EDAD 303 Ecology and Problems of

Educational Administration
A. THEORETICAL AND
METHODOLOGICAL
APPROACHES TO THE
STUDY OF ORGANIZATIONS
Classical Organizational Theory
There is one best way to perform a task
Classical organizational theory espouses
two perspectives:
1. Scientific management focusing on
the management of work and workers
(Frederick Taylor)
2. Administrative management -
addressing issues concerning how overall
organization should be structured (Henri Fayol
Luther Halsey Gulick, Max Weber)



Key Points of Scientific Management
1. Scientific Job Analysis observation, data
gathering, and careful measurement determine the
one best way to perform each job

2. Selection of Personnel scientifically select
and then train, teach, and develop workers

3. Management Cooperation managers should
cooperate with workers to ensure that all work is
done in accordance with the principles of the
science that developed the plan

4. Functional Supervising managers assume
planning, organizing, and decision-making
activities, and workers perform jobs
Fayols 5 Management Functions
Fundamental roles performed by all
managers:

Planning developing an outline of the things that
must be accomplished and the methods for
accomplishing them

Organizing establishes the formal structure of
authority through which work subdivisions are arranged,
defined, and coordinated to implement the plan


Commanding the continuous task of making
decisions, communicating and implementing decisions,
and evaluating subordinates properly

Coordinating all activities and efforts needed to
bind together the organization in order to achieve a
common goal

Controlling setting standards, measuring actual
performance and taking corrective actions.

Fayols 14 Principles:
1. Division of Work improves efficiency
through a reduction of waste, increased output,
and simplification of job training

2. Authority and Responsibility
authority: the right to give orders and the power
to extract obedience responsibility: the
obligation to carry out assigned duties

3. Disciplinerespect for the rules that govern
the organization

4. Unity of Commandan employee should
receive orders from one superior only

5. Unity of Directiongrouping of similar
activities that are directed to a single goal under one
manager

6. Subordination of Individual
Interests to the General Interest
interests of individuals and groups should not take
precedence over the interests of the organization as a
whole.

. 7. Remuneration of Personnelpayment
should be fair and satisfactory for employees and the
organization
8. Centralizationmanagers retain final
responsibility subordinates maintain enough
responsibility to accomplish their tasks

9. Scalar Chain (Line of Authority)the
chain of command from the ultimate authority to the
lowest
10. Orderpeople and supplies should be in the
right place at the right time

11. Equitymanagers should treat employees
fairly and equally

12. Stability of Tenure of Personnel
managerial practices that encourage long-term
commitment from employees create a stable workforce
and therefore a successful organization

13. Initiativeemployees should be encouraged
to develop and carry out improvement plans

14. Esprit de Corpsmanagers should foster
and maintain teamwork, team spirit, and a sense of
unity among employees

Max Webers Concept of Bureaucracy
an ideal form of organizational structure. He defines
bureaucratic administration as the exercise of control
on the basis of knowledge
Weber states, Power is principally exemplified within
organizations by the process of control

Power: any relationship within which one person
could impose his will, regardless of any resistance from
the other.

Authority: existed when there was a belief in the
legitimacy of that power.



Weber classifies organizations
according to the legitimacy of their
power and uses three basic
classifications:

Charismatic Authority: based on the sacred
or outstanding characteristic of the individual.

Traditional Authority: essentially a respect for
customs.

Rational Legal Authority: based on a code or
set of rules.

Common Criticisms of Classical
Organizational Theory
1. Classical principles of formal organization may lead to
a work environment in which slow phasing.

2. Employees have minimal power over their jobs and
working conditions

3. Subordination, passivity and dependence are expected
work to a short term perspective

4. Employees are lead to mediocrity

5. Working conditions produce to psychological failure
as a result of the belief that they are lower class
employees performing menial tasks

Neo- classical Theory:

focused on jobs
and machines
towards the
human side
of management
Elton Mayo is considered to
be the founder of the
neoclassical theory
Abraham Maslow
Douglas McGregor
Frederick Herzberg
Keth David
Rensis Likert

....
It is the
systematic
study
of the actions
and attitudes
that people
exhibits
in the
organization
Chris Argyris
Homans Kurt
Lewin
R.L.Katz
Modern Organization or Systems Approach
5
B. EDUCATIONAL INSTITUTIONS:
AS ORGANIZATIONAL SCHEME
1. Concepts of Formal Organization
Formal Organization is an assembly of persons
with a fixed set of rules of intra-organization
Procedures and structures

