Basic Management Process Principles of School Management

1. Presentation:
Basic Management Process
Principles of School Management
School Management

2. Introduction
 Management is the coordination and administration of tasks to achieve a goal.
 Administration activities include setting the organization’s strategy and
coordinating the efforts of staff to accomplish these objectives through the
application of available resources.
 To be an effective manager, you’ll need to develop a set of skills including
planning, communication, organization and leadership.
Five basic functions of a manager:
 Setting objectives
 Organizing
 Motivating the team
 Devising systems of measurement
 Developing people

3. Introduction
 Management is the coordination and administration of tasks to achieve a goal.
 Administration activities include setting the organization’s strategy and
coordinating the efforts of staff to accomplish these objectives through the
application of available resources.
 To be an effective manager, you’ll need to develop a set of skills including
planning, communication, organization and leadership.
Five basic functions of a manager:
 Setting objectives
 Organizing
 Motivating the team
 Devising systems of measurement
 Developing people

4. Management as a Process
 “Management process is a process of setting
goals, planning and/or controlling the organizing and leading the execution of any
type of activity”
 Management is a process that brings scarce human and material resources
together and motivates people to achieve common organizational goals.
 It is not a one-time act but an ongoing progression of complementary activities.
As a process, management consists of three aspects:
1. Management is a social process
2. Management is an integrating process
3. Management is a continuous process

5. Salient Features of a Management Process
The following features characterize a management process:
 Management is Highly Aspirational
 Management is Omnipresent
 Management is an Ongoing Process
 Management is Abstract
 Management is Social in Nature
 Management is Versatile
 Management is Conditional
 Management is a Team Effort

6. Objectives of Management
 Optimum utilization of resources
 Growth and development of business
 Better quality
 Discipline and morale
 Mobilizing best talent
 Promotion of research and development: ...
 Minimize the element of risk
 Improving performance
 Planning for future

7. Characteristics of Management
Management is an activity concerned with guiding human and physical
resources such that organizational goals can be achieved.
 Goal-oriented
 Pervasive
 Multi-dimensional
 Continuous process
 Group activity
 Dynamic function
 Intangible force

8. Different type of Management Styles
Traditional Management
 In traditional management systems, the manager sets out expectations for
the employees who need to meet goals.
Team Management
 In a team management arrangement the manager is a guiding hand to
help the members of the team work together to solve
Servant Management
 In servant leadership, the organization recognizes employees as experts in
their field. The manager helps supply resources the employees need to
meet company goals.

9. Importance of Management
Optimum Use of Resources:
 Management ensures optimum utilization of resources by attempting to
avoid wastage of all kinds.
 It helps in putting the resources to the best advantage within the
limitations set by organization and its environment.
 A right climate is created for workers to put in their best and show superior
performance.

10. Effective Leadership and Motivation:
 In the absence of management, the working of an enterprise will become
random and haphazard.
 Proper management makes group effort more effective. It enables employees
to move cooperatively and achieve goals
Reduces Costs
 Gets maximum results through minimum input by proper planning and by
using minimum input & getting maximum output.
 Management uses physical, human and financial resources in such a manner
which results in best combination. This helps in cost reduction.

11. Establishes Sound Organization
 No overlapping of efforts (smooth and coordinated functions).
 To establish sound organizational structure is one of the objective of
management which is in tune with objective of organization.
 Management fills up various positions with right persons, having right skills,
training and qualification.
Establishes Equilibrium
 It enables the organization to survive in changing environment.
 It keeps in touch with the changing environment and adapts to changing
demand.

12. Essentials for Prosperity of Society -
 Efficient management leads to better economical production which helps in turn to increase
the welfare of people.
 Good management makes a difficult task easier by avoiding wastage of scarce resource.
 It improves standard of living.
 It increases the profit which is beneficial to business and society.
 Organization comes with new products

13. Levels of Management
 The term “Levels of Management’ refers to a line of demarcation between
various managerial positions in an organization.
 The number of levels in management increases when the size of the work
force increases and vice versa.
 The level of management determines a chain of command, the amount of
authority & status enjoyed by any managerial position.
The levels of management can be classified into:
 Top level / Administrative level
 Middle level / Executory
 Low level / Supervisory / Operative / First-line managers

14. Levels of Management

15. Top level / Administrative level
 Develops and reviews long-range plans and strategies.
 Evaluates overall performance of various departments and ensures
cooperation.
 Involved in selection of key personnel.
 Consults subordinate managers on subjects or problems of general scope.

