Name: BELLY RAY O.

VINSON

EDUC 204 Final Exam 2

Directions: Answer the following questions. Write your answers in word document and attach it
in the Microsoft Teams.

1. Discuss the relevance of each theory in the school setting in the area of educational
management. You may answer either in paragraph or matrix form.
a. Theory X

Theory X presents the human being as a fully-fledged working adult with limited

potential to change, who must thus have a resentful attitude toward labor. As a result, the

workplace should be strictly supervised, with minimal space for error and strict policies

in place to maintain a high level of mindless output.

The average human being, according to Theory 'X,' is unproductive and self-centered,

lacks ambition, dislikes change, and longs to be told what to do. As a result, under

hypothesis 'X,' the managerial style emphasizes ultimate control. It's all about 'fear and

agony' when it comes to employee motivation.

The average individual, according to Theory 'X,' dislikes labor and tries to avoid

it. Has no ambition, no desire to take on duties, and prefers to follow rather than lead. Is

self-centered and so unconcerned about organizational objectives. To resist change is to

be naïve and uninformed. Only work for the sake of money and safety.

Based on the above-mentioned assumptions of Theory X, X managers believe that

workers must be closely monitored and supervised under well-developed comprehensive

systems of controls, necessitating the use of a hierarchical structure with a tight range of

control at each level. X managers tend to feel that everything must conclude with

someone being blamed. These bosses believe that the only reason people care about their

jobs is for the money and security. They criticize the individual without considering

whether the system, policy, or lack of training is to blame.

 X management have a hard time trusting anyone, and they frequently

communicate this to their support workers. Employee morale and productivity are

harmed by X supervisors. X managers believe it is their responsibility to structure work

and excite employees, even force (threaten with penalty), thus they naturally adopt a

more authoritarian style based on the threat of punishment. X managers rely mostly on

coercion, implicit threats, close monitoring, and tight controls, i.e. a command and

control environment.

If I were a Theory X leader, I would be extremely meticulous. I'd require staff to

produce a clear and complete report on their performance and how they plan to improve

their efficiency by implementing new activities or talents. I enjoy making plans, and I can

see myself asking people to do the same.

b. Theory Y

Theory Y, represents the human being as a learning and growing entity who

learns to not only accept but also seek responsibility, and therefore is most devoted to

their task when two intangible rewards are available, namely self-respect growth and skill

advancement. We regard an X theory manager's approach as determining the potential of

his or her employees in a negative light; where a person must be carefully regulated in the

workplace to maintain a high level of production.

Theory Y management believes that given the appropriate circumstances, most

people will desire to achieve their best at work, and that there is a pool of untapped

creativity in the workforce. They believe that the gratification of performing a good job

in and of itself is a powerful motivator. Y manager will endeavor to remove any obstacles

that hinder employees from completely realizing their potential. Y managers believe that

the people they supervise are as committed to their jobs as they are to finding answers to
 work-related challenges. Y managers believe that humans are wired to prefer working

over not working. As a result, they tend to delegate tasks to lower levels of the

organization. Employees are given freedom within their areas of responsibility, and work

is organized so that subordinates have plenty of opportunities to recognize issues and

come up with creative solutions. Structure the workplace so that employee goals and

company goals are in sync, resulting in increased innovation and productivity.

If I were a Theory Y leader, as I have been for the past two years, I would ask my

staff for actual solutions to real workplace problems, and we would work together to

resolve the problems by mutual discussion and implementation of improved and

approved solutions by the workforce. I would provide concrete and intangible awards to

the employee who has the most effective solution, in order to assist them grow in their

own confidence in their own excellence.

c. Total Quality Management

Total Quality Management is a continuous process of recognizing, decreasing,

and eliminating faults. It's utilized to improve customer service, optimize supply chain

management, and ensure that personnel are properly trained. The goal is to increase the

quality of an organization's outputs, such as goods and services, by improving internal

practices on a continuous basis.

