Commission on Higher Education

Christ the King College

Calbayog City

COURSE: NUMBER: EDUCATION 206

COURSE DESCRIPTION: PRINCIPLES AND THEORIES OF EDUCATIONAL
MANAGEMENT
PROFESSOR: MR. JOSE MA P. SANTOS
STUDENT: PRESCIOUS NADINE D. ELIZALDE

1. Identify and discuss by differentiating the following schools of management:

1.1 Classical Management and Scientific Management
1.2 Behavioral School of Management
1.3 Quantitative School of Management
Answers:
1.1 Classical Management and Scientific Management
 The classical management theory is a style of management that emphasizes
hierarchy, specialized roles and single leadership for optimized efficiency in the
workplace, while scientific management
of management that analyzes and synthesizes workflows. Its main objective is
improving economic efficiency, especially labor productivity.
1.2 Behavioral School of Management
 The behavioral school of management thought developed, in part, because
of perceived weaknesses in the assumptions of the classical school. The classical
school emphasized efficiency, process, and principles. Some felt that this emphasis
disregarded important aspects of organizational life, particularly as it related to
human behavior
1.3 Quantitative School of Management
 quantitative school of management implies a specific approach to management that
involves the implementation of various quantitative techniques like computer
simulations, statistics, and information models in order to improve the decision-
making process.

2. The following theorists below were some of the greatest contributors to

management development. Identify and explain their significant contributions to
present-day management practice.
2.1 Frederick W. Taylor
 Frederick W. Taylor is an American Mechanical Engineer He was widely known
for his methods to improve industrial efficiency. He is also believe and formulate the
principles of Scientific Management that says “The principal object of
management should be to secure the maximum prosperity for the employer, coupled
with the maximum prosperity for each [employee].” In saying this, he meant that the
organization and employees should work together, strive to get the most out of one
another, and be compensated for their efforts as it’s in everyone’s best interests.

2.2 Frank and Lilian Gilbreth

 Frank Bunker Gilbreth was an American engineer, early advocate of scientific

management and a pioneer of time and motion studies. Lillian Evelyn Moller
Gilbreth was one of the first working female engineers holding a Ph.D. A pioneer in
ergonomics, she patented many kitchen appliances that made work in the kitchen
easier. The Gilbreths are considered the founders of modern industrial management,
who sought to improve workers’ productivity while making their work easier. They
were, above all, scientists who sought to teach managers that all aspects of the
workplace should be constantly questioned, and improvements constantly adopted.
In this way, their work advanced appreciation for the importance of the addressing
the needs of workers, and through taking care of those individuals the whole purpose
would be better served.

2.3 Henri Fayol

 Henri Fayol  was a French mining engineer, mining executive, author and director of
mines who developed a general theory of business administration that is often
called Fayolism He and his colleagues developed this theory independently
of scientific management but roughly contemporaneously. Like his
contemporary Frederick Winslow Taylor, he is widely acknowledged as a founder of
modern management methods. Fayol's 14 Principles of Management identified the
skills that were needed to manage well. As well as inspiring much of today's
management theory, they offer tips that you can still implement in your organization.
Fayol also created a list of the five primary Functions of Management, which go
hand in hand with the Principles.

2.4 Max Weber

 Maximilian Karl Emil Webe as a German sociologist, historian, jurist, and political

economist regarded as among the most important theorists of the development
of modern Western society. His ideas profoundly influence social
theory and research. Weber believed that bureaucracy was the most efficient way to
set up and manage an organization, and absolutely necessary for larger companies
to achieve maximum productivity with many employees and tasks. 
 2.4 Douglas McGregor

 Douglas McGregor work is established in motivation theory. Mr. McGregor

postulated 2 theories on human management and leadership which are Theory X
and Theory Y. Theory X advanced the view that human beings have an innate
dislike for work. They can only be made to get results at work by the application of
coercive methods and by direction. Theory X is based on a pessimistic view of
employee motivation and behavior. Theory X assumes that employees dislike work,
are not ambitious, want to avoid responsibility, dislike change, and are self-centered.
Managers who hold these assumptions believe that employees can only be
motivated by money, promotions, and job security. Such managers are likely to use
more of a command and control approach with their employees. Employees will
cooperate if they feel their basic needs for income and security will be met.
2.5 Cris Argyris

