MANAGEMENT PRINCIPLES

QUESTIONNAIRE
The first five (1) One should ignore certain faults in the work of subordinates
questions all in order not to discourage them.
relate to the (2) I spend too much time sorting out problems that my
way in which subordinates ought to be able to deal with.
we manage (3) I try to tell my subordinates exactly what they have to do and
others or how I want it done.
believe that (4) I know enough about my area of responsibility to be able to
we ought to take most decisions quickly and without having to seek the
manage views of my subordinates.
others (5) I always tell my staff why we are making changes.
MANAGEMENT PRINCIPLES
QUESTIONNAIRE
Questions 6– (6) If anyone finds any fault at all with my work I would rather
10, on the he or she told me to my face.
other hand, (7) If I have a problem I like my boss to take over and sort it
are concerned out.
with the way (8) I like to be told exactly how I am to do my job.
in which we (9) If my boss is going to take a decision affecting me or my
believe we department I like him or her to consult me first.
are or ought
(10) It is difficult to appreciate the logic behind many education
to be office
managed.
decisions.
Question 0 1 2 3 4 Question 0 1 2 3 4

1 1 5 2 1 8 6   1   2 14

The way we manage others The way we like to be managed

1. One should ignore certain faults in (6) If anyone finds any fault at all
the work of subordinates in order not with my work I would rather he or
to discourage them. she told me to my face.
0 1 2 3 4 0 1 2 3 4
(totally disagree) (totally agree) (totally disagree) (totally agree
Question 0 1 2 3 4 Question 0 1 2 3 4

2 1 5 5 6 7   3 2 5 7

The way we manage others The way we like to be managed

2) I spend too much time sorting out (7) If I have a problem I like my boss to
problems that my subordinates ought to take over and sort it out.
be able to deal with.
0 1 2 3 4
0 1 2 3 4
(totally disagree) (totally agree
(totally disagree) (totally agree)
Question 0 1 2 3 4 Question 0 1 2 3 4

3 1 2 2 11 8   3 14

The way we manage others The way we like to be managed

(3) I try to tell my subordinates exactly (8) I like to be told exactly how I am to
what they have to do and how I want do my job.
it done. 0 1 2 3 4
0 1 2 3 4 (totally disagree) (totally agree
(totally disagree) (totally agree)
Question 0 1 2 3 4 Question 0 1 2 3 4

4 4 5 7 9   1 4 12

The way we manage others The way we like to be managed

(4) I know enough about my area of (9) If my boss is going to take a decision
responsibility to be able to take most affecting me or my department I like
decisions quickly and without having to
him or her to consult me first.
seek the views of my subordinates.
0 1 2 3 4
0 1 2 3 4
(totally disagree) (totally agree
(totally disagree) (totally agree)
Question 0 1 2 3 4 Question 0 1 2 3 4

5 3 14 10   10 6

The way we manage others The way we like to be managed

(5) I always tell my staff why we are (10) It is difficult to appreciate the logic
making changes. behind many education office decisions.

0 1 2 3 4
0 1 2 3 4
(totally disagree) (totally agree
(totally disagree) (totally agree)
 TEACHERS AS MANAGERS
Those teachers THE MANAGER AND THE ORGANIZATION
who have some The ‘organization (be it department, school, college,
responsibility for university, education authority or, indeed, the
planning, educational system) expects of its ‘managers’ three
things. These are that they will
organizing,
directing and (1) integrate its resources in the effective pursuit of its
goals;
controlling the
work of other (2) be the agents of effective change; and
teachers. (3) maintain and develop its resources.
PROCESS OF
MANAGEMENT
1) setting direction, aims and objectives; Which managament
(2) planning how progress will be made or a goal elements does a
achieved; teaching job contain?
(3) organizing available resources (people, time,
materials) so that the goal can be economically
achieved in the planned way;
(4) controlling the process (i.e. measuring
achievement against plan and taking corrective
action where appropriate); and
(5) setting and improving organizational
standards.
 Main sources of
educational
management
THEORETICAL PEDAGOGICAL TOOLS AND
RESOURCES: PARTNERSHIP:
-management theories -Examples of management situations
-Innovation trends -Case studies
-Visits to organizations
-Scientific research
-Consulting services, teachers as consultants
-Advances in pedagogy -Strategic planning initiatives
Training courses PERSONAL
EXPERIENCE:
-Professional experience as
manager
-training courses in
manangment and pedagogy
-learning efforts to update
knowledge
-Technical qualifications as
specialist
Management has a deep relationship with several areas of human behaviour as the
competence to analyse, to plan activities, to define objectives, to formulate
strategies, to decide, to motivate people in order to coordinate and control the
possibility of achieving goals.
Problem and solution tres
- Many organizations need executives with real capabilities to understand different
situations, to decide the more adequate solutions, and with the practical knowledge,
which satisfy their needs to sustain competitiveness (Holmes, 1999).
- Managers also need to be good team players, have good social and communication
skills, and able to persuade and relate to others according to different professional
situations and
organisations’ needs.