CLASSICAL MANAGEMENT THEORY MAED-RREPORT.pptx

Classical Management Theory

1. MASTER OF ARTS IN EDUCATION EDUCATIONAL LEADERSHIP AND MANAGEMENT

2. Cyrus o. ogoridA DISCUSSANT 2

3. Theories and Models of Educational Management

4. Educational Management Theories and Models provide frameworks for understanding how educational institutions can be effectively led and administered. These theories and models draw from various disciplines, including management, psychology, sociology, and educational theory. These theories and models offer diverse perspectives on educational management, each highlighting different aspects of leadership and organizational behavior. Effective educational leaders often integrate elements from multiple theories to address the complex and dynamic challenges faced by educational institutions. By understanding and applying these theories, educators can create environments that promote learning, innovation, and continuous improvement.

5. Classical Management Theory 5 It encompasses a set of management principles that emerged during the late 19th and early 20th centuries. These principles are rooted in the early industrial era and focus on efficiency, productivity, and hierarchical organization. The theory is divided into three primary branches: Scientific Management, Administrative Management, and Bureaucratic Management.

6. Classical Management Theory 6 1. Scientific Management Key Contributor: Frederick Winslow Taylor Principles: Time and Motion Studies: Taylor conducted detailed time and motion studies to identify the most efficient ways to perform tasks. He believed that there was "one best way" to perform any job. Standardization: He emphasized the importance of standardizing work processes and tools to ensure uniformity and efficiency. Division of Labor: Tasks should be divided into small, simple steps, with each worker specializing in a specific task to increase productivity. Performance-Based Pay: Workers should be paid based on their productivity to motivate higher performance. Application: Factories and production lines were organized with a focus on optimizing task performance and minimizing waste. Workers were trained to follow specific procedures and use standardized tools.

7. Classical Management Theory 7 2. Administrative Management Key Contributor : Henri Fayol Principles : Five Functions of Management : Planning : Setting objectives and determining the best course of action to achieve them. Organizing : Arranging resources and tasks to achieve the objectives. Commanding (Leading) : Directing and leading employees to execute plans. Coordinating : Ensuring that all parts of the organization work together harmoniously. Controlling : Monitoring performance and making necessary adjustments to stay on track.

8. 8 . Fourteen Principles of Management : Division of Work : Specialization increases productivity. Authority and Responsibility : Managers must have the authority to give orders and the responsibility to ensure they are carried out. Discipline : Employees must obey and respect organizational rules. Unity of Command : Each employee should receive orders from only one superior. Unity of Direction : Activities with the same objective should be directed by one manager. Subordination of Individual Interests : The interests of the organization should take precedence over individual interests. Remuneration : Employees should be fairly compensated. Centralization : The degree to which authority is concentrated or dispersed. Scalar Chain : A clear line of authority from top to bottom of the organization. Order : Resources should be in the right place at the right time. Equity : Managers should treat employees fairly. Stability of Tenure : High employee turnover is inefficient; stability benefits the organization. Initiative : Employees should be encouraged to take initiative. Esprit de Corps : Promoting team spirit will build harmony and unity within the organization. Application : Management practices were developed to emphasize planning, organizing, and controlling business operations. Organizations were structured with clear hierarchies and formalized administrative processes.

9. 9 . 3. Bureaucratic Management Key Contributor: Max Weber Principles: Formal Hierarchical Structure: Clear levels of authority and a well-defined chain of command. Rules and Procedures: Comprehensive and codified rules to ensure consistency and predictability. Impersonal Relationships: Decisions and interactions are based on objective criteria rather than personal relationships. Merit-Based Advancement: Promotion and hiring are based on technical qualifications and performance, not favoritism. Division of Labor: Tasks are divided among individuals and departments based on expertise and function. Application: Government agencies, large corporations, and military organizations adopted bureaucratic structures to ensure order, efficiency, and accountability. Emphasis on written documentation, record-keeping, and adherence to established procedures. Classical Management Theory