 Chris Argyris was an American business theorist and professor emeritus at Harvard
Business School. Argyris, like Richard Beckhard, Edgar Schein and Warren Bennis,
is known as a co-founder of organization development, and known for seminal work
on learning organizations. Argyris believed that managers who treat people positively
and as responsible adults will achieve productivity. Mature workers want additional
responsibilities, variety of tasks, and the ability to participate in decisions. He also
came to the conclusion that problems with employees are the result of mature
personalities managed using outdated practices.
2.6 Chester Barnard
 Chester Irving Barnard was an American business executive, public administrator,
and the author of pioneering work in management theory and organizational studies.
Barnard viewed organizations as systems of cooperation of human activity, and
noted that they are typically short-lived. It is rare for a firm to last more than a
century. Similarly most nations last for less than a century. The only organization that
can claim a substantial age is the Roman Catholic Church. According to Barnard,
organizations are not long-lived because they do not meet the two criteria necessary
for survival: effectiveness and efficiency. Effectiveness, is defined the usual way: as
being able to accomplish stated goals. In contrast, Barnard's meaning of
organizational efficiency differed substantially from the conventional use of the word.
He defined efficiency of an organization as the degree to which that organization is
able to satisfy the motives of the individuals. If an organization satisfies the motives
of its members while attaining its explicit goals, cooperation among its members will
last.
3. Explain the following basic Principles Scientific Management listed below and consider
its applicability to present-day school management
3.1 “one best way” management approach
 “One besy way” approach by taylor, on this end he proposed a science-like
way of analyzing and reorganizing both the work and the management of it.
The science part of scientific management centered on observing and timing
factory employees as they did their work and then fragmenting results of
those observations and measurements into the simplest possible constituent
elements. This was done in order to reduce any job to a repeatable series of
 tasks as far as possible. The work management aspect of Scientific
Management complements work design with a planning department that
exists to prepare written instructions for work, assign daily tasks to individual
employees, set work up, and evaluate records of performance.
3.2 Scientific Selection of Personel
 The scientific selection of employees relies on tests and standardizes
procedures that are relatively easy and inexpensive to implement. Besides the time
it saves a staff, a scientific selection process also generates returns in the form of
retention and the presence of more skilled workers who are capable of performing at
a high level. In relation to the present day school management for example in
selection of teachers we must follow the standard qualification of being a teacher, we
must see to it if he/she is a qualified applicant.
3.3 Financial Incentives
 It is argued that for large-scale business enterprises, one of the great strengths of
the Scientific Management model is that it rationalises and standardises production
methods which leads to significant improvements in efficiency and productivity, and
maximises profits for an organisation. The Taylor approach incorporates division of
labour, predetermined methods of work, repetition of simple movement, minimum
training requirements, financial incentives and time optimisation (Caldari 2007).
While the system has great capacity to be a source of economic success for
employers due to these technical efficiencies, a number of critics including Marshall
1919, cited by Caldari 2007; Smith 1988, Greeves 1998 and Baker 2004) have
pointed out that the model can lead to serious disadvantages for employees. In
relation to the school management one way in which employers attempt to enhance
organizational effectiveness and performance is through performance management
systems that use financial incentives.
3.4 Functional Foremanship
 Functional Foremanship : It is an extension of principle of division of labour,
resulting in specialisation. According to Taylor, a single worker or supervisor cannot
be expected to be an expert in all aspects. Thus, he advocated the appointment of
eight foremen to guide workers, under planning and production departments. In a
present-day management, the District Supervisor cannot supervised all of the school
that she handled, that’s why he/she is going to assigned a Teacher-in-Charge in
every school to monitor the performance of the teachers and also to help in giving
technical assistance when it comes to teaching-learning process.
4. Identify the 14 Principles of Mananagement of Henri Fayol
 The 14 Principles of Henri Fayol are:

1. Division of Wor
 In the real case, every individual employee has special skills and are specialized in
different areas. They may or may not have similar skills and specialization. This
principle explains the importance of distinguishing the employees based on their
levels of expertise and their knowledge areas. For example, categorizing the
 employee from general to specialist. In division of work we must consider the
expertise of the teacher for example if the teacher is a Mathematics Major he/she will
be handling mathematics subject.

2. Authority and Responsibility

 According to Henry Fayol, authority gives the management the power to give orders
to make things done by the employees. With this authority comes the responsibility.
The performance helps to track back the responsibility. In other words, authority and
responsibility are the two sides of a coin. For example, if you are the school head od
that institution you should take your responsibility to protect, guide and give
assistance to the needs of your teacher and students.

3. Discipline
 This principle states the importance of having obedience. The principle of having
discipline forms the essence of having good conduct and respectful interactions. This
principles states that you act in accordance with your position in school. School head
and teachers should respect each other.

4. Unity of Command
 This principle clearly defines the need to know from where the employee takes the
order and to whom he must report. If an employee receives the order from one or
more managers, confusion and sometimes conflicts may occur. Following this
principle reduces the chances of making such mistakes. For example, in our school
we need to avoid absenteeism, this kind of issue is one of the conflicts that the
school experiencing today.

