Basic Management Process Principles of School Management

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

2. List of Contents
Introduction
Definition of Management
Features of Management
Importance of Management
Objectives of Management
Different type of Management Styles
Levels of Management
Functions of Management
Definition of Principle
Principles of Management
Principles of School Management

3. Introduction
All organizations - business, political, cultural or social are involved in management.
It is the management which directs the various efforts towards a definite purpose. It
includes ensuring availability of raw materials, determination of wages and salaries,
formulation of rules & regulations.
Being effective means doing the appropriate task i.e. fitting the square pegs in square
holes. Being efficient means doing a task correctly at least possible cost with minimum
wastage of resources.
Management can be defined in detail in following categories
Management as a Process -Management as a Discipline
Management as a activity -Management as a Science
Management as an Art -Management as a Profession

4. Definition of Management
According to Harold Koontz,
“Management is an art of getting things done through and with the people in
formally organized groups. It is an art of creating an environment in which people can
perform and individuals and can co-operate towards attainment of group goals”.
According to F.W. Taylor,
“Management is an art of knowing what to do, when to do and see that it is
done in the best and cheapest way”.
According to Louis E Boone & David L Kurtz
“The use of people and other resources to accomplish objectives”

5. Management as a Process
According to George R. Terry:
“Management is a distinct process consisting of planning, organizing, actuating and
controlling, performed to determine and accomplish stated objective by the use of
human beings and other resources”
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

6. 1-Management is a social process
Since human factor is most important among the other factors, therefore
management is concerned with developing relationship among people.
It is the duty of management to make interaction between people - productive and
useful for obtaining organizational goals.
2-Management is an integrating process
Management undertakes the job of bringing together human physical and financial
resources so as to achieve organizational purpose. Therefore, is an important
function to bring harmony between various factors
3-Management is a continuous process
It is a never ending process. It is an on-going process.
It is concerned with constantly identifying the problem and solving them by taking
adequate steps.

7. Objectives of Management
Management should strive to fulfill the following objectives,
It helps in the task of running the institution smoothly and effectively.
It frames the polices, rules and regulations.
It lays down the structure of the organization.
It prescribes the power, authority, functions and responsibilities of the different
positions in the organization.
It provides good professional leadership and dynamic supervision.
It co-ordinates the various activities of the institution.

8. Features of Management
Management is an activity concerned with guiding human and physical resources such
that organizational goals can be achieved.
Nature of management can be highlighted as:
Management is Goal-Oriented
Management integrates Human, Physical and Financial Resources
Management is Continuous
Management is all Pervasive
Management is a Group Activity

9. Different type of Management Styles
Traditional Management
There is a hierarchy of employees, low level management, mid-level management,
and senior management. In traditional management systems, the manager sets out
expectations for the employees who need to meet goals, but the manager receives
the reward of meeting those 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 problems but doesn’t dictate policy and
the entire team receives the reward of meeting those goals.
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.

10. Importance of Management
1-It helps in Achieving Group Goals
It arranges the factors of production, assembles and organizes the resources,
integrates the resources in effective manner to achieve goals.
It directs group efforts towards achievement of pre-determined goals.
By defining objective of organization clearly there would be no wastage of time,
money and effort.
Management converts disorganized resources of men, machines, money etc. into
useful enterprise. These resources are coordinated, directed and controlled in such a
manner that enterprise work towards attainment of goals.

11. 2-Optimum Utilization of Resources
Management utilizes all the physical & human resources productively. This leads to
efficacy in management.
Management provides maximum utilization of scarce resources by selecting its best
possible alternate use in industry from out of various uses.
It makes use of experts, professional and these services leads to use of their skills,
knowledge, and proper utilization and avoids wastage.
If employees and machines are producing its maximum there is no under employment
of any resources.
3-Reduces Costs
It 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

12. 4-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.
5-Establishes Equilibrium
It enables the organization to survive in changing environment.
It keeps in touch with the changing environment and adapts to changing demand.

13. 6-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 will get maximum output at minimum
cost by creating employment opportunities which generate income in hands.
Organization comes with new products and researches beneficial for society.

14. 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 business and
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 in three broad categories:
Top level / Administrative level
Middle level / Executory
Low level / Supervisory / Operative / First-line managers

15. Top level / Administrative level
The role of the top management can be summarized as follows
Top management lays down the objectives and broad policies of the enterprise.
It issues necessary instructions for preparation of department budgets, procedures, schedules etc.
It prepares strategic plans & policies for the enterprise.
It appoints the executive for middle level i.e. departmental managers.
It controls & coordinates the activities of all the departments.
It is also responsible for maintaining a contact with the outside world.
It provides guidance and direction.
The top management is also responsible towards the shareholders for the performance of the enterprise.

