8/28/2021

Management strategies in educational

Institutions (8617)
[Assignment 01]

MUHAMMAD SAJAWAL KUNDI

BX613922
Q.1: Elaborate different functions of management with their role in education.

Ans. Fayol’s Functions of Management

He defined five primary functions of management and 14 principles of management:
The five functions are:

o To forecast and plan. Planning is a management function that involves

determining the best course of action to achieve the organizational goals set by
the management agency5. It requires managers to understand their
organization's environmental conditions, organizational capabilities and
capabilities, and predict future conditions and trends. There are many different
types of plans and layouts.

o Strategic planning includes analyzing competitive opportunities and threats, as

well as the organization's strengths and weaknesses, and then determining how
the organization is positioned to best achieve its goals. It is designed for the long-
term. It is the link between management and management, who are jointly
responsible for formulating the "correct strategy" to achieve the ethical
realization of corporate goals.

o Tactical planning is mid-term plan aims to develop relatively specific and

specific means for the implementation of the strategic plan.

o Operational planning is a short-term plan designed to develop specific steps to

support strategic and tactical plans.

o Project and program planning is short to medium term focused on achieving the
objectives the project or program has been created to deliver.

o To organize. Organization refers to the organizational structure and the

configuration of human resources established to ensure the realization of
organizational goals and the implementation of strategic plans. It is the
combination of necessary human and material teams in a systematic and
effective relationship. Achieve the desired effect , We organize:

 Ideas and principles of school system, education and extracurricular

activities, timetables, academic standards, etc.;

 Personnel in schools, classrooms, boards, groups, school staff, and inspectors.

 Materials in buildings, furniture and appliances, libraries, laboratories,

workshops, museums and art galleries.
Q. 2: How managers really work under guidance of functions described by Fayol?

Answer: Managers just don't go out and haphazardly perform their responsibilities.
Good managers discover how to master five basic functions: planning, organizing,
staffing, leading, and controlling.

Planning: This step defines exactly how to achieve a specific goal. For example,
suppose an organization’s goal is to increase the company’s sales. The manager must
first decide what steps need to be taken to achieve this goal. These steps can include
increasing the number of advertising, inventory, and sales staff. These necessary steps
are documented in the plan. If there is a plan, the manager can follow it to achieve the
goal of increasing the company's sales.

Organizing: Once the plan is in place, the manager must organize his equipment and
supplies according to his plan. Work assignment and authorization are two important
elements of an organization.

Staffing: Once managers understand the needs of their field, they can decide to
increase staff through recruitment, selection, training, and development. Managers of
large organizations often work with the company's human resources department to
achieve this goal.

Leading: The manager not only has to plan, organize and equip his team to achieve
the goal. You also have to take the lead. Leadership includes motivation,
communication, guidance and support. Managers are obliged to train employees,
help them and solve their problems.

Controlling: After the other elements are in place, a manager's job is not finished. He
needs to continuously check results against goals and take any corrective actions
necessary to make sure that his area's plans remain on track.

All managers at all levels of every organization perform these functions, but the amount
of time a manager spends on each one depends on both the level of management
and the specific organization.

Some academics have suggested the functions of management as described by Fayol

and others of the Administrative (or Process) School of management are not an
accurate description of the reality of managers’ jobs. The functions of management
such as planning, organizing, leading, and controlling do not depict the chaotic nature
of managerial work in post bureaucratic organizations.

Based upon an observational study of five executives in the 1970s, Henry Mintzberg
concluded that the work managers actually performed could best be represented by
three sets of roles, or activities:

o Interpersonal roles consisting of figurehead, leader, and liaison;

o Informational roles consisting of monitor, disseminator, and spokesperson; and
o Decision-making roles including entrepreneur, disturbance handler, resource
allocator, and negotiator.
Table 1 contains a more in‐depth look at each category of roles that help managers
carry out all five functions described in the preceding “Functions of Managers” section.

Q. 3 Define process capability. How this process help in education management?

Answer: Process capability is that the long performance level of a process once it's
statistically controlled; in alternative words, the performance of a process is the space
wherever action changes occur associated is decided by the common cause system.
The power to mix people, machines, methods, materials, and dimensions to provide
product that invariably meet client style necessities or expectations. Analysis of
interpretation and analysis of knowledge representing the process. The aim of process
capability analysis is to work out the distribution of deviations and determine the result
of your time on the mean and variance. Method capability research ought to be an
integral a part of the standard engineering function. Or new applications of design,
take a look at planning, and analysis methods. Method capability is that the ability of a
process to fulfill technical or alternative requirements, that is, to meet the wants
suggests to it. Process. Deviations are caused by the variability of the measured values
and don't have anything to try to with the mensuration conditions and should be
eliminated. Therefore, preventive measurement is recommended. In these texts, the
verification criteria are measured by the testing team. Take inspection. once evaluating
the aptitude of the measurement process, observe the measurement knowledge
(caused by the measurement process) and also the systematic deviation from the
specified value. Each of those efforts are driven by the technological development of
mensuration equipment. Innovations (including electronic devices that may diagnose,
self-calibrate, and mechanically correct output signals supported the state of the
measuring device) have cut backed the variability of the measurement process, and
the centering effort has exaggerated the chance of measuring instruments. Direct
impact-Opportunity b higher adapt to the assembly process, reduce defective
products, and thereby increase production efficiency.

