Educational Management Theories Reviewer PDF

**Theories in Educational Management** **1. Systems Theory** **Core Idea:** - Views schools as **open systems** that interact with their external environment. - Emphasizes the importance of inputs (resources), processes (operations), and outputs (results). **Key Components:** 1. *...

**Theories in Educational Management** **1. Systems Theory** **Core Idea:** - Views schools as **open systems** that interact with their external environment. - Emphasizes the importance of inputs (resources), processes (operations), and outputs (results). **Key Components:** 1. **Inputs:** Teachers, students, curriculum, funding. 2. **Processes:** Teaching methods, administrative processes, school culture. 3. **Outputs:** Student learning outcomes, graduation rates, stakeholder satisfaction. 4. **Feedback Loop:** Ensures adjustments are made based on performance and environmental changes. **Application:** - Encourages adaptability and collaboration with stakeholders like parents, community members, and policymakers. **2. Contingency Theory** **Core Idea:** - \"One size doesn't fit all\" in management. Decisions depend on the **specific context** and environment. **Key Principles:** 1. **Environment:** External factors influence decisions (e.g., funding, policies, community needs). 2. **Flexibility:** Leaders should adapt their style based on the situation (e.g., crises require directive leadership, while routine operations benefit from participative leadership). 3. **Task-Environment Fit:** Organizational success hinges on matching strategies to current conditions. **Application:** - A principal may choose a collaborative approach during normal school operations but adopt a more directive style during emergencies like natural disasters. **3. Transformational Leadership Theory** **Core Idea:** - Focuses on inspiring and motivating staff and students to **achieve beyond expectations**. **Key Components:** 1. **Idealized Influence:** Being a role model for ethical and visionary leadership. 2. **Inspirational Motivation:** Setting a compelling vision and rallying the team. 3. **Intellectual Stimulation:** Encouraging innovation and problem-solving. 4. **Individualized Consideration:** Recognizing individual needs and fostering professional growth. **Application:** - Principals inspire teachers to embrace new teaching methods and motivate students to achieve academic excellence. **Models in Educational Management** **1. Scientific Management** **Core Idea:** - Pioneered by **Frederick W. Taylor**, focuses on **efficiency** through task standardization and performance measurement. **Key Principles:** 1. **Task Specialization:** Divide tasks into smaller, simpler parts. 2. **Standardization:** Establish clear, efficient procedures for tasks. 3. **Performance Measurement:** Use metrics to evaluate effectiveness. 4. **Incentives:** Reward good performance to encourage productivity. **Application:** - Streamlining administrative processes like attendance tracking or financial management for efficiency. **2. Human Relations Model** **Core Idea:** - Focuses on the **well-being of staff** and the importance of interpersonal relationships in fostering a positive work environment. **Key Principles:** 1. **Employee Motivation:** Recognizing the emotional needs of staff. 2. **Collaboration:** Encouraging teamwork and open communication. 3. **Job Satisfaction:** Enhancing morale leads to better performance. **Application:** - Principals create a supportive work culture through team-building activities, professional development programs, and open-door policies. **3. Instructional Leadership Model** **Core Idea:** - Emphasizes improving **teaching quality** and **learning outcomes**. **Key Principles:** 1. **Focus on Learning:** Centered around students\' academic achievement. 2. **Teacher Support:** Regular classroom observations and constructive feedback. 3. **Resource Allocation:** Ensuring teachers have the materials and training needed. 4. **Data-Driven Decision-Making:** Using assessment data to guide instructional strategies. **Application:** - A school head ensures regular professional learning for teachers and aligns resources to improve classroom instruction. **Memorization Tips** 1. **Acronyms for Quick Recall:** - Systems Theory: **I-P-O-F** (Inputs, Processes, Outputs, Feedback). - Transformational Leadership: **4 I\'s** (Idealized Influence, Inspirational Motivation, Intellectual Stimulation, Individualized Consideration). 