St.

Paul

University Philippines Tuguegarao

City, Cagayan 3500

EDU 201 - Foundations of Educational Administration and Supervision

FINAL EXAMINATION
First trimester 2020- 2021

Student: JESSICA A. TABUTOL

PhD-Educational Management

1. Explain how the following management functions or processes are implemented in

your own organization. (20 pts.)
a. planning b. organizing c. reporting d. coordinating
Answer:
Successful schools rely upon how a school administrator carry out his/her functions. In
our school, Allacapan Vocational High School, the School Head plays the subsequent features
through making plans goals, setting up strategies, and growing plans to coordinate school
activities with others. He additionally organizes and determines the needs to be done, how it is
going to be done, and who's to do it. Proper reporting on anything selections and reveal
development to the department is given. Moreover, he conducts right coordination to foster the
environment to empower a shared experience of ownership withinside the problem, and a shared
experience of ownership withinside the solution
2. Explain the implication of employing McGregor’s Theory X and Theory Y on the
performance of employees in your school. (10 pts.)
Answer:
With the use of McGregor theories in school this shows that the theories have separate
attitudes, which have their advantages in any organization/school. To any given
supervisor/control and those theories are used significantly in control and motivation. These
theories were used by
school room teacher/supervisor to formulate and increase motivation and high-quality control
styles, techniques and techniques. It stays principal to the organizational improvement and
improving organizational culture.
Theory x assumes autocratic control. The principle believed that school room
teacher/supervisor assumes that maximum teachers are evidently lazy and to be managed and
supervised, they want to be stimulated all the time.
Conversely, principle Y assumes democratic control. The principle believed that
instructors/managers beneath principle Y count on that maximum human beings want to work;
the managers count on that they have got self-control. They count on that human beings can
encourage themselves and need to do an excellent job.

3. If you were a principal, how would you employ the following effectively? (10 pts.)
a. Instructional leadership b. Creating a student – centered learning climate

Answer
A. Instructional leadership

School leaders are more challenged to take extra  instructionally centered position  of

their schools. School Head is advised to cognizance efforts at the coaching and learning.
As  academic management  these are the subsequent that need to be employed:

1. Get in Classrooms More-conduct formal observations each year and commit to a schedule to
get them all done.
2. Streamline Expectations and Eliminate Ineffective Practices-establish a common vision and
expectations for all teachers
3. Improve Feedback-provide at least one suggestion for improvement no matter how good the
observation is.
4. Be a Scholar-this helps improve professional practice, but it also puts in a position to have
better conversations with your teachers about their improvement.
5. Model-be a model in terms of technology integration in the classroom and professional
learning to improve practice. Provide an example created or co-create an assessment together.
6. Teach a Class-provide a better context for the evolving role of the teacher in the digital age.
An instructional leader who walks the walk builds better relationships with staff and in turn will
be in a much better position to engage staff in conversations to improve instruction.
7. Grow Professionally-attend at least one conference or workshop a year that is aligned to a
major initiative or focus area in your school or district.
8. Write to Reflect-make a brief reflection before the post-observation conference is a great
strategy to promote a conversation on improvement that isn’t one-sided.
9. Integrate Portfolios – require portfolios for your teachers and complimented observation
process nicely. Provided more clarity and detail on instruction over the entire course of the
school year.
10. Co-Observe-conduct co-observation lessons with members of my administrative team. This
helps them improve their instructional leadership.

b. Creating a student – centered learning climate

Creating a student-centered classroom requires collaboration. It requires placing

students at the center of their learning environment by allowing them to be involved in deciding
why, what, and how their learning experience will take shape. Students process information,
understand, and learn in different ways. And making creating a student-centered learning
climate would make the students develop:

1) A high degree of student engagement; challenge, enthusiasm, joy.

2) Students know what they are learning and why.
3) Blend of individual, collaborative team and large group work.
4) Students use personalized technology to produce as well as consume.
5) Students have some opportunity to work at their own pace and explore their interests.
6) Students are doing the bulk of the work and the talking.
7) There are multiple forms of assessment, feedback, and demonstrations of learning.
8) Instruction, culture, and environment reflect and include student and staff diversity.

4.If power and politics in school are inevitable, what can members in organization do to
stay in the organization and remain committed to the attainment of organizational goal?
( 10 pts.)

Answer:
Staying withinside the organization and last devoted to the attainment of the
organizational goal, individuals of the organization must carry out the following:

1. Stay calm in tough situations: Don’t “blow up” in public.

2. Demonstrate your authenticity and autonomy: Openness and independence
3. Heighten influence.
4. Expand your strength via way of means of cultivating casual relationships: The casual
employer is a critical supply of strength.
5. Use coercive strength handiest as a closing resort: Coercive strength alienates.
6. Become politically savvy to the truth of organizational politics: Politics is a truth of
organizational life.
7. Understand that groups aren't usually fair: Sometimes they're unfair.
8. Exhaust the casual employer earlier than resorting to the formal: The casual is frequently
extra effective than the formal.

