Ph.

D 602 Advance
Psychological Foundation of
Education
By: Mary Catherine Huan, Ph.D
School Management
• The term ‘management’ is very comprehensive. It is certainly
broader than organization and administration.
• Management means the act of getting people together to
accomplish desired goals.
• Management comprises planning, organizing, resourcing,
leading or directing and controlling an organization (a group of
one or more people or entities) or effort for the purposes of
accomplishing a goal.
• The use of means and resources for realizing the specific
objectives is known as management.
OBJECTIVES OF MANAGEMENT

1.It helps in the task of running the institution smoothly and effectively.
2.It frames the polices, rules and regulations.
3.It lays down the structure of the organization.
4.It prescribes the power, authority, functions and responsibilities of the
different positions in the organization.
5.It provides good professional leadership and dynamic supervision.
6.It co-ordinates the various activities of the institution.
7.It creates conducive conditions for experimentation and research.
8.It aims at effective communication to maintain better working conditions and
human relationship.
9.It resolves the various conflicts that arise within the institution.
10.It helps the institution to function with social responsibility and ensures the
socio-emotional development of the community.
According to Sam Chand:

“I realized more passion isn’t the answer, and bigger

dreams aren’t always the solution.
Every leader is asking two questions: How can we
grow? And How can we grow faster? The only way
organization can grow bigger and move faster is by
acceleration the excellence of their systems and
structures.”
“A vision without a plan is just a hope, and a
plan without a deadline is only a wish.”
“The double –edged knife of a leader: help people live in peace, but stir up
enough chaos to make change happen.”

“Good questions focus our thinking and expand the possibilities.”

“Love covers a multitude of sins and feeling valued covers a ton of

tension.”

Strong, secure leaders realize their chief task is to provide security for
those around them.
The planning process:
• Analysis
• Vision Casting
• Strategic planning
• Tactical assignments

One of the most important traits of outstanding leaders is the

ability to anticipate the opportunities and challenges of the
future. All great leaders see farther than others, and they see
challenges and opportunities sooner than others.
Problems aren’t the problem, they’re signals
to pay attention and craft creative solutions.

People are looking for clarity not complexity.

Are you a nurturer or a future leader (giraffe) ?

We can learn to anticipate the future and be ready

for it.
What are the mosquitoes in our organizations? The leader’s
challenge is to notice the mosquitoes and the carriers before they
can infect others.
When people ask questions during times of change, don’t assume
they’re attacking you. They just need information and lots of
reassurance.

Our task as leaders is to paint a picture of a preferred future for our

entire organization and to help each individual stakeholder
understand it, anticipate the benefits and own it.

Teams can go through almost anything if they

trust each other.
 Every grand, bold vision encounters
significant opposition.

Suffering may make us hard and bitter, but it can make

us humble, tender, and wise.
No matter how beautifully we construct our systems to achieve
more size and speed, we’ll feel as though we’re running in
mud if we don’t have the right people in our structures.

When leaders don’t make tough decisions about

people who are a drag on their teams they lose
leadership equity with the rest of the team.

You know you need ladder holders at a higher level of

competence, talent, and execution if you’re going to
climb higher.
 God has made us so that none of us can thrive without
meaningful human connections. Create an “iron sharpening iron”
environment.
The culture of any dynamic organization is rich with differing perspectives, abilities
and environments.

The question isn’t whether the leaders want to be inclusive and want their teams to
be diverse but whether the people with different ideas feel valued. Differences can be
a team’s greatest strength. All the people on the team realize they can be different
and still be valued.

This is the work of alignment, so that team members complement each other’s efforts
instead of competing.
Proper people placement prevents problems. Poor people performance prevents
prosperity.
One of the traits of a dynamic, healthy organizational
culture is that people are unafraid to share their ideas.

“We’re going to welcome tension, learn to live with some

ambiguity, disagree in ways that stimulate without harming
anyone, and be as comfortable not making a decision as we
are making one. It begins with me, but I want all of us to make
a commitment to make tension healthy and productive on our
team.” The goal is for everyone to feel heard.
The institution staff’s main responsibility is to attract, recruit,
place, train and nurture as many volunteers as possible.

Leadership development doesn’t just happen.

Organizations need a comprehensive plan to expand
the number of people in the core and sharpen their
skills and effectiveness. This is central to strategy.
Look more deeply to discover the real needs in people’s
lives.

A vision that captures hearts propls the organization

forward.

The branding, messaging, and leadership are all shaped

by the clear conception of the need they are trying to
meet.

Our task is to bridge the divide between what is and

what might be.
System aren’t just buildings, programs, products and budgets. They are processes that create and use buildings, programs, products and
budgets to facilitate growth and change.

The size and speed of an organization are controlled by its systems and structures.
In application to Advance Psychological
Foundation of Education
Knowing the process, systems, structures and objectives of
school management functions provides a good blueprint and for
school leaders to follow. However, it should be coupled with
some successful experiences of how leaders’ response to issues
& concern, relationship with his/her team and how their style of
leadership relates to some advance psychological foundation of
education in how we handle our team well that brings them to
understanding, effective, motivation and life to our school
management functions in achieving our institutional goals.
References:

• https://drarockiasamy.wordpress.com/school-management/
• https://educarepk.com/principles-of-school-management.html

• Bigger Faster Leadership. Lessons from the Builder of the Panama

Canal. By: Samuel R. Chand