EDUCATION ORGANISATION AND ADMINISTRATION

Meaning of management
Management is universal in the modern industrial world. Every individual organisation
requires the making of decisions, the coordination of activities, the handling of people, and
the evaluation of performances directed towards group activities.

Management can be defined as the art and science of organising and directing human
efforts applied to control the forces and utilise the materials of nature for the benefit of
man. Therefore a manager is a leader who gets things done by working with people and
other resources in an organised manner and achieving the pre-planned requests through
effective communication, coordination and motivation. Management is getting the
employee to want to do his prescribed work as planned, willingly and with enthusiastic
cooperation.

Meaning of Education Management

Educational management is concerned with spelling out the educational objectives,
planning process, staffing pattern, organisational process, budgeting, financing, directing
activities and evaluating performance. This is a distinct process consisting of planning,
organising, actuating and controlling, performed to determine and accomplish stated
objectives by the use of human beings and other resources.

Scope of Education Management

Everything concerned with the education of the child through the agency of the school, will
be included in educational management.

1. Help in decision making and solve problems, communication and managing information
and Building effective teams.

2. To maintain the school records.

3. To evaluate of pupil achievement.

4. To provide the material equipment, such as building, furniture, farms laboratories, library,
museum, art gallery etc.

5. To prepare timetable.

6. To maintain discipline.

7. To cooperate with departmental authorities and implementing the orders of the higher
educational authorities.

8. To organize guidance service.

9. To prepare the curriculum for the different classes.

10. To organize a systematic co-curricular programme.

11. To supervise school work.

12. To organize exhibitions and museums.

13. To coordinate the work of home, school and community.

14. To provide various auxiliary services like mid-day meals, school uniform, textbooks etc.

15. To organize health and physical education.

16. To finance and budget.

Management Processes
Organizations can be viewed as systems in which management creates the architecture for
the system of production. Managers' role in organizational design is central but must be
understood in the context of their overall responsibilities within the organization.

Management operates through functions such as planning, organizing, staffing,

leading/directing, controlling/monitoring, and motivation. These functions
enable management to create strategies and compile resources to lead operations and
monitor outputs.

Principles of management
Henri Fayol made a contribution to the management theory by advocating
for principles of management. The management principles must be flexible
and adaptable to changing circumstances. These principles may be
influenced by the organisation structure in which the process of
management takes place. Fayol identified the following 14 principles of
management.

i. Division of work

The objective is to produce more and better work from the same
effort and the advantages of specialisation.

ii. Authority and responsibility

Responsibility is the corollary of authority. Whenever authority

is exercised, responsibility follows. The application of sanctions
is essential to good management and it is needed to encourage
useful actions and to discourage their opposite.
iii. Discipline

Discipline is essential for the efficient operation of the

organisation. Discipline is in essence the outward mark of
respect for agreements between the organisation and its
members.

iv. Unity of Command

In any action, the employee should receive orders from one

superior only, if not the authority is undermined and discipline,
order and stability is threatened. Dual command is a perpetual
source of conflict.

v. Unity of direction

In order to provide for unity of action, coordination and focusing

of effort, there should be one head and one plan for any group
of activities with the same objective.

vi. Subordination of individual interest to the general interest

The interest of the organisation should dominate individual or

group interests.

vii. Remuneration of Personnel

Remuneration should as far as possible satisfy both the

employee and the employer. Methods of work can influence the
organizational performance and it should be fair and should
encourage keenness by rewarding well-deserved effort.

viii. Centralisation

Centralisation is always present to some extent in any

organisation. The extent of centralisation is a question of
proportion and will vary with a particular organization.

ix. Scalar Chain

The chain of superiors from the ultimate authority to the lowest

ranks should be clearly outlined. Respect for line of authority
must be reconciled with activities, which require urgent action
and some measure of initiative at all levels of authority.

x. Order
 This includes material and social order. Material order is
required for the avoidance of loss with each item placed at the
appointed place. In social order, there should be an appointed
place for each employee and each employee in his/her
appointed place.

xi. Equity

There should be equity and equality of treatment in dealing with

employees through out all1evels of the scalar chain.

xii. Stability of tenure of personnel

Generally, prosperous organisations have stable managerial

personnel, but changes of personnel are inevitable and stability
of tenure is a question of proportion.

xiii. Initiative

This represents a source of strength for the organisation and

should be encouraged and developed. Tact and integrity are
important to promote initiative and to retain respect for
authority and discipline.

(a) Administration
Administration is defined as the universal process of organising people and resources
efficiently so as to direct activities towards achieving common goals and objectives.

(b) Educational Administration

This is the process of setting and achieving educational goals through the execution
of management functions that utilize human, financial and material resources.

5.4 Elements of Administration

(a) Planning

An unplanned administration will not go very far. Only a planned approach can achieve
desired results. A haphazard approach will block the channel and process of administration.
The rules of administration, which make it smooth and systematic, are also part of this
planning. In big and small organisations, actions of administration there are always details to
be worked our, before taking any step. There are various methods for getting things done.
Before it is adopted every method must be planned in detail. Planning must precede every
performance.

(b) Organisation

Organisation is the machine for getting things done. It is chiefly concerned with provision,
arrangements and manpower which enable the administration to carry out its obligations.
The administration works through the available organisation. If there is an organisational
handicap, administration will work under limitations.

(c) Direction

Direction represents leadership, which has a key role to play in administration. This is the
authority which directs work and gets things done. This is the authority which directs work
and gets things done. It is held by a person who is responsible for making decisions, issuing
them in the form of orders or directions and getting them implemented. Direction shows
the way in administration. It channelizes the entire organisation towards the common goal.

(d) Co-ordination

In administration there is always the movement of a number of things and people. It is the
domain of co-ordination which produces in all of them a sort of oneness, single-mindedness
and collective effort. Various units and parts have to be interrelated to produce this
coordination.

(e) Evaluation

It is the stage of formulating judgement of stock-taking of an administration. In any

administrative set-up, scope for improvement will always be there. Since administration is a
dynamic process, it has to be reviewed from time to time. Even if the institution is going on
smoothly, the possibility must be explored to run it more smoothly. There cannot be any
peak in efficiency. A search for better ways and means should constantly go on. Less
efficient arrangements may be replaced with more efficient ones.