2. **Visualization:** - Imagine a school as a factory (Scientific Management), a family (Human Relations), and a mission-focused team (Instructional Leadership). 3. **Chunking Concepts:** - Group related points (e.g., Systems Theory: inputs, processes, outputs). 4. **Real-Life Examples:** - Associate each theory or model with scenarios you've observed in DepEd or experienced as a leader. **Theories in Educational Management** **1. Systems Theory** **Proponents:** **Ludwig von Bertalanffy** (General Systems Theory, 1950s), later adapted to organizations by **Daniel Katz and Robert L. Kahn** in their work *The Social Psychology of Organizations (1966)*. **Core Idea:** - Schools are **open systems** interacting with external environments. **Key Components:** - Inputs, Processes, Outputs, and Feedback. **2. Contingency Theory** **Proponents:** **Fred Fiedler** (Leadership Contingency Model, 1964) and expanded by others like **Paul Hersey and Ken Blanchard** (Situational Leadership, 1977). **Core Idea:** - Management decisions depend on specific situations, emphasizing flexibility and adaptability. **Key Principles:** - Environment, Flexibility, and Task-Environment Fit. **3. Transformational Leadership Theory** **Proponents:** **James MacGregor Burns** (1978) introduced the concept, which was later expanded by **Bernard Bass**(1985). **Core Idea:** - Inspires and motivates organizational change and improvement. **Key Components:** - Idealized Influence, Inspirational Motivation, Intellectual Stimulation, and Individualized Consideration. **Models in Educational Management** **1. Scientific Management** **Proponent:** **Frederick W. Taylor** (1911), known as the \"Father of Scientific Management.\" **Core Idea:** - Emphasizes efficiency through task standardization and performance measurement. **Key Principles:** - Task Specialization, Standardization, Performance Measurement, and Incentives. **2. Human Relations Model** **Proponents:** **Elton Mayo** and his colleagues through the **Hawthorne Studies** (1924--1932). **Core Idea:** - Focuses on interpersonal relationships and staff well-being. **Key Principles:** - Employee Motivation, Collaboration, and Job Satisfaction. **3. Instructional Leadership Model** **Proponents:** **Philip Hallinger** and **Joseph Murphy** (1985). **Core Idea:** - Prioritizes teaching quality and learning outcomes. **Key Principles:** - Focus on Learning, Teacher Support, Resource Allocation, and Data-Driven Decision-Making. **Memorization Aids** **Acronyms with Proponents:** 1. **Systems Theory:** **K-B-K** (Katz, Bertalanffy, Kahn). 2. **Contingency Theory:** **F-H-B** (Fiedler, Hersey, Blanchard). 3. **Transformational Leadership:** **B-B** (Burns, Bass). 4. **Scientific Management:** **Taylor** (easy to remember as a single name). 5. **Human Relations Model:** **Mayo** (Hawthorne Studies). 6. **Instructional Leadership:** **H-M** (Hallinger, Murphy). **Mnemonic to Link Theories & Models:** \"**Smart Cats Teach Happy Ideas**\"\ (Smart = Systems, Cats = Contingency, Teach = Transformational, Happy = Human Relations, Ideas = Instructional Leadership). **Theories in Educational Management** **1. Systems Theory** **Proponents:** - **Ludwig von Bertalanffy** (originator of General Systems Theory, 1950s). - Adapted to organizations by **Daniel Katz and Robert L. Kahn** in *The Social Psychology of Organizations* (1966). **Key Concepts:** - Views schools as **open systems** interacting with their external environments. - Emphasizes **inputs**, **processes**, **outputs**, and **feedback**. **Application in Schools:** - Inputs: Teachers, students, resources. - Processes: Teaching, administration, extracurricular activities. - Outputs: Student learning outcomes, graduation rates. - Feedback: Parent surveys, community engagement results. **2. Contingency Theory** **Proponents:** - **Fred Fiedler** (Contingency Model, 1964). - **Paul Hersey** and **Ken Blanchard** (Situational Leadership, 1977). **Key Concepts:** - **\"It depends\" principle:** No universal management style works for all situations. - Management decisions depend on the **specific context** (e.g., environment, tasks, or team dynamics). **Key Elements:** 1. **Flexibility:** Leaders adapt their styles based on circumstances. 