With these, as member you may be able to lower conflicts and able to help solve gaps in our
respective school.

5.Describe a recent administrative problem in your school/organization. How did you (if
you were the head) or the administrator respond? What decision strategy was used? What
were the consequences of the administrative action? (20 pts.)

The Administrative problem we had encountered in school was caused by our own
School Head. With his administration, he violates the chain of command through implementing
rules based on his own interest and does not include suggestions from others. He also loses
temper in public. He shouts to his teacher when they did something wrong. He plays favoritisms
by aligning with the wrong group. He only gives chances or opportunities in favor of those
teachers who are loyal to him. And the worst he violated the norms of honesty and fairness in
terms of financial matters.
The Teachers and Employees President made a resolution requesting the Division Office
to have a reshuffling of school heads within the Congressional district, mentioning our problem
about our school head. The teachers made a signature campaign supporting our TEA
president’s request.
Fortunately, the Schools Division of Cagayan grant our request.

6. If you were an administrator, what programs or support are necessary to develop your
subordinates into potential administrators? How do you motivate them to manifest high
level of performance? (20 pts.)

Answer:
In every organization, administrators have their own ways to develop their subordinates
into potential administrators. Some are driving employees through fierce competition while
others strive to ensure a congenial, team-based atmosphere. No one can claim with total
assurance that they’ve found a method for driving performance that works consistently.
Motivating your employees is a delicate and purposeful challenge that requires more than an
annual review or jotting a few notes in someone’s personnel file. Some of the tips can be
employed:

1.Make Expectations Clear-Provide them with clear achievable goals and make sure there are
measurable standards in place to evaluate their performance. 
2. Provide Continuous Feedback-continuous feedback lets an employee know that their actions
affect the company. 
3. Correct Privately; Praise Publicly-people are not motivated by negative feedback, especially
if they feel it’s embarrassing. The only acceptable place to discuss an ongoing, performance-
related issue or correcting a recent, specific error is in the employee’s office or your own, with
the door closed.
4. Believe in Your Employees-present weakness or errors in the context of, “I know you can do
better. You’re smart and capable…and that’s why I expect more from you.” The perception of
leaders’ trust is a key component of transformational leadership.
Encourage your leadership team to take this same approach when you’re trying to motivate your
employees for a major event, “This is the most talented, hardest working group I’ve ever had,
and that’s why I know you can win this sales competition.”
5. Make Rewards Achievable-recognize that several types of excellence motivate your employees
to focus on additional areas of their performance.
6. Let People Know What They’re Fighting For -provide recommendations all work, but they
work best when they work is clear. Asked of them, then the most reliable motivating force
7. Explain the implication of knowing anger management in your personal as well as your
professional life . (10 pts.)
Answer:
Anger management is the process of learning to recognize signs that you're becoming
angry and taking action to calm down and deal with the situation in a productive way. Anger
management doesn't try to keep you from feeling anger or encourage you to hold it in.
Anger is a normal, healthy emotion when you know how to express it appropriately —
anger management is about learning how to do this.
           Here are some tips in order to control your anger:

1. Think before you speak-take a few moments to collect your thoughts before saying
anything — and allow others involved in the situation to do the same.
2. Once you're calm, express your anger-express your frustration in an assertive but
nonconfrontational way. State your concerns and needs clearly and directly, without
hurting others or trying to control them.
3. Get some exercise-go for a brisk walk or run, or spend some time doing other enjoyable
physical activities.
4. Take a timeout-give yourself short breaks during times of the day that tend to be
stressful. A few moments of quiet time might help you feel better prepared to handle
what's ahead without getting irritated or angry.
5. Identify possible solutions-work on resolving the issue at hand. Remind yourself that
anger won't fix anything and might only make it worse.
6. Stick with 'I' statements-to avoid criticizing or placing blame — which might only
increase tension — use "I" statements to describe the problem. Be respectful and
specific. 
7. Don't hold a grudge- Forgiveness is a powerful tool. Forgive someone who angered you,
you might both learn from the situation and strengthen your relationship.
8. Use humor to release tension-use humor to help you face what's making you angry and,
possibly, any unrealistic expectations you have for how things should go. Avoid sarcasm,
though — it can hurt feelings and make things worse.
9. Practice relaxation skills-deep-breathing exercises, imagine a relaxing scene, or repeat a
calming word such as "Take it easy." Do whatever it takes to encourage relaxation.
10. Know when to seek help-seek help for anger issues if your anger seems out of control,
causes you to do things you regret, or hurts those around you.