Lesson 1-2

EDMGT 300:
DEVELOPMENT
MANAGEMENT &
LEADERSHIP
MYRA LOVE C. ARCEO
COURSE DESCRIPTION
Leadership and management plays main and vital

role in education system play main role. It provides a
basics to developing the requisite skills for assuming
leadership and management roles. Practicing
management and leadership qualities in education
system gives good results in the work. Leadership
and management are directly related to the
development, it bears positive change, to move
forward, the internal development of human system.
COURSE OUTLINE
WEEK TOPIC
WEEK 1 Introduction to Management Development and
Leadership Development
The Nature of Management (Part I)

WEEK 2 The Nature of Management (Part II)
WEEK 3 The Nature of Leadership
WEEK 4 Management Development: A Closer Look
WEEK 5 Leadership Development: A Closer Look
Periodical grade components
 Attendance/Behavior 10%
 Participation 10%
 Task Performance 40%
 Examination 40%
Total 100%
Introduction to Management Development
and Leadership Development
LESSON 1
Objectives:
At the end of the topic session, the students are able

to:
1. Understand the terms management, leadership and
development
2. Provide fresh perspectives of management
development and leadership development
3. Critically discuss the importance of studying LMD
TEACHERS FORUM
MANAGEMENT and
LEADERSHIP THROUGH
THE EYES OF TEACHERS
What Is Distinctive About
Management
Development &
Leadership
Development
Management Development
 Equips managers with the

knowledge, skills and abilities to
enhance performance on known
tasks through the application of
proven solutions.
 Involves in preparing people for roles

and situations beyond their current
experience.
 Seeks to build capacity to deal

with unforeseen challenge
 Concerned with the

development of the collective
leadership capacity of the
organisation.
 an investment in social capital

via the nurturing of interpersonal
networks, cooperation and
collaboration within and
between people and
organisations
WHY MANAGEMENT
DEVELOPMENT AND
LEADERSHIP
DEVELOPMENT
IMPORTANT?
Whichis more
important
Management or
Leadership?
Management and Leadership
Development
 At Management Systems, we
define effectiveness in the
management (or leadership role)
as the ability to successfully
influence people on your team
to achieve results in the most
effective and efficient manner.
3 Factor Framework
Role Concept –
 how the individual thinks about
and approaches his or her role;
and how the individual allocates
and invests his or her time.
3 Factor Framework
Role
Management/Leadership
Skills
The Inner Game of
Management
3 Factor Framework
Management/Leadership Skills –
 the extent to which the individual
has developed the appropriate
management/leadership skills
(e.g., delegation, decision-
making, planning, etc.).
3 Factor Framework
The Inner Game of Management

 the individual’s “mindset” which,
in turn, involves, effectively
managing one’s need for
control, source of self-esteem,
and need to be liked.
Pyramid of Management and
Management and Leadership
Development in Education
Leadership and School
Improvement
 The quality of leadership makes

a significant difference to school
and student outcomes.
Improvement
 There is recognition that schools

require effective leaders and
managers if they are to provide
the best possible education for
their students and learners
Improvement
 This requires trained and

committed teachers but they, in
turn, need the leadership of
highly effective principals with
the support of other senior and
middle managers.
Leadership or Management?
Educational leadership and

management
 are fields of study and practice
concerned with the operation of
schools and other educational
organizations
Educational Management
 are fields of study and practice
concerned with the operation of
schools and other educational
organizations
Educational Management
 an executive function for
carrying out agreed policy.
Educational Leadership
 Has the core responsibility for
policy formulation and, where
appropriate, organizational
transformation
The Nature of Management
LESSON 2
MANAGEMENT
 Management is a universal
concept. It is difficult to define.
 It has variety of applications and

interpretations, all correct within
a given set of parameter.
MANAGEMENT (Harold Koontz)
 an art of getting things done

through and with the people in
formally organized groups.
MANAGEMENT (F.W. Taylor)
 an art of knowing what to do,

when to do and see that it is
done in the best and cheapest
way‖.
MANAGEMENT
Management is a purposive
activity.
 Itis something that directs group
efforts towards the attainment of
certain pre – determined goals.
MANAGEMENT
Management involves creating an

internal environment
 Itis the management which
puts into use the various factors
of production
Characteristics of
Manaagement
Management is Goal-Oriented
 The success of any
management activity is
accessed by its achievement
of the predetermined goals or
objective.
Characteristics of
Manaagement
Management integrates Human,