2. **Environmental Fit:** Aligning decisions with current external and internal conditions. **Application in Schools:** - During emergencies (e.g., natural disasters), principals adopt directive leadership. - In routine settings, they use participatory methods to encourage teacher collaboration. **3. Transformational Leadership Theory** **Proponents:** - Introduced by **James MacGregor Burns** (1978). - Expanded by **Bernard Bass** (1985). **Key Concepts:** - Focuses on **inspiring change and motivation** in an organization. - Effective leaders foster innovation, set high standards, and motivate their teams. **Key Components (4 I's):** 1. **Idealized Influence:** Role model for ethical behavior and vision. 2. **Inspirational Motivation:** Creating a shared and compelling vision. 3. **Intellectual Stimulation:** Encouraging creative problem-solving and innovation. 4. **Individualized Consideration:** Supporting individual growth and addressing personal needs. **Application in Schools:** - A principal inspires staff to embrace new teaching strategies and fosters a culture of innovation. **Models in Educational Management** **1. Scientific Management** **Proponent:** - **Frederick W. Taylor** (1911), known as the \"Father of Scientific Management.\" **Key Concepts:** - Focuses on **efficiency, task standardization,** and **performance measurement**. **Principles:** 1. **Task Specialization:** Breaking work into smaller, standardized tasks. 2. **Clear Procedures:** Ensuring uniformity in operations. 3. **Performance Metrics:** Using data to evaluate productivity. 4. **Incentives:** Motivating staff through rewards for high performance. **Application in Schools:** - Streamlining administrative processes, such as attendance tracking and report generation. **2. Human Relations Model** **Proponents:** - **Elton Mayo** and the **Hawthorne Studies** (1924--1932). **Key Concepts:** - Emphasizes **interpersonal relationships** and the importance of employee morale and well-being. **Principles:** 1. **Staff Motivation:** Recognizing employees\' emotional needs improves performance. 2. **Collaboration:** Promoting teamwork and open communication. 3. **Job Satisfaction:** High morale leads to organizational success. **Application in Schools:** - Organizing staff wellness programs and creating opportunities for team-building activities. **3. Instructional Leadership Model** **Proponents:** - Developed by **Philip Hallinger** and **Joseph Murphy** (1985). **Key Concepts:** - Focuses on **teaching quality** and **student learning outcomes**. **Principles:** 1. **Focus on Learning:** Ensuring curriculum alignment with learning goals. 2. **Teacher Support:** Conducting classroom observations and providing feedback. 3. **Resource Allocation:** Providing materials, training, and support. 4. **Data-Driven Decisions:** Using assessment results to refine strategies. **Application in Schools:** - Principals prioritize teacher professional development and focus on improving student achievement. **Memorization and Review Tips** **Acronyms for Theories and Models:** 1. **Theories:** - Systems Theory: **I-P-O-F** (Inputs, Processes, Outputs, Feedback). - Contingency Theory: **F-E-F** (Flexibility, Environment Fit). - Transformational Leadership: **4 I's** (Idealized Influence, Inspirational Motivation, Intellectual Stimulation, Individualized Consideration). 2. **Models:** - Scientific Management: **T-C-P-I** (Task Specialization, Clear Procedures, Performance Metrics, Incentives). - Human Relations Model: **M-C-S** (Motivation, Collaboration, Satisfaction). - Instructional Leadership Model: **L-T-R-D** (Learning Focus, Teacher Support, Resource Allocation, Data-Driven Decisions). **Mnemonic:** **"Strong Cats Teach Happy Insights"**\ (S = Systems, C = Contingency, T = Transformational, H = Human Relations, I = Instructional Leadership). **Visualization for Context:** - **Systems Theory:** Think of a school as a machine where inputs (teachers, students) are processed to produce outputs (graduates). - **Contingency Theory:** Imagine a principal adapting their strategy like a chameleon based on external situations. - **Transformational Leadership:** Picture a principal as an inspirational coach, encouraging a winning mindset. - **Scientific Management:** Visualize factory-like efficiency in administrative tasks. - **Human