Educational Management as Process Management

Educational ManagementasProcess ManagementPrepared by: Rizza M. De MesaMAED Administration and Supervision

PrayerWhat is MANAGEMENTAs a group of Educational managers, executives or administratorsAs the act, art, or manner of managing, handling, controlling,and directing educational processes.MANAGEMENT as an actin educational administration occurs When roles of educational administrators are translated into functions and exercisedthrough a process,

The administrative act or process management is sensitive.People + Materials + Money+ Time + Educational Concept= Desired ResultsStructural Context of Educational ManagementTable 1: Conceptual Interrelationships Between Administrative Levels, Management Thrusts, and Objectives A Model (Marquiso, 1982) ADMINISTRATIVE STRUCTURE LEVELSMANAGEMENT THRUSTSOBJECTIVESTOPINSTITUTIONAL MANAGEMENTINSTITUTIONAL GOALMIDDLEPROGRAM MANAGEMENTPROGRAM OBJECTIVELOWERPROJECT MANAGEMENTPROJECT MISSIONFig. 1 Operational Interrelationships between Administrative Structure Levels, Management Thrusts, and Structure of Objectives Institutional Management

ProgramManagement

ProjectManagement

// ADMINISTRATIVE STRUCTURE LEVEL // MANAGEMENT THRUSTS // STRUCTURE OF OBJECTIVES TOP(Middle) (Lower )(Project Mission )(Program Objective )(Institutional Goal)Four Derived Relationships: Project management is to be undertaken by lower educational administrators or managers in pursuit of project missionsProgram management is to be undertaken by middle educational managers in pursuit of program objectivesInstitutional Management

ProgramManagement

ProjectManagement

// ADMINISTRATIVE STRUCTURE LEVEL // MANAGEMENT THRUSTS // STRUCTURE OF OBJECTIVES TOP(Middle) (Lower )(Project Mission )(Program Objective )(Institutional Goal)3. Institutional management is to be undertaken by top educational managers in pursuit of institutional goals4. Together, project missions should lead to the attainment of program objectives, and all program objectives should lead to the attainment of institutional goal.Institutional Management

ProgramManagement

ProjectManagement

// ADMINISTRATIVE STRUCTURE LEVEL // MANAGEMENT THRUSTS // STRUCTURE OF OBJECTIVES TOP(Middle) (Lower )(Project Mission )(Program Objective )(Institutional Goal)Description of Major Management Functions Of Top, Middle and Lower Management

To be discussed by: Ms. AubreyFig. 15 Structure of Management Functions A ModelTOPMIDDLELOWERROLE PLAYPROCESS CONTROLOBJECTIVE ATTAINMENTFUNCTION AFUNCTION BFUNCTION CFUNCTION AFUNCTION BFUNCTION CFUNCTION AFUNCTION BFUNCTION C(z) PURPOSES OF FUNCTIONSX) MANAGEMENTFUNCTIONS(Y) ADMINISTRATIVE LEVELS(w) PRINCIPLES of MANAGEMENTEffectiveness Efficiency Accountability Fig. 15a. Structure of Management Functions w/ Major FunctionsTOPMIDDLELOWERROLE PLAYPROCESS CONTROLOBJECTIVE ATTAINMENTDirectCoordinateRepresentProgrammeComplementRepresentManageEnrichRepresent(z) PURPOSES OF FUNCTIONSX) MANAGEMENTFUNCTIONS(Y) ADMINISTRATIVE LEVELS(w) PRINCIPLES of MANAGEMENTEffectiveness Efficiency Accountability Fig. 16. Process Management in Input-Output Continuum, Showing the Span of ConstraintsProcess ManagementInputOutputFig. 17. Process Management in Curriculum DevelopmentProcess ManagementStudent inStudent OutFaculty and staffFacilitiesand EquipmentSupplies andMaterialsResource InputsResource InputsconstraintsGuidance/CounselingServicesResearchLibraryFig. 16. Process Management in Input-Output Continuum, Showing the Span of Constraints1.0Planning3.0 Results Evaluation2.0Implementation4.0 Process Evaluation13MANAGEMENT STYLES AND DESIRED QUALITIES OF A MANAGER

Im the BOSS.