Physical and Financial Resources
 Inan organization, human
beings work with non-human
resources like machines.
Characteristics of
Manaagement
Management is Continuous
 Management is an ongoing
process.
 Itinvolves continuous handling
of problems and issues.
Characteristics of
Manaagement
Management is all Pervasive

 Management is required in all
types of organizations whether
it is political, social, cultural or
business because it helps and
directs various efforts towards a
definite purpose.
Characteristics of
Manaagement
Management is a Group Activity

 Management is very much less
concerned with individual‘s
efforts.
 Itis more concerned with
groups
Characteristics of
Manaagement
Management is a Group Activity

 Management is very much less
concerned with individual‘s
efforts.
 Itis more concerned with
groups
Characteristics of
Manaagement
Organized Activities
 Management is a process of
organized activities.
 Groups of people cannot be
involved in the performance of
activities without organized
activities.
Characteristics of
Manaagement
Existence of Objectives
 The existence of objectives is a
basic criterion of every human
organization.
 The organizational objectives
are the desired state of affairs
which an organization
attempts to realize.
Characteristics of
Manaagement
Decision-making
 Management process involves
decision making at all levels.
 Decision-making describes the
process by which a course of
action is selected as the way to
deal with a specific problem.
Characteristics of
Manaagement
Relationship among resources

 The essence of management is
integration of various
organizational resources.
 Resourcesinclude money,
machine, materials, and
people.
Characteristics of
Manaagement
Working with and through people

 Management involves working
with people and getting
organizational objectives
achieved through them.
Characteristics of
Manaagement
Multidisciplinary
 Management is multidisciplinary
because it includes knowledge
/information from various
disciplines- economics, statistics,
math, psychology, sociology,
ecology, operations research,
history, etc.
Characteristics of
Manaagement
Management is dynamic
 Management has framed
certain principles, which are
flexible in nature and change
with the changes in the
environment in which an
organization exits.
Characteristics of
Manaagement
Relative, Not Absolute Principles

 Management principles are
relative, not absolute, and they
should be applied according to
the need of the organization.
Characteristics of
Manaagement
Management is Universal
 Management is a universal
phenomenon. However,
management principles are not
universally applicable but are to
be modified according to the
needs of the situation.
Management as a Science and as an Art and
as a both
Management as a Science
 Management is considered as a
science because it has an
organized body of knowledge
which contains certain universal
truth.
 Science is a systematic body of

knowledge pertaining to a
specific field of study that
contains general facts which
explains a phenomenon.
 management has a systematic

body of knowledge but it is not as
exact as that of other physical
sciences like biology, physics,
and chemistry etc.
Management as an Art
 Art implies application of

knowledge & skill to trying about
desired results.
 An art may be defined as

personalized application of
general theoretical principles for
achieving best possible results
Management as an Art
 management is an art
 itrequires application of certain
principles rather it is an art of
highest order because it deals
with molding the attitude and
behavior of people at work
towards desired goals.
Management as both Science
and Art
 Management is both an art and

a science.
 Science provides the knowledge

& art deals with the application
of knowledge and skills.
Concepts of Management
3 Basic Concepts of
Management
1. Management as a Discipline
2. Management as a Group of
People
3. Management as a process
Management as a Discipline
 Discipline refers to a field of study

having well-defined concepts
and principles to train people
obey rules or a code of behavior,
using punishment to correct
disobedience.
Management as a Discipline
 Management include in it the