Relations Model:** Envision a family where relationships and morale matter. - **Instructional Leadership:** Think of a classroom-focused leader improving teaching and learning. **Philippine Educational Laws** **1. RA 9155: Governance of Basic Education Act of 2001** **Proponent/Author:** Senator **Francis Pangilinan** and House Representative **Juan Miguel Zubiri** were key figures behind its legislation. **Key Concepts:** - Decentralizes the management of basic education, empowering school heads and local stakeholders. - Promotes school-based management (SBM) to improve accountability and decision-making at the grassroots level. **Main Provisions:** 1. **Authority of School Heads:** - School heads are empowered to make administrative decisions, manage resources, and lead instructional planning. 2. **Roles of Local Stakeholders:** - Parent-Teacher Associations (PTAs) and community organizations are involved in school improvement planning. 3. **Accountability Systems:** - Performance-based evaluations for schools and local education authorities. **Significance:** - Encourages participatory governance, making education more relevant to local needs. **2. RA 10533: Enhanced Basic Education Act of 2013 (K-12 Implementation)** **Proponent/Author:** Senator **Edgardo Angara**, a staunch advocate for educational reform. **Key Concepts:** - Implements the **K-12 program**, adding Kindergarten and two years of Senior High School (SHS) to the basic education system. - Aligns the Philippine education curriculum with global standards. **Main Provisions:** 1. **Curriculum Enhancement:** - Focuses on core learning areas (e.g., STEM, HUMSS) for SHS. 2. **Mother Tongue-Based Multilingual Education (MTB-MLE):** - Uses the learner's first language as a medium of instruction from Kindergarten to Grade 3. 3. **Global Competitiveness:** - Ensures graduates are prepared for employment, entrepreneurship, or higher education. **Significance:** - Addresses the mismatch between education outcomes and workforce requirements. - Prepares learners for international opportunities. **3. RA 4670: Magna Carta for Public School Teachers (1966)** **Proponent/Author:** Representative **Jose P. Laurel Jr.** **Key Concepts:** - Protects the welfare and rights of public school teachers. - Promotes professional growth and ensures adequate compensation and benefits. **Main Provisions:** 1. **Teacher Welfare:** - Guaranteed living wages and annual salary increases. - Provisions for retirement, leave benefits, and healthcare. 2. **Academic Freedom:** - Teachers can exercise discretion in instructional methods. 3. **Security of Tenure:** - Teachers cannot be dismissed without due process. 4. **Professional Development:** - Continuous learning programs and government support for teacher training. **Significance:** - Strengthens the teaching profession by addressing their socio-economic needs. **Common Problems in Education** **1. Resource Allocation** - **Issue:** Insufficient funding for classrooms, learning materials, and technology. - **Root Cause:** Mismanagement of budgets, unequal distribution of resources, and reliance on outdated infrastructures. - **Impact:** Overcrowded classrooms, low-quality education, and limited opportunities for disadvantaged learners. **Example Solution:** - Adoption of transparent budgeting processes under **RA 9155** through school-based management systems. **2. Teacher Welfare and Rights** - **Issue:** Inadequate compensation, delayed benefits, and excessive workloads. - **Root Cause:** Slow implementation of **RA 4670** provisions and lack of support for professional development. - **Impact:** Teacher burnout, low morale, and a shortage of qualified educators. **Example Solution:** - Strict adherence to the **Magna Carta for Public School Teachers** and lobbying for increased teacher salaries. **3. School-Community Conflicts** - **Issue:** Miscommunication between schools and local stakeholders, leading to distrust and lack of cooperation. - **Root Cause:** Limited community involvement in school governance and unclear roles. - **Impact:** Poor collaboration in addressing issues like student dropouts and school safety. **Example Solution:** - Strengthen partnerships through the **School Improvement Plans (SIPs)** outlined in **RA 9155**. **Memorization and Review Tips** **Acronyms for Laws and Key Ideas:** 1. **RA 9155:** **D-P-A** (Decentralization, Participation, Accountability). 