Q. 4: Describe the importance of SWOT analysis in decision making.

Answer:

SWOT stands for strengths, weaknesses, opportunities and threats, which is why SWOT
analysis is a method for evaluating the four aspects of a company. You can use SWOT
analysis to make the most of what you gain to maximize the benefit of your business,
and you can reduce the chance of failure by understanding what you overlook and
eliminating threats that might surprise you. ... Even better, you can first develop a
strategy that differentiates you from your competitors and thus enables you to succeed
in the market.

An overview of the four factors (Strengths, Weaknesses, Opportunities and Threats) is

given below:

o Strengths: Strengths are where your organization is particularly good at or makes

it stand out from the competition. Think about the advantages of your
organization over other organizations. This may be motivation for your
employees, access to certain materials, or reliable recruitment.

Manufacturing process. Your strengths are an integral part of your organization,

so consider why they "work". What are you best at and what are the values that
drive the development of your company? What unique or cheap resources can
you use that no one else can use? Identify and analyze your company’s USP and
add it to the "Strengths" section. Then change your perspective and ask yourself
what your competitors think of your strengths. What factors mean you are ahead
of them?

Remember, any aspect of your organization can only become an advantage if

it gives you a clear advantage. For example, if all your competitors provide high-
quality products, high-quality manufacturing processes are not an advantage in
your market, but a must.
o Weaknesses: Now it's time to consider your organization's weaknesses. Be honest!
A SWOT Analysis will only be valuable if you gather all the information you need.
 So, it's best to be realistic now, and face any unpleasant truths as soon as
possible.

Weaknesses, like strengths, are inherent features of your organization, so focus on

your people, resources, systems, and procedures. Think about what you could
improve, and the sorts of practices you should avoid.

Once again, imagine (or find out) how other people in your market see you. Do
they notice weaknesses that you tend to be blind to? Take time to examine how
and why your competitors are doing better than you. What are you lacking?

o Opportunities: Opportunities are openings or chances for something positive to

happen, but you'll need to claim them for yourself!

They usually arise from situations outside your organization, and require an eye to
what might happen in the future. They might arise as developments in the
market you serve, or in the technology you use. Being able to spot and exploit
opportunities can make a huge difference to your organization's ability to
compete and take the lead in your market.

Think about good opportunities you can spot immediately. These don't need to
be game-changers: even small advantages can increase your organization's
competitiveness. What interesting market trends are you aware of, large or small,
which could have an impact?

You should also watch out for changes in government policy related to your
field. And changes in social patterns, population profiles, and lifestyles can all
throw up interesting opportunities.

o Threats: Threats include anything that can negatively affect your business from
the outside, such as supply chain problems, shifts in market requirements, or a
shortage of recruits. It's vital to anticipate threats and to take action against
them before you become a victim of them and your growth stalls.

Think about the obstacles you face in getting your product to market and selling.
You may notice that quality standards or specifications for your products are
changing, and that you'll need to change those products if you're to stay in the
lead. Evolving technology is an ever-present threat, as well as an opportunity!

Always consider what your competitors are doing, and whether you should be
changing your organization's emphasis to meet the challenge. But remember
that what they're doing might not be the right thing for you to do, and avoid
copying them without knowing how it will improve your position.

Be sure to explore whether your organization is especially exposed to external

challenges. Do you have bad debt or cash-flow problems, for example, that
could make you vulnerable to even small changes in your market? This is the kind
of threat that can seriously damage your business, so be alert
Q. 5 Describe the concept of strategic decision making plays important role for
working in educational institutions.

Ans. Strategic decisions are the decisions that are concerned with whole environment
in which the firm operates the entire resources and the people who form the company
and the interface between the two.

In essence, strategic planning is the process of setting goals, deciding on actions to

achieve those goals, and mobilizing the resources needed to take those actions. A
strategic plan describes how goals will be achieved through the use of available
resources.

Strategic planning in education has taken its own path to become a far less
confrontational discipline. While it initially flowed from business practices due to people
moving from the private sector into educational leadership positions, many of those
planning tools and paradigms have adapted to focus on engagement and consensus.

This is because strategic planning requires community support at the school district
level, both functionally and legislatively. School districts of all sizes use strategic planning
to achieve the broad goals of improving student outcomes and responding to
changing demographics while staying within the given funding box.

In top-performing schools, leaders have proactively shifted their strategic planning

process to genuinely include and involve parents and other key constituent groups.
They know that without community support and the insight that comes with community
engagement, their strategic plans are likely to fail.

Characteristics/Features of Strategic Decisions

 Strategic decisions provide recommendations for important resources of the

organization. These decisions may include ownership of new resources,
organization of others, or reallocation of others.

 Strategic decision-making seeks to balance the ability of the organization's

resources with threats and opportunities. Organize event. It's about who they
want the organization to be.

 Strategic decisions are related to major changes because the organization

operates in a constantly changing environment.

 Strategic decisions are complex.

 Strategic decisions in strategic decisions are different from administrative and
operational decisions. Administrative decisions are routine decisions that support
or promote strategic or operational decisions. Operational decisions are
technical solutions that help make strategic decisions. Cost reduction is a
strategic decision achieved through the operational decision to reduce labor,
and how we implement this reduction will be an administrative decision.