various relevant concepts and
principles, the knowledge of
which aids in managing.
Management as a Group of
People
 Management as a group of
people in which we include all
those personnel who perform
managerial functions in
organizations.
Management as a Group of
People
Two distinct classes or groups of

personnel in the organization
1. All those persons who are
responsible for managerial
functions
2. Non-managerial personnel
Management as a Process
 A process can simply be defined

s systematic method of handling
activates.
Management as a Process
 the management process can

be treated as a complex one
which can be referred to as an
identifiable flow of information
through interrelated stages of
analysis directed towards the
achievement of an objective or
set of objective.
Different Views of Management
Different Views of
Management
 Management is getting things done

through others
Different Views of
Management
 The job of management is to

support employee’s efforts to be
fully productive members of the
organizations and citizens of the
community
Different Views of
Management
 Management (view of
employees) means the group
people (executives and other
managers) who are primarily
responsible for making decisions
in the organization.
Different Views of
Management
 Management (non-profit
organization) might refers to or
any activities of the Board of
Directors, executive director
and/or program directors
Other Interpretations
 Management needs to focus

more on leadership skill
 Leadership must be more

facilitative, participative and
empowering in how visions and
goals are established and carried
out.
 There’s no change in
management function rather
than it’s re-emphasizing aspects
of management
Main Objectives of Management
Getting Maximum Results with
Minimum Efforts
 The main objective of

management is to secure
maximum outputs with minimum
efforts & resources.
Increasing the Efficiency of
factors of Production
 Through proper utilization of various

factors of production, their
efficiency can be increased to a
great extent which can be
obtained by reducing spoilage,
wastages and breakage of all kinds,
this in turn leads to saving of time,
effort and money which is essential
for the growth & prosperity of the
organization.
Maximum Prosperity for
Employer & Employees
 Management helps in providing

maximum benefits to the
employee in the shape of good
working condition, suitable wage
system, incentive plans on the
one hand and higher profits to
the employer on the other hand.
Human betterment & Social
Justice
 Management serves as a tool for

the upliftment as well as
betterment of the society.
 Through increased productivity &
employment, management
ensures better standards of living
for the society
It helps in Achieving Group
Goals
 Management converts disorganized

resources of men, machines, money
etc. into useful enterprise.
 These resources are coordinated,

directed and controlled in such a
manner that enterprise work
towards attainment of goals.
Optimum Utilization of
Resources
 Management provides maximum

utilization of scarce resources by
selecting its best possible
alternate use.
Reduces Costs
 Management uses physical,

human and financial resources in
such a manner which results in
best combination. This helps in
cost reduction
Establishes Sound Organization
 No overlapping of efforts (smooth

and coordinated functions).
 Management fills up various
positions with right persons,
having right skills, training and
qualification. All jobs should be
cleared to everyone.
Establishes Equilibrium
 It enables the organization to

survive in changing environment.
It keeps in touch with the
changing environment.
Establishes Equilibrium
 It enables the organization to

survive in changing environment.
It keeps in touch with the
changing environment.
Essentials for Prosperity of
Society
 Efficient management leads to

better economical production
which helps in turn to increase
the welfare of people.
Essentials for Prosperity of
Society
 Efficient management leads to

better economical production
which helps in turn to increase
the welfare of people.
Levels of Management
 refers to the categories or layers

of managerial positions in an
organization.
 It determines the amount of
authority and status of the person
occupying the position at that
level.
Top Level
Management / Senior
Management
Middle Level
Management
Lowe Level
Management
Top-level management
 Require an extensive knowledge

of management roles and skills.
 They have to be very aware of
external factors such as markets.
 Their decisions are generally of a
long-term nature
 They are responsible for strategic

decisions.
 They have to chalk out the plan
and see that plan may be
effective in the future.
 They are executive in nature.
 These includes board of Directors,