2. **RA 10533:** **C-M-G** (Curriculum, Mother Tongue, Global Competitiveness). 3. **RA 4670:** **W-A-S-P** (Welfare, Academic Freedom, Security of Tenure, Professional Growth). **Mnemonics:** **"Philippine Education Resolves Challenges"**\ (P = Participation \[RA 9155\], E = Enhanced Curriculum \[RA 10533\], R = Rights \[RA 4670\], C = Common Problems). **Visualization for Context:** - Imagine a principal (RA 9155) leading a school with a modern K-12 curriculum (RA 10533), ensuring the well-being of teachers (RA 4670). - Each law functions as a pillar supporting a quality education system. **Definition** **Organizational Behavior (OB):**\ The study of how individuals and groups act within organizations and how these behaviors impact organizational effectiveness. It integrates knowledge from psychology, sociology, and management. **Key Areas** **1. Motivation Theories** Motivation explains what drives people to achieve goals and perform tasks. **A. Maslow's Hierarchy of Needs (1943)** **Proponent:** Abraham Maslow - A pyramid-shaped theory that identifies five levels of human needs, each building upon the previous one. **Levels (Bottom to Top):** 1. **Physiological Needs:** Basic survival needs (food, water, shelter). 2. **Safety Needs:** Security, stability, and freedom from fear. 3. **Love/Belonging Needs:** Relationships, social interactions, and acceptance. 4. **Esteem Needs:** Respect, recognition, and self-esteem. 5. **Self-Actualization:** Achieving one's full potential and personal growth. **Easy to Remember:** **P-S-L-E-S** (Physiological, Safety, Love, Esteem, Self-Actualization). **B. Herzberg's Two-Factor Theory (1959)** **Proponent:** Frederick Herzberg - Focuses on factors that cause job satisfaction (motivators) and dissatisfaction (hygiene factors). **Categories:** 1. **Motivators (Satisfiers):** Lead to higher job satisfaction. - Examples: Achievement, recognition, and opportunities for growth. 2. **Hygiene Factors (Dissatisfiers):** Prevent dissatisfaction but don't increase motivation. - Examples: Salary, working conditions, and company policies. **Easy to Remember:** **"Motivators Satisfy, Hygiene Maintains."** **2. Leadership Styles** Leadership style defines how leaders guide and influence their teams. **Types of Leadership Styles:** 1. **Autocratic:** - Centralized decision-making; the leader has full control. - Best for urgent decision-making but may lower team morale. 2. **Democratic (Participative):** - Decisions are made collaboratively, valuing team input. - Encourages creativity and higher satisfaction. 3. **Laissez-Faire:** - Minimal supervision; employees have autonomy. - Works best with highly skilled and motivated teams. **Proponents:** - Kurt Lewin (1939) classified leadership styles into these three categories during group dynamics research. **Easy to Remember:** **A-D-L (Autocratic, Democratic, Laissez-Faire).** **3. Group Dynamics** Focuses on behaviors, roles, and interactions within teams. **Key Concepts:** 1. **Roles:** - Formal roles (e.g., leader, recorder) and informal roles (e.g., mediator). 2. **Norms:** - Shared expectations that guide group behavior. - Examples: Punctuality, cooperation. 3. **Decision-Making:** - Methods include consensus, majority vote, and leader-driven decisions. **Proponent:** Kurt Lewin\'s research on group behavior highlights the importance of understanding group roles and norms. **Easy to Remember:** **R-N-D (Roles, Norms, Decision-Making).** **4. Tools for Organizational Analysis** **A. SWOT Analysis** Identifies internal and external factors that impact an organization. **Components:** - **Strengths (S):** Internal capabilities that give an advantage. - **Weaknesses (W):** Internal limitations or areas to improve. - **Opportunities (O):** External factors that could benefit the organization. - **Threats (T):** External factors that could hinder progress. **Proponent:** Albert Humphrey popularized the framework in the 1960s. **Easy to Remember:** **SWOT = Strengths + Weaknesses + Opportunities + Threats.** **B. PESTLE Analysis** A strategic tool for analyzing external factors affecting an organization. **Components:** 1. **Political:** Government policies, regulations. 2. **Economic:** Market trends, inflation, and exchange rates. 3. **Social:** Cultural norms, demographics, and societal changes. 