ROSA MARIA EL V.

CAJUTAY
Course: MAED – EDUCATIONAL MANAGEMENT
Instructor: MR. JOSE MA. P. SANTOS
Subject: PRINCIPLES AND THEORIES OF EDUCATIONAL MANAGEMENT.

MODULE #1
1. Identify and discuss by differentiating the following schools of management:
1.1 Classical and Scientific Management
The classical school is the oldest formal school of management thought. Its
roots pre-date the twentieth century. The classical school of thought generally
concerns ways to manage work and organizations more efficiently. Three areas of
study that can be grouped under the classical school are scientific management,
administrative management, and bureaucratic management.
Scientific management had a tremendous influence on management practice
in the early twentieth century. Although it does not represent a complete theory of
management, it has contributed to the study of management and organizations in
many areas, including human resource management and industrial engineering.
Many of the tenets of scientific management are still valid today. Scientific
management has several major principles. First, it calls for the application of the
scientific method to work in order to determine the best method for accomplishing
each task. Second, scientific management suggests that workers should be
scientifically selected based on their qualifications and trained to perform their jobs in
the optimal manner. Third, scientific management advocates genuine cooperation
between workers and management based on mutual self-interest. Finally, scientific
management suggests that management should take complete responsibility for
planning the work and that workers' primary responsibility should be implementing
management's plans. Other important characteristics of scientific management
include the scientific development of difficult but fair performance standards and the
implementation of a pay-for-performance incentive plan based on work standards.
1.2 Behavioral School of Management
Answer
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. Thus, the behavioral school focused on trying to understand the
factors that affect human behavior at work.

1.3 Quantitative School of Management

Answer
The quantitative school focuses on improving decision making via the application of
quantitative techniques. Its roots can be traced back to scientific management.

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.
Answer
2.1 Frederick W. Taylor - In 1909, Taylor published "The Principles of Scientific
Management." In this, he proposed that by optimizing and simplifying jobs,
productivity would increase. He also advanced the idea that workers and managers
needed to cooperate with one another.

2.2 Frank and Lilian Gilbreth - Frank and Lillian Gilbreth valued efficiency by
identifying and replicating one best way to complete a task. Husband and wife Frank
and Lillian Gilbreth believed in regulation and consistency in the workplace. Rather
than encouraging a company of many working parts, they valued efficiency above all
else.
2.3 Henri Fayol - A successful industrialist, Fayol headed a steel and coal combine in
France. He is by now considered the father of the Universal process of Operational
management or Administrative management theory because he made universal
generalizations about management based on his keen insight and practical
management experience.
2.4 Max Weber - Max Weber was a German sociologist who argued bureaucracy
was the most efficient and rational model private businesses and public offices could
operate in. His bureaucratic theories influenced generations of business leaders and
politicians well into the 20th century.
2.5 Douglas McGregor - He contributed much to the development of management
and motivational theory. He is best known for his Theory X and Theory Y, which
splits corporate thinking into two camps. Theory X holds that employees are
inherently disinclined to work and needed to be strictly controlled.
2.6 Chris Argyris - Argyris's early research focused on the impact of formal
organizational structures, control systems, and management on individuals — and
how those individuals respond and adapt to them. He was an early adopter of the
ground-breaking T-group experiments in the 1960s.
2.7 Chester Barnard - Barnard developed a theory of organization around the idea
that it is a natural, cooperative system. Moreover, he described the primary function
of an executive as maintaining the cooperative system in a state of external and
internal equilibrium. His landmark 1938 book, The Functions of the Executive, sets
out a theory of organization and of the functions of executives in organizations.
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 - Look at each job or task scientifically to
determine the “one best way” to perform the job. This is a change from the previous
“rule of thumb” method where workers devised their own ways to do the job.

3.2 Scientific selection of personnel - Hire the right workers for each job, and train
them to work at maximum efficiency.
3.3 Financial Incentives - Monitor worker performance, and provide instruction and
training when needed.
3.4 Functional foremanship - Divide the work between management and labor so
that management can plan and train, and workers can execute the task efficiently.

4. Identify and discuss the fourteen (14) Principles of Management of Henri Fayol
1. Division of Work - In practice, employees are specialized in different areas and
they have different skills. Different levels of expertise can be distinguished within the
knowledge areas (from generalist to specialist). Personal and professional
developments support this. According to Henri Fayol specialization promotes
efficiency of the workforce and increases productivity. In addition, the specialization
of the workforce increases their accuracy and speed. This management principle of
the 14 principles of management is applicable to both technical and managerial
activities.

2. Authority and Responsibility - In order to get things done in an organization,

management has the authority to give orders to the employees. Of course with this
authority comes responsibility. According to Henri Fayol, the accompanying power or
authority gives the management the right to give orders to the subordinates. The
responsibility can be traced back from performance and it is therefore necessary to
make agreements about this. In other words, authority and responsibility go together
and they are two sides of the same coin.

3. Discipline - This third principle of the 14 principles of management is about

obedience. It is often a part of the core values of a mission statement and vision in
the form of good conduct and respectful interactions. This management principle is
essential and is seen as the oil to make the engine of an organization run smoothly.