CEO‘s they comprise small
groups but are responsible for
overall management they
formulate plans, decide
objectives & communicate to
middle level management.
Middle Level of Management
 They are responsible to the top

management for the functioning
of their department.
Roles
 They execute the plans of the
organization in accordance with
the policies and directives of the
top management.
 They make plans for the sub-units of

the organization.
Roles
 They are responsible for
coordinating the activities within
the division or department.
 It also sends important reports
and other important data to top
level management.
Roles
 They evaluate performance of
junior managers.
 They are also responsible for

inspiring lower level managers
towards better performance.
Lower Level of Management
 also known as supervisory /

operative level of management
 work has to be largely with personal
oversight and direction of operative
employee.
 concerned with direction and controlling
function of management.
Activities
 They guide and instruct workers for
day to day activities.
 They are responsible for the quality
as well as quantity of production.
 They are also entrusted with the
responsibility of maintaining good
relation in the organization.
Activities
 They communicate workers problems,
suggestions, and recommendatory
appeals etc to the higher level and
higher level goals and objectives to the
workers.
 They help to solve the grievances of

the workers. They supervise & guide the
sub-ordinates.
Activities
 They are responsible for providing
training to the workers.
 They arrange necessary materials,

machines, tools etc for getting the
things done.
FUNCTIONS OF MANAGEMENT
Henry Fayol
 father of functional or administrative

management
“To manage is to forecast and plan, to

organize, to command, to coordinate and
to control”
Henry Fayol
 Functions of Management
 to forecast and plan,
 to organize,
 to command or to give orders,
 to co-ordinate, and
 to control
Luther Gullick
 Functions of Management
“PODSCORB”
Luther Gullick
P • Planning
O • Organizing
D • Directing
S • Staffing
Co • Coordinating
R • Reporting
B • Budgeting
Koontz and O Donnell,
 The most useful method of classifying

managerial activities is to group them
around the functions of
 planning,
 organizing,
 staffing,
 directing, and
 controlling.
Koontz and O Donnell,
 They think that coordination is not a

separate function but is the essence of
management.
Functions of Management
Planning
 It is the basic function of management.
 It deals with chalking out a future course

of action & deciding in advance the most
appropriate course of actions for
achievement of pre-determined goals.
Planning
 deciding in advance – what to do, when

to do & how to do. It bridges the gap from
where we are & where we want to be
Examples Strategic planning
Business planning
Project planning
Staffing planning
Advertising planning
Promotion planning
Organizing
 It is the process of bringing together

physical, financial and human
resources and developing productive
relationship amongst them for
achievement of organizational goals
Organizing
 Organizing as a process involves:

1. Identification of activities.
2. Classification of grouping of activities.
3. Assignment of duties.
4. Delegation of authority and creation of
responsibility.
5. Coordinating authority and responsibility
relationships.
Staffing
 Itis the function of manning the

organization structure and keeping it
manned.
Staffing
 Staffing involves:
1. Manpower Planning (estimating man power in
terms of searching, choose the person and
giving the right place)
2. Recruitment, selection & placement
3. Training & development
4. Remuneration
5. Performance appraisal
6. Promotions & transfer
Directing
 It
is that part of managerial function
which actuates the organizational
methods to work efficiently for
achievement of organizational
purposes.
Directing
 Direction has following elements:

1. Supervision
2. Motivation
3. Leadership
4. Communication
Controlling
 It
implies measurement of
accomplishment against the standards
and correction of deviation if any to
ensure achievement of organizational
goals.
Controlling
 Thepurpose of controlling is to ensure

that everything occurs in conformities
with the standards.
Controlling
 Steps
1. Establishment of standard performance
2. Measurement of actual performance
3. Comparison of actual performance with the
standards and finding out deviation if any.
4. Corrective Action
Managerial Roles
MANAGERIAL ROLES
Informational Interpersonal Decisional

Roles Roles Roles
Link all Make

Ensure that
managerial significant
informationis
works use of the
provided
together information
MANAGERIAL ROLES
Interpersonal Informational Decisional