4. **Technological:** Innovations and technological advancements. 5. **Legal:** Laws and legal frameworks. 6. **Environmental:** Sustainability and ecological factors. **Proponent:** Francis J. Aguilar (1967) introduced the PEST framework, which later evolved to PESTLE. **Easy to Remember:** **P-E-S-T-L-E (Political, Economic, Social, Technological, Legal, Environmental).** **Summary for Easy Memorization** **Key Acronyms for Review:** 1. **Motivation Theories:** - **Maslow's P-S-L-E-S:** Physiological, Safety, Love, Esteem, Self-Actualization. - **Herzberg's M-H:** Motivators, Hygiene. 2. **Leadership Styles:** **A-D-L:** Autocratic, Democratic, Laissez-Faire. 3. **Group Dynamics:** **R-N-D:** Roles, Norms, Decision-Making. 4. **Analysis Tools:** - **SWOT = Strengths + Weaknesses + Opportunities + Threats.** - **PESTLE = Political, Economic, Social, Technological, Legal, Environmental.** **Visualization Technique** - Imagine an organization as a house: - **Foundation:** Motivation theories (Maslow, Herzberg). - **Walls:** Leadership styles (Autocratic, Democratic, Laissez-Faire). - **Roof:** Group dynamics (Roles, Norms, Decision-Making). - **Environment:** SWOT and PESTLE factors shaping the house's sustainability. **Key Concepts** **1. Educational Reforms** Educational reforms aim to improve the quality, accessibility, and relevance of education to meet societal needs. **A. K-12 Curriculum** **Proponent:** Philippine Department of Education (DepEd) under RA 10533 - The K-12 program adds two additional years of senior high school (Grades 11 and 12) to basic education. - Objectives: 1. Enhance employability and readiness for higher education. 2. Align the Philippine curriculum with international standards. **Key Features:** - **Tracks for Senior High School:** 1. **Academic Track** (e.g., STEM, HUMSS, ABM). 2. **Technical-Vocational-Livelihood (TVL) Track.** 3. **Sports Track.** 4. **Arts and Design Track.** **B. Alternative Learning Systems (ALS)** **Proponent:** Philippine Department of Education (DepEd) - ALS is a parallel learning system for out-of-school youth and adults who cannot access formal education. - Focus Areas: - Literacy programs. - Technical and vocational skills. - Equivalency and certification programs for Grades 6, 10, and 12. **Importance:** - Provides flexibility for learners with diverse circumstances (e.g., working students, dropouts). **C. Inclusive Education** **Proponent:** UNESCO's Education for All (EFA) initiative, adopted by DepEd - Ensures that all learners, regardless of physical, intellectual, social, or linguistic differences, have access to quality education. **Key Programs:** 1. **Special Education (SPED):** For learners with disabilities. 2. **Madrasah Education:** For Muslim learners. 3. **Indigenous Peoples' Education (IPEd):** Promotes culturally responsive curricula. **2. Key Issues in Education** **A. Curriculum Mismatch with Industry Needs** - The current curriculum sometimes fails to align with the skills demanded by industries, leading to gaps in employability. - Example: K-12 aims to address this by offering Technical-Vocational tracks, but implementation challenges remain. **Solutions Proposed:** 1. Stronger partnerships between DepEd and industry leaders. 2. Regular review and updating of curricula based on labor market demands. **B. Teacher Shortages and Quality** - The Philippines faces a shortage of qualified teachers, especially in rural areas. - Factors: 1. Low salaries and benefits. 2. Overloaded workloads due to large class sizes. 3. Lack of opportunities for professional development. **Proposed Solutions:** 1. RA 4670 (Magna Carta for Public School Teachers): Advocates for better salaries and working conditions. 2. Teacher training programs for capacity building. **C. Equity in Education (Urban vs. Rural Schools)** - Significant disparities exist in access to quality education between urban and rural areas. - Issues in rural schools: - Poor infrastructure. - Limited access to technology. - Fewer qualified teachers. **Proposed Solutions:** 1. Increase funding for rural education programs. 2. Expand technology integration, such as DepEd's ICT4E program. **Summary for Easy Memorization** **Educational Reforms Acronym: K-A-I (K-12, ALS, Inclusive Education)** 1. **K-12:** Adds two years to basic education; aligned with global standards. 