1.  Meaning  Objectives  Functions  Educational Administration vs General Administration  Characteristics of a Successful Educational Administrator Educational Administration www.ePowerPoint.com

2.  Meaning Educational administration is the study and practice of managing the resources, tasks and communications involved in running a school. The goal of the administrator is to keep the school's overall process flowing smoothly, making decisions that facilitate successful education. The administrator identifies and articulates a school's mission and goals and makes them happen by implementing programs, delegating tasks and allocating resources. Educational Administration www.ePowerPoint.com

3.  Objectives... Is the fulfilment of the educational goals as outline in the constitution of a country. The objectives of EA may be seen from the view-point of society, the students and their parents. Educational Administration www.ePowerPoint.com

4. Educational Enterprise: A Combined Operation Resources of an Enterprise Land & Buildings Materirals & Supplies Machines & Equipments Men & Services Administration Process Planning Directing Co-ordinationg Controling Motivating to obtain Educational Objectives www.ePowerPoint.com

5.  Defines the goal and objective or purposes of education  Frames policies  Lays down the structures of the organisation  Prescribes the power in the organisation  Provides finances and other materiral resources  Plans and operates an effective educational program  Provides personnel  Lays down standards of performance for the personnel  Provides good professional leadership  Stimulates & energies  Evaluates the outcome  Integrates all the forces acting in the field of education Functions of Educational Administration www.ePowerPoint.com

6. Difference between Educational Administration & General Administration Educational AdministrationGeneral Administration Its major objectives is to build the personality. No such high ideals are involved in general administration. It is hunanistic and reformist in its approach. It is legalistic and punitive in outlook. It helps in enabling the individual understand that crime is evil. It punishes the cilprit. It is not merely the political philisophy but the psychology, ethis, sociology and history which determine the educational processes. It is merely the political philosophy which determines the educational processes. It believes in experimentation.It stresses rules and regulations. www.ePowerPoint.com

7.  Model of Educational Management 1. Classical model 2. Human Relation Model 3. Open System Model  Meaning of Motivation  Theory of Motivation  Educational leadership  Leadership Style  Policy issues in Education  Educational Planning & Development Topic for Assignment www.ePowerPoint.com

8.  Authoritarianism  Bureaucratic  Cultural Ethos  Scientific  Motivational Trends in Management www.ePowerPoint.com

9. The main theories are classified into six major models of educational management (Bush, 2003). Bureaucratic or Formal Collegial Political Subjective Ambiguity www.ePowerPoint.com

10. Formal models assume that organizations are hierarchical systems in which managers use rational means to pursue agreed goals. Heads possess authority legitimized by their formal positions within the organization and are accountable to sponsoring bodies for the activities of their organization (Bush, 2003, p. 37). www.ePowerPoint.com

11.  Organizations as systems. A system comprises elements that have clear organizational links with each other. Within schools, for example, departments and other sub-units are systemically related to each other and to the institution itself.  Formal models give prominence to the official structure of the organization. Formal structures are often represented by organization charts, which show the authorized pattern of relationships between members of the institution.  Organization tend to be hierarchical. Teachers are responsible to department chairs who, in turn, are answerable to principals for the activities of their departments. The hierarchy thus represents a means of control for leaders over their staff. www.ePowerPoint.com

12.  All formal approaches typify schools as goal- seeking organizations. Goals are set within a broader vision of a preferred future for the school (Beare, Caldwell, & Millikan, 1989).  Formal models assume that managerial decisions are made through a rational process. Typically, all the options are considered and evaluated in terms of the goals of the organization.  Formal approaches present the authority of leaders as a product of their official positions within the organization. Principals” power is positional and is sustained only while they continue to hold their posts. www.ePowerPoint.com

13.  It may be unrealistic to characterize schools and colleges as goal-oriented organizations. It is often difficult to ascertain the goals of educational institutions.  The portrayal of decision-making as a rational process is fraught with difficulties. The belief that managerial action is preceded by a process of evaluation of alternatives and a considered choice of the most appropriate option is rarely substantiated. Much human behavior is irrational and this inevitably influences the nature of decision-making in education.  Formal models focus on the organization as an entity and ignore or underestimate the contribution of individuals. www.ePowerPoint.com

14.  A central assumption of formal models is that power resides at the apex of the pyramid. Principals possess authority by virtue of their positions as the appointed leaders of their institutions. This focus on official authority leads to a view of institutional management which is essentially top down.  Formal approaches are based on the implicit assumption that organizations are relatively stable. Individuals may come and go but they slot into predetermined positions in a static structure. www.ePowerPoint.com

15. Collegial models include all those theories that emphasize that power and decision-making should be shared among some or all members of the organization (Bush, 2003): Collegial models assume that organizations determine policy and make decisions through a process of discussion leading to consensus. Power is shared among some or all members of the organization who are thought to have a shared understanding about the aims of the institution. (p. 64) www.ePowerPoint.com