Strategy
Vision
Governance
Comparative
Advantage

Structure
Power and
authority,
information
flow,
organizational
roles

Reward
System
Compensation
and rewards
Business
Processes &
Lateral Links
Networks, matrix
structures
Human
Resource
Management
Hiring, work
feedback, training
Some rules in an organization that must be followed
Work is
delegated to
each individual
Authority,
responsibility, and
accountability of
individuals is very
well defined
Each individual has
its definite place in
the hierarchical
structures
The application of
concept of
specialization and
division of labor
Status
symbol
Strict
observance
of the
principle of
coordination
Characteristics
of a formal
organization
Formal
Organization
Informal
Organization
Informal
Organizations
Hawthorne Effects/
Observer Effects
Different Reasons for Informal Organizations
Informal
standards
Informal
communications
Informal groups
Informal Leaders
Personal goals and interests of
workers differ from
organizational goals
Changes of communication
routes due to personal relations
Between co-workers
Certain groups of co-workers have
the same interest or same origin
Due to charisma and popularity,
certain members win more
influence than originally intended

Social
Organization
between and
among
INDIVIDUALS
GROUPS
Characteristics
of Social
Organizations
SIZE
SEXUAL
COMPOSITION
LEADERSHIP
STRUCTURE
DIVISION OF
LABOR
COMMUNICATION
SYSTEM
Dyad the
smallest level of
organization
consist of two
people
Interaction is very
personal
Require continuing active
participation and
commitment of both
members
Members make up rules during the
interaction
The most unstable of the social groups
BROAD CATEGORIES OF GROUPS
Primary Group
Secondary
Group
Involve face to face
interaction
Interaction is
unspecialized
Bonds that are formed are
relatively permanent

Small and intimate
More impersonal
And informal
More specialized and
goal oriented
Temporary and
usually larger
Require less of an
Emotional commitment
3. Concept of Professional Organization
Professional
Organization
Non-Profit
seeking to
further a
particular
profession
the interests of
individuals
engaged in that
profession
and the public interest
Quality
Performance
Culture
Learning
Organization
Leadership
Development
High
Reliability
Organizational
Climate
Readiness for
Change
High
performance
Teams
The Bottom Up
Approach to
Quality
CHAPTER III. Educational Institutions
as a System
system of public and
private schools
and colleges that
offer students formal
education from
kindergarten to
college graduation.

Educational




Institutions
Dynamics of Educational Institutions
as a System
Structural
Analysis
Relationships
among
Subsystem
and Levels
Drivers for
Change
Modeling
Method
Structural
Analysis
Institutional and
Social Practices
Hierarchical and
Significant Levels
of Organization
Timescale experience
by students within the
system
Human resources
Relationships
Among Subsystems
and Levels

Thrust of Education
-Instruction
- Research
-Extension
-Production

Globalization
Networking
Linkaging
Academe Industry
Linkage
Drivers for Change
Vision
Mission Goals
Objectives
Modeling Method
(Outcome Based)
Quality of Graduates
-Employability
(Employed or
Underemployed)
-- Employment Status
Performance of
Graduates
-NMAT
- Licensure
Examinations
CHAPTER III. The Philippine Education
Institutions
Functions
1. Teaching basic
skills such as
functional literacy
and numeracy
2. Teaching
knowledge
and skills for
specific jobs
3. Transmitting
the culture (beliefs,
norms and values)
of the society
4. Developing
skills in critical
thinking and
preparing the
individual to live
in the society
5. Catering to the total development
Of the individual (spiritual, moral, educational
and physical)
DepEd
Organization of Philippine Education

CHED
TESDA
Trifocalized Function
The Environment of Philippine
Education Institutions

1. External Environment
schools with
similar course
offerings and
services offered
COMPETITORS
Organizational size
Strategies
Location & Market
Competitive advantage
Offshore/crossborder
education
INDUSTRIES
The end-users of
graduates
Demands
Demographic
changes
Things that are
offered for
operation
Grants
Government
subsidy
Scholarship
Endowment
Legal System
Executive Orders
Policies
2. The Internal Environment
School
Philosophy
Vision
Mission
Goals
Objectives
School Structure
Hierarchical arrangement
School
Resources
Teachers
Facilities/
Equipment
Technology
Budget
EDUCATIONAL PROBLEMS AND ISSUES
Decline in
the quality
of
Education
EDUCATIONAL REFORMS PROPOSED
Amend System of
Budgeting
in Education
Promote
Involve business and industry
leaders in the
Academe
Develop a rationalize
program in