10. 10 . Summary Classical Management Theory focuses on enhancing efficiency, productivity, and the hierarchical organization of work. It is characterized by: Scientific Management : Emphasizing efficiency and standardization. Administrative Management : Highlighting the functions and principles of management. Bureaucratic Management : Focusing on formal structures, rules, and merit-based advancement. While these theories laid the foundation for modern management practices, they have also been criticized for being too mechanistic, neglecting human and social aspects of work. Modern management theories have since evolved to address these limitations by incorporating more flexible, human-centric approaches.

11. 11 . Comparative analysis of management models in education It involves evaluating and contrasting different theoretical frameworks and practices to understand their strengths, weaknesses, and applicability in various educational contexts.

12. 12 . Comparative analysis of management models in education Classical Management Theory is best for maintaining order and efficiency in large, complex institutions but can be rigid. Human Relations Theory improves morale and collaboration but may sacrifice efficiency. Systems Theory offers a holistic view and adaptability but can be complex. Contingency Theory provides flexibility tailored to specific situations but requires skilled managers. Transformational Leadership fosters innovation and shared vision but can be demanding. Distributed Leadership promotes collaboration and shared responsibility but requires strong coordination. Effective educational management often involves integrating elements from multiple models to address the unique needs and challenges of each educational institution.

13. 13 . Comparative analysis of management models in education Classical Management Theory is best for maintaining order and efficiency in large, complex institutions but can be rigid. Human Relations Theory improves morale and collaboration but may sacrifice efficiency. Systems Theory offers a holistic view and adaptability but can be complex. Contingency Theory provides flexibility tailored to specific situations but requires skilled managers. Transformational Leadership fosters innovation and shared vision but can be demanding. Distributed Leadership promotes collaboration and shared responsibility but requires strong coordination. Effective educational management often involves integrating elements from multiple models to address the unique needs and challenges of each educational institution.

14. 14 . Leadership in educational management It involves guiding and influencing the activities of an educational institution to achieve its goals and improve the quality of education. It encompasses various aspects, including setting a vision, developing strategies, managing resources, and fostering an environment that promotes teaching and learning.

15. Vision and Mission: A. Vision: creating a clear, compelling vision of the future that inspires and guides the institution. Mission: defining the institution's purpose and objectives to align efforts and resources. B. Strategic Planning: Developing long-term plans to achieve the institution’s goals. Involving stakeholders in the planning process to ensure buy-in and commitment.

16. C. Instructional Leadership: focusing on improving teaching and learning. Supporting teacher development and implementing effective instructional practices. D.Change management: leading and managing change initiatives to improve the institution. Addressing resistance to change and fostering a culture of adaptability. E.Resource management: efficiently managing financial, human, and material resources. Ensuring resources are aligned with the institution’s goals and priorities.

17. F. Communication: Facilitating open and effective communication among staff, students, parents, and the community. Building strong relationships and a sense of community. G. Decision-Making: Making informed and transparent decisions. Involving stakeholders in the decision-making process when appropriate.

18. Ethical Leadership: Upholding ethical standards and promoting integrity. Modeling ethical behavior for staff and students. Professional Development: Encouraging continuous learning and professional growth among staff. Providing opportunities for training and development.

19. Evaluation and Accountability: Monitoring and evaluating the performance of the institution, staff, and students. Holding individuals and teams accountable for their performance.

20. Evaluation and Accountability: Monitoring and evaluating the performance of the institution, staff, and students. Holding individuals and teams accountable for their performance.

21. Approaches to Leadership in Educational Management 21 Transformational Leadership : Inspiring and motivating staff and students to achieve their full potential. Fostering a culture of innovation, collaboration, and continuous improvement. Distributed Leadership : Sharing leadership responsibilities among various members of the organization. Encouraging collaboration and collective decision-making. Instructional Leadership : Prioritizing the quality of teaching and learning. Supporting teachers in improving their instructional practices and student outcomes.