5. Unity of Direction
 The principle of "Unity of direction" emphasis on focus and unity. This highlights the
fact that, all the employees perform a set of activities that finally links to the same
objectives. These activities are performed by a single group that forms a team. The
activities must be enlisted as the plan of action. The ultimate responsibility of this
plan of action is on the manager. He must monitor the progress of the planned
activities. The efforts made by the employees and their coordination are the focus
areas.

6. Subordination of Individual Interest

 As per Henry Fayol, the personal interest of the individuals in an organization are
subordinate to the interest of the organization. The main and primary focus is the
organizational objectives. This principle of management is applicable to all the levels
of the organization including the managers.

7. Remuneration
 This principle conveys the importance of remuneration for the employees which
promotes motivation and productivity. There are two types of remuneration namely
non-monetary and monetary.
  Non-monetary remuneration is conveyed in the form of compliments, assigning more
responsibilities and credits. Monetary remuneration is providing a bonus or any other
financial compensation. This is all about rewarding the employee for the efforts made
by him.

8. The Degree of Centralization

 Centralization refers to the practice of having decision making authority at the top
management or the executive board level. Henry Fayol explained the process of sharing
this decision making authority with the lower levels of management as decentralization.
 Now, how big or small the organization, there must be a balance between the two forms
of decision making.

9. Scalar Chain
 Every organization must possess a clear cut hierarchy starting from the senior
management to the lowest level in the organization. There should be a clear line in the
area of authority from the top level to the bottom.
 This way, each employee must be able to contact a manager at the top-level without
challenging the hierarchy.

10. Order
 According to this principle, the right resources for the employees help them to function
properly in an organization. In addition to the responsibility of the managers, there must
be a safe, clean and tidy working environment.

11. Equity
 The equity principle focuses on the core values of an organization. This focus on the
importance of treating the employees kindly and equally. Employees in the right place of
an organization perform the function right. The supervision and monitoring of these
functions are performed by the managers. The employees must be treated fairly without
any partiality.

12. Stability of Tenure of Personnel

 This principle focuses on minimizing employee turnover and to have the right employee
or staff in the right place. Frequent change of position and sufficient development must
be properly managed.

13. Initiative
 According to Henry Fayol, employee initiatives form one of the important sources of
strength of the organization. This management principle hence encourages the
employees to come up with new ideas. This makes the employees be more involved in
organizational development.
14. Esprit de Corps
 This principle of management strives for the unity and involvement of the employees.
Morale must be developed in the workplace both individually and in the area of
communication. This responsibility is for the managers. The principle of "Esprit de
Corps" develops the culture and creates an atmosphere of mutual understanding and
trust.

5. The following below are rthe 6 M’s of Management or the Basic Resource Management
5.1 Manpower 5.4 Market
5.2 Money 5.5 Materials
5.3 Machin 5.6 Methods

What makes each of them important especially in educational setup?

5.1 MANPOWER

  The people in your process, meaning you go with your management without the help of
other people.
5.2 MONEY

 Money is very important in educational setup without it you cannot implement and
provide the needs of the schools.
5.3 MACHINE
 Machine in school is importance like the printer, it is the printing machine that can help
us to easily print our reports that we need to comply. Today’s modular distance learning
printer plays a big help to provide modules to our learners.
5.4 MARKET
 Marketing management is the process of allocating the resources towards marketing
activity.Thus, in school our MOOE fund we need to follow the marketing procedure to
spend the fund wisely.
5.5 Materials
 Materials is a basic ingredients most specially in educational set up, like instructional
materials to be used in teaching to provide more activities during classes. And now we
are using the modules as their materials to be used in learning at home.
5.6 Methods
 Everything has a right way to do and this right way is known as method in management.
It means, an art of doing.
Which among the 6 would you consider as most importante?

 I believed that in an organization, the potential skills and capacity of each employee
plays a significant role where the manpower planning is considered as the most
important process. It is completely dependent on determining the requirements of the
organization and tries to put in all the efforts that could lead towards the success. You
cannot work in progress without the help of others.
6. Discuss the Douglas McGregors Theory X and Theory Y concept of Human Resource
Management.

 Because employees have historically been given a flat exchange of time and energy for
income, workplace incentives have often been rooted in a fear of loss of employment, in
earning potential from extra productivity, or in acquiescing to managerial dominance for
promotion.

 Theory X managers are likely to believe that employees are lazy, fear-motivated, and in
need of constant direction. These managers tend to be more present in entry-level jobs
where productivity and process are favored over independence or innovation, but they
may show up at any company level and in any industry.

 Theory Y managers are likely to believe that employees are motivated by the value of
their contribution. Theory Y managers favor a more collaborative approach, centering
their leadership on trust, valuing creative problem solving, and managing by way of
providing their employees with tools, opportunities, and visibility to do their jobs well.