The SCHOOL as an

ORGANIZATION
(Part 1)
I.ORGANIZATIONAL
THEORIES
▪ WHAT IS AN ORGANIZATION?
▪ Organization-an assembly of people
working together
▪ to achieve common objectives
▪ through DIVISION OF LABOR
(Source-“Organization Theory”-
article) 2
1.Kashyap
“organization –a group persons formed to
seek a common goal
Ex. Emperor of China led an organization to
construct irrigation system
First Pope who created universal church to
serve as religion-(church as a group of
people)
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2.McNamara
Organization-a group of people organized
to accomplish an overall, common goal or
set of goals which have major subsystems
that functions with other subsystems in
order to achieve the overall goal
The implied words here are –coordinate,
coexist, collaborate, rapport, harmonious,
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▪ Theorists and their concepts of organization:

“
FREDERICK WINSLOW TAYLOR-
theory of Scientific Management
▪ -adopted by industrial companies
▪ -systematization
▪ -enhance efficiency of procedures via scientific
analyses and experiments

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TAYLOR’S WORK WAS BASED ON
*Planning
*Standardization
*Specialization
*Simplification

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TAYLOR’s PROPOSITIONS TO
INCREASE THE LEVEL OF TRUST

*productivity improvement goes to workers

*physical stress and anxiety be eliminated
*capabilities be developed through training
*traditional “boss” concept shld. be
eliminated.
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Taylor’s 4 PRINCIPLES OF SCIENTIFIC MNGT-

“ bottom up approach
▪ 1.Science, not rule of thumb
▪ 2.Scientific selection of worker
▪ 3.management and/abort operation rather than
conflict
▪ 4.Scientific training of the worker

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HENRI FAYOL -administrative theory
-top down approach
-contrary to Taylor’s approach
-administrative principles is in the form
of the management’s hierarchical structure
-focus is on administrative process
rather than technical process

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▪ Fayol’s management concept broken down
into 14 principles of management/factors
▪ 1.division of work
▪ 2.authority and responsibility
▪ 3.discipline
▪ 4.unity of command
▪ 5.unity of direction
▪ 6.subordinate of individual interest-organization’s
interest over personal interest
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12.stability of tenure of personnel-proper deployment
and management of personnel by considering them for
tenured position based on performance
(tenured means permanent)
13.initiative-allows employees to express ideas for the
benefit of the company
14.esprit de corps-promotes unity among employees
Develops morale in the workplace
Creates atmosphere of mutual trust and
understanding

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7.renumeration
8.degree of decentralization-concentration of
decision-making authority comes from the top
management
9.scalar chain-hierarchical structure that is
always present at any type of organization with
a clear line of area of authority from the top
management down to the lowest level
10.order-order and safety of employees
11.equity-equal treatment among members
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MAX WEBER-bureaucratic theory of
management
-father of sociology
Characteristics of a bureaucracy:
standardized process procedures and
requirements
meticulous division of labor and responsibility
clear hierarchies
professional,almost impersonal interaction between
employees 13
3 kinds of power based on Weber’s bureaucratic
model:
1.Traditional authority-hereditary and based on
dependent subordinates
2.legal, rule-oriented authority-based on normal
rules for career, hierarchy, etc.
3.charismatic authority-personal authority based
on a type of “seduction” and hence
devotion of supporters
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ELEMENTS THAT SUPPORT
BUREACRATIC MANAGEMENT ACCDG
TO WEBER:
* regular activities regarded as official duties
*management imposes rules
*rules are respected on the basis of
established methods

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“
▪ SALIENT FEATURES
1.task specialization
in education, teachers are assigned loads
based on expertise, major or specialization,
trainings underwent

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2.hierarchy of authority-
in education, the top level/top management
has the greatest power to control the lower
level while the bottom layers are always
subject to supervision and control of the
higher levels

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3.formal selection
all employees are selected based on
technical skills and competencies acquired
through training, education and
experience
in education formal selection process is
followed using an established set of
standards and requirements
as a new entrant-education, training and 18
as a new entrant-education, training and
experience plus other criteria ,MAED
teachers 1 to 3-can be through
reclassification, vice your own
item/assessment
master teachers 1 and 2-assessment
TIC’s-assessment
head teachers-assessment
for principal position-have to pass NQESH
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4.rules and requirements
operation is governed by specific policies, standards
and guidelines in the form of memoranda, Orders,
5.impersonal-regulations create impersonal
relationships bet employees, preventing nepotism or
political intervention;decisions based on rational
factors
6.career orientation-employees are selected based on
expertise;prof. growth and career devt. improves
performance
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II. SCHOOL LEADERSHIP
Leadership contributes to the
successful operation of an
organization.
Who is the school leader?

21
▪ Generally speaking, the school leader is the
school head who can be a principal or a
head teacher
▪ They are considered full-pledged school
heads.
▪ Others who may lead a school are TIC’s or
OIC’s
▪ TIC-teaches and leads at the same time
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▪ OIC-officer in charge, the teacher assigned to

“ do the school heads role for a certain period

of time.
Christie, Thompson & Whiteley (2009)
believe that getting the right people to
become school leaders and provided with
competencies to be effective leaders is
critical to their profession.
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ASPECTS OF LEADERSHIP accdg to Christie et
al.

1.developing a deep understanding of how to

support teachers
2.managing the curriculum in ways that promote
student learning
3.developing the ability to transform schools into
more effective organization to foster powerful
teaching and learning for all students
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▪ LEADERSHIP ROLES ASSIGNED TO
TEACHERS accdg to Gabriel (2015)
▪ 1.grade level/subject coordinator
▪ 2.department chair/coordinator
▪ 3.curriculum and assessment specialist
▪ 4.mentor/coach
▪ 5.facilitator

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▪ “Leadership is different from managers”,
Yulk (2013)
▪ LEADERS can INFLUENCE the effectiveness
of an organization through the ffg:
1. choice of objectives and strategies to pursue
2.motivation of members to achieve objectives
3.mutual trust and cooperation of members

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4.organization and coordination of work
activities
5.allocation of resources to activities and
objectives
6.development of members skills and
confidence
7.learning and sharing of knowledge by
members
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8.enlistment support and cooperation from

“ outsiders
9.design of formal structure, programs,
systems
10.shared belief and values of members

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Becoming An EFFECTIVE TEACHER
“ AND A LEADER AT THE SAME
TIME requires
▪ PASSION
▪ PERSEVERANCE
▪ COMPETENCY
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▪ LEADERSHIP STYLES:

“
▪ 1.INSTRUCTIONAL LEADERSHIP

*School head promotes learning and makes

students successful in their academic
endeavor.
*critical to the success and effectiveness of
the curriculum and instruction
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*promotes collaboration bet the SH and

“ teachers to develop curriculum and

instruction to improve students’
performance

*SH’s role is coordinating, controlling,

supervising, and developing curriculum
and instructions
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▪ 2. TRANSFORMATIONAL
LEADERSHIP

▪ *Conceptualized by James MacGregor

Burns in 1978
▪ *transformational leaders INSPIRE their
followers to achieve EXTRAORDINARY
OUTCOMES
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▪ *focuses on developing one’s capacity to
INNOVATE and support the development of
changes to practices of teaching and learning
3.DISTRIBUTED LEADERSHIP
*shared effort by more than one person

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*draws from different perspectives to support
the instructional leadership team by
establishing a system of improving
curriculum and instruction through
COLLABORATION

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*leadership is more effective when it is
distributed among group of individuals with
different competencies but a shared mission
and vision to foster culture of learning

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Thanks!
Any questions?

!
Share your take-aways
from the presentation.
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