16. Middle level / Executory
The role of the middle management can be summarized as follows
◦ They execute the plans of the organization in accordance with the policies and directives of the top
management.
◦ They make plans for the sub-units of the organization.
◦ They participate in employment & training of lower level management.
◦ They interpret and explain policies from top level management to lower level.
◦ They are responsible for coordinating the activities within the division or department.
◦ It also sends important reports and other important data to top level management.
◦ They evaluate performance of junior managers.
◦ They are also responsible for inspiring lower level managers towards better performance.

17. Low level / Supervisory
The role of the Low level / Supervisory management can be summarized as follows
◦ Assigning of jobs and tasks to various workers.
◦ They guide and instruct workers for day to day activities.
◦ They are responsible for the quality as well as quantity of production.
◦ They are also entrusted with the responsibility of maintaining good relation in the organization.
◦ They communicate workers problems, suggestions, and recommendatory appeals etc to the higher level and higher
level goals and objectives to the workers.
◦ They prepare periodical reports about the performance of the workers.
◦ They ensure discipline in the enterprise.
◦ They motivate workers.

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
Division of Labor
Party of Authority &
Responsibility
Principle of One Boss
Unity of Direction
Equity
Order
Discipline
Initiative
Fair Remuneration
Stability of Tenure
Scalar Chain
Sub-Ordination of Individual
Interest to General Interest
Espirit De’ Corps (can be
achieved through unity of
command)
Centralization & De-
Centralization

20. Henri Fayols 14 Principles of Management
Division of Work – Assign each employee a task that they can become proficient at.
Productivity increases as employees become more skilled, assured and efficient. Today,
experts still warn against
Authority – Managers must possess the authority to give orders, and recognize that with
authority comes responsibility. As well as rank, Fayol argues that a manager's intelligence,
experience and values should command respect.
Discipline – Everyone should follow the rules. To help, you can make agreements
between the organization and employees clear for all to see.
Unity of Command – Fayol wrote that "an employee should receive orders from one
supervisor only." Otherwise, authority, discipline, order, and stability are threatened.

21. Henri Fayols 14 Principles of Management
• Collective Interest Over Individual Interest – Individuals should pursue team interests
over personal ones – including managers.
• Remuneration – Employee satisfaction depends on fair remuneration for everyone –
financial and non-financial. Fayol said pay should be fair and reward "well-directed
effort.“
• Centralization – Balancing centralized decision making (from the top) with letting
employees make decisions. Or as Fayol wrote, "A place for everyone and everyone in his
place.“
• Scalar Chain – Employees should know where they stand in the organization's hierarchy
and who to speak to within a chain of command. Fayol suggested the now-familiar
organization chart as a way for employees to see this structure clearly.

22. • Order – Fayol wrote that, "The right man in the right place" forms an effective social
order. He applied the same maxim to materials: right one, right place.
• Equity – Managers should be fair to all employees through a "combination of kindliness
and justice." Only then will the team "carry out its duties with... devotion and loyalty."
• Stability of Tenure of Personnel Organizations should minimize staff turnover and role
changes to maximize efficiency. If people are secure and good at their jobs, they are
happier and more productive.
• Initiative – Employees should be encouraged to develop and carry out plans for
improvement. As Fayol wrote, "At all levels of the organizational ladder, zeal and energy
on the part of employees are augmented by initiative.“
• Esprit de Corps – Organizations should strive to promote team spirit, unity, and morale.

23. Functions of Management
Different experts have classified 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.

24. 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.

25. 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”.
• To organize a business involves determining & providing human and non-human
resources to the organizational structure.
• 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.

26. Staffing
• The main purpose of staffing is to put right man on right job i.e. square pegs in square
holes and round pegs in round holes.
• 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.

27. 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 is that inert-personnel aspect of management which deals directly with
influencing, guiding, supervising, motivating sub-ordinate for the achievement of
organizational goals. Direction has following elements:
 Supervision
 Motivation
 Leadership
 Communication

28. 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”.
• According to Koontz & O’Donell “Controlling is the measurement & correction of
performance activities of subordinates in order to make sure that the enterprise
objectives and plans desired to obtain them as being accomplished”.
• 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.

29. 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.

30. 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.
 Principle of well defined goals
 Principle of conducive learning
 Principle of sharing responsibility
 Principle of equality
• Principle of cooperation
• Principle of creativity
• Principle of rule of law
• Principle of community involvement

31. 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.

32. 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.

33. 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.

34. 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.

35. Thank You