16. 1.Strongly normative in orientation. 2.Collegial models seem to be particularly appropriate for organizations such as schools and colleges that have significant numbers of professional staff. Collegial models assume that professionals also have a right to share in the wider decision-making process. 3.Collegial models assume a common set of values held by members of the organization. 4.The size of decision-making groups is an important element in collegial management. 5.Collegial models assume that decisions are reached by consensus. www.ePowerPoint.com

17. 1. Collegial models are so strongly normative that they tend to obscure rather than portray reality. 2.Collegial approaches to decision-making tend to be slow and cumbersome. 3. The participatory framework may become the focal point for disagreement between factions. 4.Collegial approaches to school and college decision-making may be difficult to sustain because principals remain accountable to various external groups. 5.The effectiveness of a collegial system depends in part on the attitudes of staff. 6.Collegial processes in schools depend even more on the attitudes of principals than on the support of teachers. www.ePowerPoint.com

18. Political models assume that in organizations policy and decisions emerge through a process of negotiation and bargaining. Interest groups develop and form alliances in pursuit of particular policy objectives. Conflict is viewed as a natural phenomenon. (Bush, 2003:89) www.ePowerPoint.com

19. 1.They tend to focus on group activity rather than the institution as a whole. 2.Political models are concerned with interests and interest groups. 3.Political models stress the prevalence of conflict in organizations. Interest groups pursue their independent objectives, which may contrast sharply with the aims of other subunits within the institution and lead to conflict between them. “Conflict will always be present in organisations...” www.ePowerPoint.com

20. 4.Political models assume that the goals of organizations are unstable, ambiguous and contested. 5. Decisions within political arenas emerge after a complex process of bargaining and negotiation. 6.The concept of power is central to all political theories. www.ePowerPoint.com

21. 1.Political models are immersed so strongly in the language of power, conflict and manipulation that they neglect other standard aspects of organizations. 2.Political models stress the influence of interest groups on decision-making. The assumption is that organizations are fragmented into groups, which pursue their own independent goals. 3.In political models there is too much emphasis on conflict and a neglect of the possibility of professional collaboration leading to agreed outcomes. 4.Political models are regarded primarily as descriptive or explanatory theories. The less attractive aspects of political models may make them unacceptable to many educationists for ethical reasons. www.ePowerPoint.com

22. Subjective models focus on individuals within organizations rather than the total institution or its subunits. These perspectives suggest that each person has a subjective and selective perception of the organization. 1. They focus on the beliefs and perceptions of individual members of organizations rather than the institutional level or interest groups. 2. Subjective models are concerned with the meanings placed on events by people within organizations. The focus is on the individual interpretation of behaviour rather than the situations and actions themselves. www.ePowerPoint.com

23. 3. The different meanings placed on situations by the various participants are products of their values, background and experience. 4. Subjective models treat structure as a product of human interaction rather than something that is fixed or predetermined. 5.Subjective approaches emphasize the significance of individual purposes and deny the existence of organizational goals. www.ePowerPoint.com

24. 1. Subjective models are strongly normative in that they reflect the attitudes and beliefs of their supporters. 2. Subjective models seem to assume the existence of an organization within which individual behaviour and interpretation occur but there is no clear indication of the nature of the organization. 3. Subjective models they provide few guidelines for managerial action. www.ePowerPoint.com

25. Ambiguity models stress uncertainty and unpredictability in organizations. These theories assume that organizational objectives are problematic and that institutions experience difficulty in ordering their priorities. Major features: 1.There is a lack of clarity about the goals of the organization. Educational institutions are regarded as typical in having no clearly defined objectives. 2.Ambiguity models assume that organizations have a problematic technology in that their processes are not properly understood. In education it is not clear how students acquire knowledge and skills so the processes of teaching are clouded with doubt and uncertainty. 3.Ambiguity theorists argue that organizations are characterized by fragmentation. 4.Ambiguity models tend to be particularly appropriate for professional client-serving organizations. 5.Ambiguity theorists emphasize the prevalence of unplanned decisions. www.ePowerPoint.com

26. 1.It is difficult to reconcile ambiguity perspectives with the customary structures and processes of schools and colleges. 2.Ambiguity models exaggerate the degree of uncertainty in educational institutions. 3.Ambiguity models are less appropriate for stable organizations or for any institutions during periods of stability. 4.Ambiguity models offer little practical guidance to leaders in educational institutions. While formal models emphasize the head’s leading role in policy-making and collegial models stress the importance of team-work, ambiguity models can offer nothing more tangible than contingent leadership. www.ePowerPoint.com

27. MOPME NAPEPTIURCDPEDD OFFICEDPEOUEO/TEOPSSMC/PTA www.ePowerPoint.com