38,5High 21 53,8Total 39 100

More than halfofthe administrators (53.8 ) have shown that they have high degreeof scientificmethodsforproblem solvinginthe organization. Underestimated partofthe adm inistrators (38.5 )has revealed that they are at intermediate level of problem solving through scientific way in thorganization. In this situation, taking both groups as one, it can be said that themajority of thadm inistrators (92.3 ) use scientific metho dstosolve the problems they come across. This situationipositive in terms of management effectiveness for thereason that adm inistrators share a taskoresponsibility when they come acrossaproblematfirst accepting the problem, identifying the problemand searching more thanone waytosolveitwithinaplanto beimplemented,as aresult, evaluatingwhetherthe found solutionisgoodand eveninthecaseof a negative outcome they searchforne


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O.ERTRULOGLU O.SZDORU IH. . Egitim Fakltesi Dergisi{H.U.Journalo fEducation), zel Sayi (2012), 195-2042 1

Table 10: Attempts to Reach the Goals of the Organization (Achievement Aw ard)Frequency Percent

Low 3 7 7Middle 13 33 3High 23 59 0Total 39 100

Asit canobserved inTable 10 more than halfofthe adm inistrators (59 ) have revealeddegreeof objective evaluation andreward ofperformance at a high rater. In this situation,when administrators evaluate performance andgive reward objectivelyandtendto befair,itisofgreat importanceforboth whoarerewardedand are notrewardedfor the reason thatitkeep both motivated in the workplace. This situation will provide a formation of positiveenvironment in the organization. This will increase volunteer participation of the workingpeopleand putmore effort and stay connectedto theorganization. In other words, workersfeelingsofattachment will increase.Inone senseitwill provide effective productivityfortheorganization.3 3 Qualitative Research Results

Interview results are listed below.Question 1: How w ould you d efine the concept of managerial effectivenessMostoftheparticipants define manergial effectiveness as"effective way of mana ging organization"One of the participants defines it asaway ofmaneg ing organization effectively by knowing everthingrelated about the organ ization.Question 2:Which new approaches you give importanceto the administration asanadministrator?Most ofth participants empha sized that they follow new approaches, spread the use of technologyinthe organization; work inaflexible structure with teachersas ateaminthe issues related to decisionmaking.Mo st of the partipant indicate that they take consider every single person ideain theorganization andthey b elive that itsvery important for themana rginal effectiveness.Question 3:Do you developastrategy to ach ieve the ob jectivesofthe organization?One of the participants indicates that he makes the plan of the year by himself and then announcesitto the teachers to get their help to achieve the organizational objectives. O n the other hand m ost of theparticipant indicates that at the beginning of the school semester they make the plan together with theteachers and put them in order in terms of their piorty to reach their organizational goals.


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Almost all of the participants agree that management effectiveness positively affect occupational andpersonal developm ent. T hey also indicated that it positively affect their own developmen ts.Question 5: What is the contribution of management effectiveness of the institution that youwork at for the cultural structure of the organization?Almost all of the participants agree that the tasks of management effectiveness positively affect theorganization.Specifically, it is indicated that there is a positive effect of management effectiveness on thedevelopm ent of organ izational c ulture in the case when a dministrator in the institution is helped to getrid of negative h abitual behavior an d b y fulfilling responsibilities of teachers, m ore active and willingperformanc e is believed to dominate in the organization.Question 6: Do you hold any educational vision that you achieved collectively or have youdeveloped any institutional vision in the institution that you work at?Almost all of the participants indicate that they carry out studies in accordance with vision andmission of the Ministry of National outhand Sports Education.Question 7: Do you pay attention to internal conditions that can increase change?Majority oftheparticipants indicated that they are involved in the studies which relate to increase theuse of technology.Question 8: Do you prom ote the use of co mp uters?Almost all of the participants indicate that they carry out tasks to increase the use of computers,besides; in order to promote the use of computers in the family, related studies w ere initiated.Inaddition, the use of computers among teachers is encouraged and those who have difficulties in usingcomp uters are motivated to learn.Question 9: Do you make job descriptions to teachers and other workers?Participants indicate that all the working staff is informed about w hat work a nd wh at responsibilitiesare given to them.Question 10: Do you consider developing skills in pedagogical area between staff? How?All of the participants indicate that they join educational seminars related to their interest area.Question 11:Do you consider developing relationships with in dustry ?Majority of the participants indicate that they communicate with other institutionsfound around.Atthe same time, they add that they organize trips to these institutions and give chance to the studentsget to know them. Besides, they indicate that they are in contact with the Occupational Colleges andwhen there is aneed education isprovided.Question 12: Do you consider providing very cultural educa tion?