Roles Roles Roles
Figurehead Monitor Entrepreneur
Disturbance
Handler
Leader Disseminator
Resource Allocator
Liaison Spokesperson Negotiator

Interpersonal Roles
 informationalroles link all managerial

work together. The interpersonal roles
ensure that information is provided. The
decisional roles make significant use of
the information.
Interpersonal Roles
 Thethree interpersonal roles are

primarily concerned with interpersonal
relationships.
Interpersonal Roles
Figurehead  Inthe figurehead role, the

manager represents the
organization in all matters
of formality.
Interpersonal Roles
 In
the liaison role, the
Liaison
manger interacts with
peers and people outside
the organization.
Interpersonal Roles
Leader  Theleader role defines the

relationships between the
manager and employees.
Informational Roles
 thethree informational roles are

primarily concerned with the
information aspects of managerial
work.
Informational Roles
Monitor  In
the monitor role, the
manager receives and
collects information. .
Informational Roles
Disseminator  In
the role of disseminator,
the manager transmits
special information into the
organization.
Informational Roles
 Inthe role of spokesperson,

Spokesperson
the manager disseminates
the organization's
information into its
environment.
Decisional Roles
 thethree informational roles are

primarily concerned with the
information aspects of managerial
work.
Decisional Roles
 In
the entrepreneur role,
Entrepreneur
the manager initiates
change.
Decisional Roles
 Inthe disturbance handler

Disturbance Handler
role, the manger deals with
threats to the organization.
Decisional Roles
 Inthe resource allocator

Resource Allocator
role, the manager chooses
where the organization will
expend its efforts.
Decisional Roles
 In
the negotiator role, the
Negotiator
manager negotiates on
behalf of the organization.
3 Types of Managerial Skills
Technical Skills
Conceptual
Skills
Human Skills
Technical Skills
Technical skills involve

skills that give the
managers the ability and
the knowledge to use a
variety of techniques to
achieve their objectives.
Conceptual Skills
These involve the skills

managers present in
terms of the
knowledge and ability
for abstract thinking
and formulating ideas.
Human or Interpersonal Skills
skills that present the

managers’ ability to
interact, work or
relate effectively
with people.
Principles of Management
Management Principles
 Management principles are statements of

fundamental truth.
 These principles serve as guidelines for

decisions and actions of managers.
 They are derived through observation and

analysis of events which managers have to
face in practice
Organizational Activities
Financial
Commercial Security
Manager’s
Activities
Technical Accounting
Managerial
14 Principles of Management
Division of Authority and Unity of

DIscipline
Work Responsibility Command
Subordination
Unity of The Degree of
of Individual Remuneration
Direction Centralization
Interest
Stability of
Scalar Chain Order Equity Tenure of
Personnel
Espirit de
Initiative
Corps
Is Leading Different from
Managing
Division of  The specialization of the

Work workforce according to the skills
a person, creating specific
personal and professional
development within the labor
force and therefore increasing
productivity
Managing
Authority and  Authority means the right of a

Responsibility superior to give order to his
subordinates
 responsibility means obligation
for performance
 They are co-existent and go
together
Managing
Unity of  every subordinate should receive

Command orders and be accountable to
one and only one superior.
Managing
Unity of  All those working in the same line

Direction of activity must understand and
pursue the same objectives.
Managing
Subordination  The management must put aside

of Individual personal considerations and put
Interest
company objectives first.
 Therefore the interests of goals of

the organization must prevail
over the personal interests of
individuals.
Managing
 Workers must be paid sufficiently

Remuneration
as this is a chief motivation of
employees and therefore greatly
influences productivity.
 fair, reasonable and rewarding
Managing
Degree of
 Centralization implies the
Centralization concentration of decision making
authority at the top management.
 Sharing of authority with lower levels

is called decentralization.
 The organization should strive to

achieve a proper balance.
Managing
 Scalar Chain refers to the chain of

Scalar Chain superiors ranging from top
management to the lowest rank.
 The principle suggests that there

should be a clear line of authority
from top to bottom linking all
managers at all levels. It is
considered a chain of command.
Managing
 Social order ensures the fluid