MANAGEMENT STYLESDominant Filipino Management StylesBy Ernesto E. Franco Manager 1The manager is a realist and a hard workerCharacteristics: Autocratic, Segurista, does the first things first, has talent, hardworking and knows how to utilize his resources.Manager 1 is using Management-by-Kayod Style

Dominant Filipino Management StylesBy Ernesto E. Franco Manager 2Idealist manager, prefer the American type of management.Characteristics: Reflective Technocrat, Very much planning oriented, systematic, thinks carefully before deciding, has definite way of working, has lofty ideas and seeks quality results.Manager 2 is using Management-by-Libro StyleDominant Filipino Management StylesBy Ernesto E. Franco Manager 3The opportunist manager who resorts to short-cuts and rule-breaking, working with least hardship and sweat.Characteristics: Vacillating, unethical, compromising, passes the buck and money-oriented.Manager 3 is using Management-by-Lusot Style

Dominant Filipino Management StylesBy Ernesto E. Franco Manager 4A reconsider-manager who looks at the problem deeply from all angles.Characteristics: realistic, solid, a human resource developer. A forecaster and exceptionally gifted.Manager 4 is using Management-by-Suyod StyleDominant Filipino Management StylesBy Ernesto E. Franco Manager 5Learns his managerials skills by oido or by ear.Characteristics: Has a vast field of practical experiences to conpensate for his lack of formal management education. The opposite of management by libro style.Manager 5 is using Management-by-Oido Style

Dominant Filipino Management StylesBy Tomas D. Andres Manager AHe works according to what he feels.Characteristics: Rule-oriented, has strong personal loyalty to the management, sheer follower, dependent, and has no decision of his own.Manager A is using Management-by-Pakiramdam Style

Dominant Filipino Management StylesBy Tomas D. Andres Manager BHe sees to it that his subordinates, colleagues, and everybody fear him.Characteristics: uncommunicative, uses threats and punishments, hostile and arrogant, a slave-driver, he dictatesManager B is using Management-by-Takutan or Sindakan Style

Do as told!Dominant Filipino Management StylesBy Tomas D. Andres Manager CCommunicative in all respects, he follows up detailsCharacteristics: He interferes in everything which is under his command demanding religious attention to ones job.Manager C is using Management-by- Kulit Style

Dominant Filipino Management StylesBy Tomas D. Andres Manager DWorking without directionCharacteristics: Follows kapa-kapa system , trying the trial-and error method in all that he does.Manager D is using Management-by- Patsamba-tsamba Style

The Manager-LeaderMANAGERS WHO ARE NOT LEADERSLEADERS WHO ARE NOT MANAGERSManager-LeaderDesired Qualities of a Manager

Desired Qualities of a Manager he should of a able to look at the school organization as a system of parts of a coordinated whole.System-Oriented

He/She understands and is able to apply the requirements of the planning process as these are related to development, that is progress.

2. A Planner

3. Problem-OrientedHe/She concentrates on what he can do. Before planning for the future, he/she somehow knock-off existing problems and not wait for these problems to be solved by others or by time.

He/She values resources so much, he maximizes their use to get the most effects. 4.Resource-OrientedHe/she should be able to distinguish when or how to use each and with each other.

5. Function-Oriented He/She must know his/her own function in relation to his peers in the organization. In working out the functions of his personnel, he must make sure that they fully understand what to do toward what direction and be how they would be evaluated. The Filipino Style of Managementby Ernesto Franco, 1980

This corridor is for managers who are content-oriented: interested in what to do and why;mostly planners and thinkersManager by libro (by the books and established rules; systematic and analytical.Manager by lusot (avoids much work; extrovert and informal)Manager by kayod (hard work and dedication; introvert and formalManager by oido (by ear, based on practical experience, pragmatic)Manager by ugnayan (situational, integrative; reconciler; ideal Pinoy managerThis corridor is for managers who are process-oriented: interested in how to do the job;mostly implementors and doersMarquiso, Melchizedek, Educational Administration: A Rational and Structural Approach, 1984Luthans, Fred Organizational Behavior, Mc-Graw Hill International Edition, 1995Lorenzana, Carlos C., Management Theory and Practice, Rex Bookstore, 2004France, Ernesto E., Baltazar, Jose D., Conti, Ruben M., Pimentel, Florisito Q., Franco, Donato S., Management in the Philippine Setting, 2011 (reprint), p.273Franco, Ernesto, Management, Pinoy Style, HR Magazine (May 1979), 22

References:Thank you!God Bless.Whatever you are, be a good one.

Abraham Lincoln