16. Middle level / Executory
 Makes plans of intermediate-range and prepares long-range plans for
review by top management.
 Analyzes managerial performance to determine capability and readiness for
promotion.
 Establishes departmental policies.
 Reviews daily and weekly reports on production or sales.
 Counsels subordinates on production, personnel or other problems.
 Selects and recruits personnel.

17. Supervisory Management
 Makes detailed, short-range operational plans.
 Reviews performance of subordinates.
 Supervises clay-to-day operations.
 Makes specific task assignments.
 Maintains close contact with employees involved in operations.

18. Principle
It is a generation that is widely accepted as true system. Principles always are to
be considered helpful for several reasons.
 First: They help to make more accurate decision, applying in any situation and
eliminating guesswork.
 Second: it saves time. Principles provide guidelines for actions.
 Third: principles enable the people to pass information from one generation to
another.

19. Henri Fayols 14 Principles of Management
The Administrative Theory was proposed by Henry Fayol, who studied the
organizational problems from the manager’s viewpoint and found organization’s
activities can be classified as Technical, Financial, Commercial, Security, Accounting and
managerial.

20. Henri Fayols 14 Principles of Management
Division of Work
• Henri believed that segregating work in the workforce amongst the worker will
enhance the quality of the product.
• Division of work improves the productivity, efficiency, accuracy and speed of the
workers.
• This principle is appropriate for both the managerial as well as a technical work
level.
Authority and Responsibility
• These are the two key aspects of management.
• Authority facilitates the management to work efficiently, and responsibility makes
them responsible for the work done under their guidance or leadership.

21. Henri Fayols 14 Principles of Management
Discipline
• Holding the notion that discipline is ‘respect for agreements which are directed
as achieving obedience, application, energy and the outward marks of respect’,
• Fayol declares that discipline requires good superiors at all levels, clear and fair
agreements and judicious application of penalties.
Unit of Command:
• This is the principle, which states that an employee should receive orders from
one superior only.

22. Henri Fayols 14 Principles of Management
Unity of Direction:
• According to Fayol, the unity of direction principle implies that each group of
activities having some objectives must have one head and one plan.
• As distinguished from the principle of unity of command, Fayol perceives unity
of direction as related to the functioning of personnel.
Subordination of Individual Interest to General Interest:
• In any group, the interest of the group should supersede that of the individual.
• When the interests differ, it is the function of the management to reconcile them.

23. Henri Fayols 14 Principles of Management
Remuneration of Personnel:
• The payment methods should be fair enough such that both the employees and
the employers are satisfied.
Centralization:
• Fayol defines centralization as the means of reducing the importance of
subordinate’s role in the organization, and the extent to which the authority is
centralized or decentralized depends on the organization type in which the
manager is working.

24. Henri Fayols 14 Principles of Management
Scalar Chain-
• Fayol on this principle highlights that the hierarchy steps should be from the top
to the lowest.
• This is necessary so that every employee knows their immediate senior also they
should be able to contact any, if needed.
Order-
• A company should maintain a well-defined work order to have a favourable work
culture.
• The positive atmosphere in the workplace will boost more positive productivity.
Equity
• All employees should be treated equally and respectfully.
• It’s the responsibility of a manager that no employees face discrimination.

25. Henri Fayols 14 Principles of Management
Stability
• An employee delivers the best if they feel secure in their job.
• It is the duty of the management to offer job security to their employees.
Initiative
• The management should support and encourage the employees to take
initiatives in an organization.
• It will help them to increase their interest and make then worth.
Esprit de Corps
• It is the responsibility of the management to motivate their employees and be
supportive of each other regularly.
• Developing trust and mutual understanding will lead to a positive outcome and
work environment.

26. Functions of Management
According to George & Jerry,
• “There are four fundamental functions of management
i.e. planning, organizing, actuating and controlling”.
• According to Henry Fayol, “To manage is to forecast and plan, to organize, to
command, & to control”.
• Whereas Luther Gullick has given a keyword ’POSDCORB’
• But the most widely accepted are functions of management given by KOONTZ
and O’DONNEL i.e. Planning, Organizing, Staffing, Directing and Controlling.