Order
operation of a company through
authoritative procedure.
Managing
 Employees must be treated

Equity
kindly, and justice must be
enacted to ensure a just
workplace.
 Managers should be fair and

impartial when dealing with
employees.
Managing
Stability of  The period of service should not

Tenure of be too short and employees
Personnel
should not be moved from
positions frequently.
 An employee cannot render

useful service if he is removed
before he becomes accustomed
to the work assigned to him.
Managing
 Using the initiative of employees

Iniative
can add strength and new ideas
to an organization.
 Initiative on the part of

employees is a source of strength
for the organization because it
provides new and better ideas.
Managing
Esprit de  This refers to the need of

Corps managers to ensure and develop
morale in the workplace;
individually and communally.
Theories in
Management
APPLICATION
Historical
Theories
Theories in
Management
Contemporary
Theories
Historical Theories
Scientific Bureaucratic
Management Management
Theory Theory
Human
Relations
Movement
Scientific Management Theory
(1890-1940)
 Emphasis on : scientific and

technical matters, including careful
measurement and specifications of
activities and results
Scientific Management Theory
(1890-1940)
 Careful measurement and

specification of activities and results
 Taskswere standardized as much as
possible
 Often included ongoing, routine
tasks
 Workerswere rewarded and
punished
Bureaucratic Management
Theory (1930-1950)
 Embellished
the scientific
management theory
 Focused on dividing organizations
into hierarchies, establishing strong
lines of authority and control
Bureaucratic Management
Theory (1930-1950)
 Organizations developed
comprehensive and detailed
standard operating procedures for
all routinized tasks
Human Relations Movement
(1930-current)
 More attention was given to

individuals and their unique
capabilities in the organization.
(1930-current)
 Major
belief: the organization would
prosper if its workers prospered as
well
 Human Resources Departments
were added to organizations
(1930-current)
 Behavioral sciences played a strong

role in helping to understand the
needs of workers and how the needs
of the organization and its workers
could be better aligned.
Contemporary Theories
Contingency Systems Chaos

Theory Theory Theory
Contingency Theory
 “It Depends” approach

 When managers make a decision,
they must take into account all
aspects of the current situation and
act on those aspects that are key
the situation at hand.
Systems Theory
A system can looked at as having

inputs, processes, outputs and
outcomes
Systems Theory
 Systems share feedback among

each of these four aspects of the
systems.
 Inputs
 Processes
 Outputs
 Outcomes
Systems Theory
Inputs Resources
- Raw materials
- Money
- Technologies
- People
Processes Inputs are planned, organized, motivated
and controlled to meet the organization’s
goal
Outputs Products and services
Outcomes Enhanced quality of life or productivity for
customers/clients
Chaos Theory
 Previously, managers have acted on

the basis that organizational events
can always be controlled.
 Recognizes that events indeed are
rarely controlled.
Chaos Theory
 Suggest that systems naturally go to

more complexity, and as they do so,
these systems become more volatile
and must expend more energy to
maintain that complexity
New Paradigm in Management
Driving Forces of Change
1 Technology
2 Increasing diversity
3
Public consciousness has
become more sensitive and
demanding that
organizations be more
socially responsible
Globalization (3rd world

4 countries joined the global
market place)
Organizations became
5 responsible to wider community
of “stakeholders”
RESULTS of the Driving Forces of
Change
 Adopt to a new paradigm or view

on the world to be more
 Sensitive
 Flexible
 Adaptable to the demands and

expectations of stakeholders
RESULTS of the Driving Forces of
Change
 Many organizations have

abandoned or abandoning the
traditional top-down, rigid and
hierarchical structures to more
“organic ” and fluid form.
ESSENTIAL SKILLS FOR MANAGERS
Essential Skills for Managers
1 Good Communication
2 Good Organization
3 Team Building
Essential Skills for Managers
4 Leadership
5 Ability to Deal with