22. Approaches to Leadership in Educational Management . Servant Leadership : Focusing on serving the needs of staff, students, and the community. Promoting a supportive and empowering environment. Transactional Leadership : Using rewards and punishments to motivate staff and achieve goals. Emphasizing clear structures, roles, and expectations. Situational Leadership : Adapting leadership style to the specific context and needs of the institution. Being flexible and responsive to changing circumstances.

23. Challenges in Educational Leadership . Balancing Diverse Stakeholder Interests: Addressing the needs and expectations of students, parents, staff, and the community. Managing Limited Resources: Allocating financial and material resources effectively in the face of budget constraints.

24. Challenges in Educational Leadership Promoting Equity and Inclusion: Ensuring all students have access to quality education and opportunities for success. Adapting to Technological Changes: Integrating new technologies into teaching and administrative practices. Navigating Policy and Regulatory Changes: Staying informed about and complying with changing educational policies and regulations.

25. Challenges in Educational Leadership Leadership in educational management is crucial for the success and improvement of educational institutions. It involves setting a vision, managing resources, fostering a positive learning environment, and leading change. Effective educational leaders adopt various leadership approaches, such as transformational, instructional, and distributed leadership, to meet the unique needs of their institutions. By addressing challenges and leveraging their leadership skills, educational leaders can create environments that promote excellence in teaching and learning.

26. Leadership Theories and Styles It provide frameworks for understanding how leaders can effectively guide, influence, and inspire their followers

27. Leadership Theories and Styles Trait Theory Concept : Leaders are born with certain traits that make them effective. Key Traits : Intelligence, self-confidence, determination, integrity, and sociability. Criticism : Overlooks situational factors and the development of leadership skills. Behavioral Theory Concept : Effective leadership is based on behavior rather than inherent traits. Key Behaviors : Task-oriented (initiating structure) and people-oriented (consideration). Criticism : Doesn’t consider situational influences on behavior.

28. Leadership Theories and Styles Contingency Theory Concept : Effective leadership depends on the situation. Key Model : Fiedler’s Contingency Model - effectiveness depends on the match between the leader's style and the situation. Criticism : Can be complex to apply; difficult to identify and measure all situational variables. Situational Leadership Theory Concept : Leaders must adapt their style to the maturity and competence of followers. Key Model : Hersey and Blanchard’s Situational Leadership Model. Criticism : Can be overly simplistic and subjective in assessing follower maturity.

29. Leadership Theories and Styles Transformational Leadership Theory Concept : Leaders inspire and motivate followers to achieve extraordinary outcomes. Key Elements : Idealized influence, inspirational motivation, intellectual stimulation, individualized consideration. Criticism : Can be seen as too idealistic; difficult to sustain over time. Transactional Leadership Theory Concept : Leaders motivate followers through rewards and punishments. Key Elements : Contingent reward, management by exception (active and passive). Criticism : Focuses on short-term tasks and lacks emphasis on relationship building.

30. Leadership Theories and Styles Servant Leadership Theory Concept : Leaders prioritize serving others, including employees, customers, and the community. Key Elements : Empathy, listening, stewardship, commitment to the growth of people. Criticism : Can be seen as too altruistic and difficult to balance with organizational demands. Leader-Member Exchange (LMX) Theory Concept : Focuses on the relationship between leaders and followers. Key Elements : High-quality relationships (in-group) versus low-quality relationships (out-group). Criticism : Can create in-group/out-group divisions and perceived favoritism.

31. Leadership Theories and Styles Path-Goal Theory Concept : Leaders clear the path to help followers achieve their goals. Key Behaviors : Directive, supportive, participative, and achievement-oriented. Criticism : Can be complex to apply; requires flexibility and deep understanding of follower needs .