 Total quality management (TQM) is a method of managing an organization's total

quality. The goal of the process is to increase the quality of an organization's outputs,

such as goods and services, by improving internal practices on a continuous basis.

Internal priorities as well as any existing industry standards can be reflected in the

standards established as part of the TQM strategy. TQM is a customer-centric approach

that focuses on improving daily operations over time. It tries to ensure that all related

employees are working toward the same common goal of enhancing product or service

quality as well as the manufacturing techniques.

High levels of communication strategy are encouraged in order to sustain staff

involvement and morale. Special emphasis is placed on fact-based decision making, with

performance measures used to track success.

As a result, we may conclude that comprehensive management theory is

extremely important for an organization's competitiveness and profitability. The

commitment of top management and an emphasis on customer satisfaction are critical to

the system's success.

d. Bureaucratic Management

The two main parts of Max Weber's bureaucratic management theory were arranging an

organization into a hierarchy and having well defined rules to help regulate an organization and

its personnel.

The bureaucratic management style highlighted the importance of businesses operating

rationally rather than reacting to the "arbitrary whims" or irrational emotions and objectives of

their owners and managers.

In theory, bureaucracy can be defined as a system of an organization that is responsible for

making decisions, and this organization might be public or private. A hierarchy is needed for
bureaucracy, according to popular view, and this prompted us to identify the qualities of an

efficient bureaucracy. This comprises five distinct characteristics: division of labor, division of

labor, division of labor, division of labor, division of labor, division Complexity, division of

labor, permanence, professional management, hierarchical coordination and control, rigid chain

of command, and legal authority are all characteristics of bureaucracy. It differs from informal

and collegial groups in that it is more official.

2. Qualify this quote from the late US President John F. Kennedy “Leadership and learning are
indispensable to each other.” Can this line be true in the area of educational management?

Leadership is the process of directing and motivating a group or individual to attain a

common goal. Leaders inspire people to take the steps necessary to achieve success. It is vital to

learn and cultivate the abilities required to be an effective leader.

In the quote fromm the late US Prisedent John F, Kennedy, “Leadership and learning are

indispensable to each other.” The meaning is insightful: a leader should lead without knowledge

and an eagerness to understand, and a leader must continue to learn in order to keep his or her

position of leadership.

Being teachers, we recognize the value of lifelong learning and recognize that our kids

are continually learning through courses, interactions with peers, and time spent online, among

other things. We also recognize how this applies to us; our students and classmates teach us on a

daily basis, and headlines and stories inform us about the world.

When we work in schools, we are continuously striving for better, but it's crucial to

realize that we, too, require improvement and that there is always room for it. To successfully

lead your school, you must continue your education in order to be the best role model, motivator,

and inspiration for your students, and we can do so by recalling the words of the late president.
3. Comment on the line from Peter Drucker, which says “Management is doing things right;
leadership is doing the right things.” Relate your answer to actual educational practice.

With regards to the quote about Peter Ducker's on “Management is doing things right;

leadership is doing the right things.” yes, it is correct specially in our educational system we

must consider that our management is on its right phase in which it will be the foundation of

implementing our goals, mission, and vision it is also corelated with the effective leadership. As

a future leader we must also say to it that we are doing the right thing for the benefit of our

learners and the satisfaction of our society. Improving operational performance, maximizing

revenues, and reducing expenses while increasing artistic production values and audience

appreciation. Leadership is doing the right things — setting organizational priorities and

allocating human and fiscal resources to fulfill the organization’s vision. The point is, if you just

throw would-be leaders into the deep end of the pool and let them flounder around trying to

figure it all out, they may become discouraged, lose the confidence of the people they’re

supposed to lead, and lose an opportunity to play a starring role in your company.  Don’t let that

happen.  Good leaders are just too hard to find.  A little training, coaching, or mentoring will do

wonders and will pay big dividends.