27. Planning
• According to KOONTZ, “Planning is deciding in advance - what to do, when to do
& how to do. It bridges the gap from where we are & where we want to be”.
• A plan is a future course of actions. It is an exercise in problem solving & decision
making.
• Planning is determination of courses of action to achieve desired goals. Thus,
planning is a systematic thinking about ways & means for accomplishment of
pre-determined goals. Planning is necessary to ensure proper utilization of
human & non-human resources.
• It is all pervasive, it is an intellectual activity and it also helps in avoiding
confusion, uncertainties, risks, wastages etc.

28. Organizing
• According to Henry Fayol,
• “To organize a business is to provide it with everything useful or its functioning
i.e. raw material, tools, capital and personnel’s”.
• Organizing as a process involves:
• Identification of activities.
• Classification of grouping of activities.
• Assignment of duties.
• Delegation of authority and creation of responsibility.
• Coordinating authority and responsibility relationships.

29. Staffing
According to Kootz & O’Donell,
• “Managerial function of staffing involves manning the organization structure
through proper and effective selection, appraisal & development of personnel to
fill the roles designed un the structure”.
Staffing involves:
 Manpower Planning
 Recruitment, Selection & Placement.
 Training & Development
 Remuneration
 Performance Appraisal.

30. Directing
• It is that part of managerial function which actuates the organizational methods
to work efficiently for achievement of organizational purposes.
• It is considered life-spark of the enterprise which sets it in motion the action of
people because planning, organizing and staffing are the mere preparations for
doing the work.
• Direction has following elements:
 Supervision
 Motivation
 Leadership
 Communication

31. Controlling
According to Theo Haimann,
• “Controlling is the process of checking whether or not proper progress is being
made towards the objectives and goals and acting if necessary, to correct any
deviation”.
• Therefore controlling has following steps:
 Establishment of standard performance.
 Measurement of actual performance.
 Comparison of actual performance with the standards and finding out
deviation if any.
 Corrective action.

32. School Management
• School Management comprises planning, organizing, staffing, leading or
directing, and controlling an educational institution with the purpose of
accomplishing the educational goals.
It can also be defined as,
• School Management is the system of rules, punishments and behavioral
strategies appropriate to the regulation of students and the maintenance of
order in schools.
• Its main aim is to create a safe and conducive learning environment in the
school.

33. Principles of School Management
 School Management is a goal oriented activity.
 It involves group efforts and an organized work and
performance towards the attainment of certain predetermined goals in
an educational institution.
 With active coordinated effort managers can achieve the goals of the
organization, by efficiently utilizing the material and human resources in
the educational environment.
 This requires some fundamental principles to be followed. some of them
are as follows.

34. Principle of well defined goals
• The first and foremost principle of effective school management is identifying and
defining goals of educational institution.
• These goals provides a clear direction to school managers that what and how the
school activities be organized. Without certain set objectives, the school
management will only be in chaos.
Principle of conducive learning
• The main aim of school management is to provide conducive learning environment
to the students.
• The school management must focus on the activities that may lead to create
healthy learning activities in school.

35. Principle of sharing responsibility
• Another important principle in school management is that everybody who is more
or less involved in the educational process should take the responsibility to share in
the work.
• A manager can only be successful with a responsible and vigilant
subordinates/team.
Principle of equality
• As equality is the basic hallmark of successful school management. It should be
treated and accepted in true spirit.
• So all the personnel who are involved in the school activities should get equal
facilities, rights and opportunities in doing their duty.

36. Principle of cooperation
• In order to make educational management of any educational program a successful
one, a greater cooperation should be ensured among different persons involved in
the field of educational management.
Principle of creativity
• Creativity and innovation is one such thing in the field of school management that
ensures success and progress of the institution.
• The school management must make its utmost effort to make the teaching learning
process in the school more creative and innovative.

37. Principle of rule of law
• The school management must ensure rule of law in the institution. All workforce
in the school should follow rules and regulations in true letter and spirit.
• Double standard of behavior to the workforce may leave them agitated and
demotivated.
Principle of community involvement
• The school management must work to involve the community in decision
making, planning, motivating and other such functions.

38. Thank You