32. Leadership Styles Autocratic Leadership Description: Leader makes decisions unilaterally. Strengths: Quick decision-making, clear direction. Weaknesses: Can lead to low morale, lack of creativity. Democratic Leadership Description: Leader involves followers in decision-making. Strengths: High follower satisfaction, promotes creativity.Weaknesses : Can be time-consuming, potential for decision paralysis.

33. Leadership Styles Laissez-Faire Leadership Description : Leader gives followers freedom to make decisions. Strengths : Encourages independence, innovation. Weaknesses : Can lead to lack of direction, accountability issues. Transformational Leadership Description : Leader inspires and motivates followers to exceed expectations. Strengths : High motivation, promotes change and innovation. Weaknesses : Can be demanding on the leader, may lead to burnout.

34. Leadership Styles Transactional Leadership Description : Leader uses rewards and punishments to achieve compliance. Strengths : Clear structure, effective for short-term tasks. Weaknesses : Lacks focus on relationship building, may not inspire high performance. Servant Leadership Description : Leader prioritizes the needs of followers and helps them develop. Strengths : High follower satisfaction, promotes a strong ethical climate. Weaknesses : Can be difficult to balance with organizational goals, may be seen as too idealistic .

35. Leadership Styles Charismatic Leadership Description : Leader uses personal charm and inspiration to influence followers. Strengths : High follower engagement, strong emotional connection. Weaknesses : Dependency on the leader, potential for misuse of power. Bureaucratic Leadership Description : Leader relies on rules, regulations, and procedures. Strengths : High consistency, clear expectations. Weaknesses : Can be inflexible, stifles creativity.

36. Role of Leadership in Educational Institutions Leadership plays a crucial role in educational institutions, influencing all aspects of their functioning, including the quality of education, the development of staff, and the overall school environment. Effective leadership can drive significant improvements in student outcomes, staff morale, and institutional performance.

37. Role of Leadership in Educational Institutions 1. Setting Vision and Direction Establishing a Vision : Leaders articulate a clear, compelling vision for the institution’s future, which aligns with educational goals and community values. Strategic Planning : They develop long-term strategic plans that outline goals, priorities, and the actions needed to achieve the vision. 2. Creating a Positive School Culture Fostering a Positive Environment : Leaders create a supportive and inclusive school culture where students and staff feel valued and motivated. Promoting Collaboration : They encourage teamwork among staff and foster a collaborative learning environment for students.

38. Role of Leadership in Educational Institutions 3.Improving Teaching and Learning Instructional Leadership : Leaders focus on improving teaching practices and student learning outcomes by providing guidance, resources, and professional development opportunities for teachers. Curriculum Development : They oversee the development and implementation of curricula that meet educational standards and address the needs of all students. 4. Managing Resources Effectively Resource Allocation : Leaders ensure the efficient allocation and management of resources, including finances, facilities, and technology, to support educational goals. Budget Management : They develop and manage budgets to ensure financial stability and prioritize spending that enhances educational quality.

39. Role of Leadership in Educational Institutions 5.Supporting Professional Development Continuous Learning : Leaders promote a culture of continuous professional development, encouraging staff to pursue further education, training, and career advancement. Mentorship and Coaching : They provide mentorship and coaching to teachers and staff, helping them improve their skills and achieve their professional goals. 6. Building Relationships and Community Engagement 7.Stakeholder Engagement : Leaders build strong relationships with students, parents, staff, and the broader community, ensuring that all stakeholders are engaged and invested in the institution’s success. Partnerships : They develop partnerships with other educational institutions, businesses, and community organizations to enhance educational opportunities and resources.

40. Role of Leadership in Educational Institutions 9.Ethical Leadership Modeling Integrity : Leaders demonstrate ethical behavior and decision-making, serving as role models for students and staff. Promoting Equity : They advocate for equity and inclusion, ensuring that all students have access to high-quality education and opportunities. 10. Crisis Management Preparedness : Leaders develop and implement crisis management plans to handle emergencies effectively. Resilience : They help the institution recover from crises and learn from these experiences to improve future preparedness.