4. Unity of Command - The management principle ‘Unity of command’ means that an

individual employee should receive orders from one manager and that the employee
is answerable to that manager. If tasks and related responsibilities are given to the
employee by more than one manager, this may lead to confusion which may lead to
possible conflicts for employees. By using this principle, the responsibility for
mistakes can be established more easily.
5. Unity of Direction - This management principle of the 14 principles of
management is all about focus and unity. All employees deliver the same activities
that can be linked to the same objectives. All activities must be carried out by one
group that forms a team. These activities must be described in a plan of action. The
manager is ultimately responsible for this plan and he monitors the progress of the
defined and planned activities. Focus areas are the efforts made by the employees
and coordination.
6. Subordination of Individual Interest - There are always all kinds of interests in an
organization. In order to have an organization function well, Henri Fayol indicated
that personal interests are subordinate to the interests of the organization (ethics).
The primary focus is on the organizational objectives and not on those of the
individual. This applies to all levels of the entire organization, including the
managers.
7. Remuneration - Motivation and productivity are close to one another as far as the
smooth running of an organization is concerned. This management principle of the
14 principles of management argues that the remuneration should be sufficient to
keep employees motivated and productive. There are two types of remuneration
namely non-monetary (a compliment, more responsibilities, credits) and monetary
(compensation, bonus or other financial compensation). Ultimately, it is about
rewarding the efforts that have been made.

8. The Degree of Centralization - Management and authority for decision-making

process must be properly balanced in an organization. This depends on the volume
and size of an organization including its hierarchy. Centralization implies the
concentration of decision making authority at the top management (executive board).
Sharing of authorities for the decision-making process with lower levels (middle and
lower management), is referred to as decentralization by Henri Fayol. Henri Fayol
indicated that an organization should strive for a good balance in this.
9. Scalar Chain - Hierarchy presents itself in any given organization. This varies from
senior management (executive board) to the lowest levels in the organization. Henri
Fayol’s “hierarchy” management principle states that there should be a clear line in
the area of authority (from top to bottom and all managers at all levels). This can be
seen as a type of management structure. Each employee can contact a manager or
a superior in an emergency situation without challenging the hierarchy. Especially,
when it concerns reports about calamities to the immediate managers/superiors.

10. Order - According to this principle of the 14 principles of management,

employees in an organization must have the right resources at their disposal so that
they can function properly in an organization. In addition to social order
(responsibility of the managers) the work environment must be safe, clean and tidy.
11. Equity - The management principle of equity often occurs in the core values of an
organization. According to Henri Fayol, employees must be treated kindly and
equally. Employees must be in the right place in the organization to do things right.
Managers should supervise and monitor this process and they should treat
employees fairly and impartially.
12. Stability of Tenure of Personnel - This management principle of the 14 principles
of management represents deployment and managing of personnel and this should
be in balance with the service that is provided from the organization. Management
strives to minimize employee turnover and to have the right staff in the right place.
Focus areas such as frequent change of position and sufficient development must be
managed well.
13. Initiative - Henri Fayol argued that with this management principle employees
should be allowed to express new ideas. This encourages interest and involvement
and creates added value for the company. Employee initiatives are a source of
strength for the organization according to Henri Fayol. This encourages the
employees to be involved and interested.
14. Esprit de Corps - The management principle ‘esprit de corps’ of the 14 principles
of management stands for striving for the involvement and unity of the employees.
Managers are responsible for the development of morale in the workplace;
individually and in the area of communication. Esprit de corps contributes to the
development of the culture and creates an atmosphere of mutual trust and
understanding.

5. The following below are the 6 M’s of Management or the 6 Basic Resources of
Management
5.1 Manpower 5.4 Market
5.2 Money 5.5 Materials
5.3 Machines 5.6 Methods
What makes each of them important especially in an educational setup.
-These are used harmoniously through the function of management (planning,
organizing, staffing, directing, and controlling) so that the expected end-result may
be attained, all within the anticipated problems of time, effort and expenses. Which
among the 6 would you consider as most important? Substantiate your point.
- Manpower, the first of the six M's is the most important. The right personnel
for the right position is a sure bet for organizational effectiveness and efficiency.
6. Discuss Douglas McGregor’s Theory X and Theory Y concept of Human Resource
Management.
 -The concept of Theory X and Theory Y was developed by social psychologist
Douglas McGregor. It describes two contrasting sets of assumptions that managers
make about their people:
Theory X – people dislike work, have little ambition, and are unwilling to take
responsibility. Managers with this assumption motivate their people using a rigid
"carrot and stick" approach, which rewards good performance and punishes poor
performance.
Theory Y – people are self-motivated and enjoy the challenge of work.
Managers with this assumption have a more collaborative relationship with their
people, and motivate them by allowing them to work on their own initiative, giving
them responsibility, and empowering them to make decisions.
Though your assumptions about what motivates your people will likely have
the biggest impact on which of these two approaches you take, your choice can also
be shaped by several other factors. These include your organizational structure
(tiered or flat), the type of work that your people do (repetitive or challenging), and
their skill level (amateur or experienced).