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4 1 Con clusionAnalyzing research data, the following conclusions were reached:According to the result ofthestudy, most of the schools managers have information regardingmanerginal effectiveness and most of the tries to apply it in their school management. Accordingto the perceptions of teachers, most oftheheadmasters and vice headmasters are effective in theirorganization. M ore than half of the manag ers work to increase the professional competence of schoolstaff guidance and performance evaluation. Most oftheorganizations have their own mission andvision. This will help them to reach their organizational goals during the years. Every singleorganization develops their own stategy in order to manage their organization. On the basis of thisstudy, managerial effectiveness has a positive effect in personal and organizational effectiveness.In general most oftheschool principals have a positive relationship between teachers. Most of themtake consider the ideas of teachers and most ofthetime encouge them.4 2SuggestionsTraining managers in service training program course taught contents, the school environment andmanagem ent practices in relation to the sample and processing should be discussed enough.These kinds of studies should be encouraged and promoted. Furthermore, as the current managers inthe field of educational m anagemen t in-service training programs continuity must be taken.School ad ministrator must work in an environment which is more informalway to apply for authority to ensure maximum impact and behavioral sciences to be well-trained(Turk 1999)R E F E R E N C E SAikgoz, K. (1994). Egitimde Etkili Ynetici Davran islan. izmir: Kanyilmaz M atbaasi.Baransel, A. (1979). Contemporary Managem ent Evolution, istanbul: ..Business Faculty. Publication N o. 163.Bursahoglu, Z .(2000). Okul Ynetiminde Yeni Yapi ve Davrani. Ankara:Pegem YayinlariCook, MD (2008). Exploring the intact of Management Doctoral Dissertation Functions on Policy. Unpublished indigenous.North C entral University.Erdogan, 1. 2006). Education and School Administration. Istanbul: System PublishingKaya, Y.K.(1993). Kuram ve

Tiirkiye'deki Uygulam a.Ankara:Bilim Litap Kirtasiye Ltd. ti.Knungo, RN and Misra, S. (1992). Managerial Resourcefulness A Reonceptualization of Managerial skills. HumanRelations, 45 (2), pp.1311-1332Knungo, R.N and Menon, T.S (2004) Managerial Resourcefulness The Construct and Its measurement. The Joumal ofEntrepreneurship, 13 (2),pp .129-152)Knungo, RN and Menon, TS (2005), Managerial Resourcefulness: Measuring a Critical Component of LeadershipEffectiveness, The Joum al of Entrepreneurship, 14 (1), pp.39-55)zdemir, Servet, (2000), Egitimde rgtsel Yenileme, Ankara, Pegem A Yaym cilikReddin, W.J. (1970). Managerial Effectiveness, London: Mc.Graw Hill Book Company.Robotham, D ., & Jubb, R. (1996). Competencies: Measuring the unmeasurable. Management Developm ent Review, 9, 25-29.iman, M ehmet, (2002), E gitimde Mkem mellik A rayii, Etkili O kul lar, Ankara, Pegem A Yaymcilik.Turk, Ercan, (1999), Turk Egitim Sistemi, Ankara, Nobel Y ayin.Tann gen, A. (1988). Okul Mdrlerinin Etkililigi ile gretmen MoraliArasindaki Jiski ler . Yayimlanmam is doktora tezi,