41. Role of Leadership in Educational Institutions . Leadership in educational institutions is multifaceted, encompassing strategic vision, instructional improvement, resource management, community engagement, and ethical conduct. Effective leaders inspire and motivate staff and students, create a positive and inclusive school culture, drive academic excellence, and ensure the institution’s overall success and resilience. Their influence is pivotal in shaping the educational experiences and outcomes of students, as well as fostering a professional and collaborative environment for teachers and staff.

42. Developing Effective Leadership Skills Developing effective leadership skills is essential for individuals aspiring to lead successfully in educational institutions. These skills can be cultivated through a combination of self-awareness, continuous learning, practical experience, and feedback.

43. Developing Effective Leadership Skills Self-Awareness and Reflection Understand Your Strengths and Weaknesses : Conduct self-assessments to identify your leadership strengths and areas for improvement. Reflect on Experiences : Regularly reflect on your leadership experiences to learn from successes and failures. Seek Feedback : Solicit feedback from peers, mentors, and subordinates to gain insights into your leadership style and impact.

44. Developing Effective Leadership Skills Continuous Learning Pursue Professional Development : Engage in ongoing professional development through workshops, courses, and seminars focused on leadership and management. Read Widely : Read books, articles, and research papers on leadership theories, practices, and case studies. Stay Informed : Keep up-to-date with the latest trends and developments in educational leadership and management.

45. Developing Effective Leadership Skills Practical Experience Take on Leadership Roles : Seek opportunities to lead projects, committees, or teams within your institution to gain practical leadership experience. Volunteer for New Challenges : Volunteer for tasks or roles that push you out of your comfort zone and require you to develop new skills. Learn by Doing : Apply leadership theories and techniques in real-world situations to see what works best for you and your team.

46. Developing Effective Leadership Skills 4. Building Key Skills Communication Skills : Develop strong verbal and written communication skills to effectively convey your vision, expectations, and feedback. Emotional Intelligence : Enhance your ability to understand and manage your own emotions and those of others. Decision-Making Skills : Practice making informed, timely, and effective decisions, considering both short-term and long-term impacts.

47. Developing Effective Leadership Skills Developing a Leadership Style Experiment with Different Styles : Try different leadership styles (e.g., transformational, transactional, democratic) to see which resonates best with you and your team. Be Authentic : Develop an authentic leadership style that aligns with your values, strengths, and personality.

48. Developing Effective Leadership Skills Fostering Relationships Build Trust : Develop trust with your team through consistency, transparency, and reliability. Promote Collaboration : Foster a collaborative environment where team members feel valued and encouraged to contribute. Mentorship : Seek out mentors who can provide guidance and support, and offer mentorship to others in turn.

49. Developing Effective Leadership Skills Ethical Leadership Model Integrity : Lead by example, demonstrating ethical behavior and decision-making. Promote Equity and Inclusion : Advocate for policies and practices that promote equity, diversity, and inclusion within your institution. 8. Strategic Thinking Set Clear Goals : Develop and communicate clear, achievable goals for your team or institution. Plan Strategically : Engage in strategic planning to align your actions with the institution’s long-term vision and goals. Adapt to Change : Stay flexible and open to change, continuously assessing and adjusting your strategies as needed.

50. Developing Effective Leadership Skills 9.Conflict Resolution Address Conflicts Proactively : Deal with conflicts promptly and fairly, seeking win-win solutions whenever possible. Develop Negotiation Skills : Enhance your ability to negotiate and mediate between conflicting parties to achieve constructive outcomes. 10. Performance Management Set Clear Expectations : Communicate clear performance expectations to your team. Provide Feedback : Give regular, constructive feedback to help team members improve and grow. Celebrate Achievements : Recognize and celebrate individual and team achievements to boost morale and motivation.

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