Change Effectively
Top Ten Mistakes Managers
Make
Insensitive to others
1
Cold, aloof, arrogant
2
Overly ambitious: thinking
3 of next job, playing politics
Make
Betray trust
4
Specific performance
5 problems with the business
Over managing: unable to

6 delegate or build a team
Make
Unable to staff effectively

7
Unable to think strategically
8
Unable to adapt to boss with
9 different style
Over dependent on advocate or

10 mentor
Is Leading Different
from Managing?
Managing
 Leaders do the right thing (the

way of being), Managers do
things right (way of doing)
Managing
 Leaders lead people, Managers

manage resources
Managing
 Management is getting people

to do what needs to be done,
Leadership is getting people to
want to do what needs to be
done
Managing
 Managers push. Leaders pull

Managing
 Managers Command. Leaders

communicate
Managing
 They both kept on ejecting each

other
 Leaders create change
 Managers adjust to change
Managing
 Management and leadership are

two very different systems of
human behavior
 Both are essential to the success
of an organization
Complementary Strengths
Management Leadership
Processes People
Facts Feelings
Intellectual Emotional
Head Heart
Position Power Control Persuasion Power
Problem solving Possibility thinking
Control Commitment
Reactive Proactive
Doing things right Doing the right things
Rules Values
Goals Vision
Light the fire under people Stoke the fire within people
Written Communication Verbal communications
Standardization Innovation
THE WORLD OF MANAGEMENT
 Carly had to admit that being

promoted to Section Manager wasn’t
quite what she thought it would be. For
her first review meeting with her line
manager she had been asked to
prepare an outline of her views on the
job. Over the last three days, Carly had
been making quick notes in her diary.
As she read her list to her line manager
she found it depressing:
 Constant interruptions! I can never

spend enough time on a task.
 I always seem to be reacting to events
and requests rather than initiating
them.
 Most of my time is spent on day-to-day

matters.
 I always have to argue about work
responsibilities and resources.
 I never have time to think – and

decisions always need to be made
immediately.
 I seem to spend all my time talking to
people and never actually doing
anything.
 When Carly finished speaking, she

apologised.
WHAT DO YOU THINK IS THE REACTION OF

HER LINE OF MANAGEMENT?????
WELCOME TO THE WORLD OF

MANAGEMENT

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EDMGT 300:

Leadership and management plays main and vital

The Nature of Management (Part I)

At the end of the topic session, the students are able

 Equips managers with the

 Involves in preparing people for roles

 Seeks to build capacity to deal

 Concerned with the

 an investment in social capital

The Inner Game of Management

 The quality of leadership makes

 There is recognition that schools

 This requires trained and

Educational leadership and

 It has variety of applications and

 an art of getting things done

 an art of knowing what to do,

Management involves creating an

Management integrates Human,

Management is all Pervasive

Management is a Group Activity

Management is a Group Activity

Relationship among resources

Working with and through people

Relative, Not Absolute Principles

 Science is a systematic body of

 management has a systematic

 Art implies application of

 An art may be defined as

 Management is both an art and

 Science provides the knowledge

 Discipline refers to a field of study

 Management include in it the

Two distinct classes or groups of

 A process can simply be defined

 the management process can

 Management is getting things done

 The job of management is to

 Management needs to focus

 Leadership must be more

 The main objective of

 Through proper utilization of various

 Management helps in providing

 Management serves as a tool for

 Management converts disorganized

 These resources are coordinated,

 Management provides maximum

 Management uses physical,

 No overlapping of efforts (smooth

 It enables the organization to

 It enables the organization to

 Efficient management leads to

 Efficient management leads to

 refers to the categories or layers

 Require an extensive knowledge

 They are responsible for strategic

 These includes board of Directors,

 They are responsible to the top

 They make plans for the sub-units of

 They are also responsible for

 also known as supervisory /

 They help to solve the grievances of