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2 4 O.ERTURULOLU- O.SZDORU /H . Egitim Fakltesi Dergisi H.U Journalof Education), zel Sayi (2012), 195-204Geniletilmi zet

Bu alimada, K.K .T.C. M h Egitim Genlik ve Spor Ba kanligi na bagli merkezi bir egitimsistemi ierisinde yer alan ilk ve orta egitim mdrleri ile mdr muavinlerinin yasalar, tzkler veynetmelikler erevesinde ynetmekte olduklan okullarda ynetsel etkililik derecelerinin ne oldugu,diger yandan yn etsel etkililik kavraminin kiisel ve rgtsel geliime katkilannm ne oldugu hakkindabir kaniya varmak amaciyla yapilmitir. alima mekleme katilanlarin dcnceleri dogmltusundadegerlendirihnitir. Ynetsel etkilik konusunda yapilan aratirmanm evreni K.K.T.C. Milli EgitimGenlik ve Spor Ba kanligi na bagli ilk ve ortaegitim okullannd a alian m dr ve mdrmuavinleridir.Bu ahm ada, oklu yneticilerinin rgt ierisinde etkin bir alima ortam i, iletiim kurma ve bilgiakii saglayabilmeleri, stratejik planlama, degiim ve yaam boyu grenme konulanndaki dcnceleriile yaptiklan uygulamalar hakkinda kend ilerine ynelik degerlendirmeleri ele alinmitir.Sonu olarak; mekleme katilan yneticilerin grcleri dogmltusunda yapilan degerlendirmedeynetsel etkilik kavrami hakkinda bilgileri oldugunu, okullannda ynetsel etkililigi uygulamayaalitiklarmi, ay nca bu kavramin kendi kiisel ve rgt yapilan zerinde olumlu ynde etkili oldugunubelirtmek mmkndrAratirmaya katilan yneticilerin grcleri dogmltusunda yapilan degerlendirmede ynetseletkilik kavrami hakkinda bilgileri oldugunu, okullannda ynetsel etkililigi uygulamaya alitiklarmi,ayrica bu kavramin kendi kiisel ve rgt yapilan zerinde olumlu ynde etkili oldugunu belirtmekmmkndr.Baka bir deyile, aratirmaya katilan yneticilerin byk bir ogunlugu yazili iletiimyaninda szl iletiimi de kullanm a, dinlemeye ve tartimaya aik olma, aik szl olma, rgt iindeve dimda bilgi akiina nem verme, duyarlilik ailama, rgt ierisinde gerekli degiikliklerinkummsallamasi iin sistematik planlama ve uygulama, rgt iinde katilimi cesaretlendirme, okulunamalari ile personelin ihtiyalan arasindaki dengeyi saglama, gelimeleri, ilerlemeler, baanlarikontrol etme ve degerlendirme, yeni yaklaimlan tevik etme, yetki ve sommluk verme, veulerie vediger egitim paydalan ile ortakliklar kurma, rgt iindeki somnlan bilimsel yntemle czmederecelerinin y ksek dzeyd e tanimlamilardir.

Bu baglamda, yneticilerin kendi somm luluk ve yetkileri erevesinde ynetsel etkililikderecelerinin olduka yksek dzeyde oldugunu gsteren zelliklere sahip olduklanni sylememizmmkndr. Ayni zamanda, yneticilerin byk bir og;unlugunun kendilerini yksek dzeydetanimladiklari kon ulan degerlendirdigimiz zaman ise yneticilerin alitiklan kum mlarda etkili (lider)olduklarmi buna bagli olarak ynetimsel ilevleri gerekletirmede de etkili olduklanni sylememizmmkndr.


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