2. **ALS:** Offers flexible education for out-of-school learners. 3. **Inclusive Education:** Ensures equity for all learners (SPED, Madrasah, IPEd). **Educational Issues Acronym: C-T-E (Curriculum, Teachers, Equity)** 1. **Curriculum Mismatch:** Misalignment with industry needs. 2. **Teacher Shortages:** Low quality and availability of educators. 3. **Equity Issues:** Gaps between urban and rural schools. **Proponents for Easy Recall** 1. **K-12 Curriculum:** Philippine DepEd under RA 10533. 2. **ALS:** Philippine DepEd. 3. **Inclusive Education:** UNESCO's EFA initiative, adopted by DepEd. 4. **Teacher Rights:** RA 4670 (Magna Carta for Public School Teachers). **Visualization for Memorization** Imagine education as a three-story house: - **Foundation (Reforms):** K-12, ALS, Inclusive Education. - **Walls (Issues):** Curriculum, Teachers, Equity. - **Roof (Solutions):** Legislative acts (RA 10533, RA 4670), partnerships, and funding. **Key Concepts with Solutions** **1. Educational Reforms** **A. K-12 Curriculum** - **Proponent:** Philippine Department of Education (DepEd) under RA 10533 - **Objective:** Prepare students for employment, entrepreneurship, or higher education. **Challenges:** 1. Lack of resources for proper implementation. 2. Misalignment between curriculum and industry needs. **Solutions as a School Manager:** - **Strengthen Industry Linkages:** - Establish partnerships with local industries to ensure the curriculum addresses job market demands. - **Teacher Upskilling:** - Conduct regular training for teachers to meet the requirements of specialized tracks (STEM, TVL, etc.). - **Monitoring and Feedback Mechanism:** - Create systems for evaluating the curriculum's effectiveness and gather feedback from students, parents, and industry partners. **B. Alternative Learning Systems (ALS)** - **Proponent:** Philippine DepEd - **Objective:** Provide access to education for out-of-school youth and adults. **Challenges:** 1. Limited public awareness of ALS programs. 2. Insufficient resources and facilities. **Solutions as a School Manager:** - **Community Outreach Programs:** - Partner with local government units (LGUs) to promote ALS programs in remote areas. - **Resource Mobilization:** - Secure funding through partnerships with NGOs, government agencies, and private donors to enhance facilities and learning materials. - **Technology Integration:** - Use digital platforms for ALS programs to increase accessibility for learners in rural or urban poor areas. **C. Inclusive Education** - **Proponent:** UNESCO's Education for All (EFA) initiative, adopted by DepEd - **Objective:** Ensure equitable education for all, including learners with disabilities, indigenous groups, and marginalized sectors. **Challenges:** 1. Lack of SPED-trained teachers. 2. Insufficient facilities and materials for specialized education. **Solutions as a School Manager:** - **Capacity Building:** - Organize SPED training programs for teachers in collaboration with professional organizations. - **Inclusive Policies:** - Implement school policies that promote inclusive practices, such as buddy systems or peer mentoring for SPED students. - **Advocacy Campaigns:** - Partner with stakeholders to raise awareness about the importance of inclusive education. **2. Educational Issues and Solutions** **A. Curriculum Mismatch with Industry Needs** **Issue:** The current curriculum does not fully align with the skills demanded by industries. **Solutions as a School Manager:** - **Curriculum Localization:** - Adapt the national curriculum to include local industry needs and opportunities. - **Internship and Immersion Programs:** - Strengthen senior high school work immersion programs by collaborating with local businesses. - **Career Counseling Services:** - Provide students with career guidance to align their skills with job market trends. **B. Teacher Shortages and Quality** **Issue:** There is a shortage of qualified teachers, especially in rural schools, due to low salaries, heavy workloads, and limited professional growth opportunities. **Solutions as a School Manager:** - **Improve Working Conditions:** - Advocate for lighter teaching loads and administrative support to reduce teacher burnout. - **Recognition Programs:** - Implement incentives such as Teacher of the Month awards to motivate and retain teachers. - **Professional Development:** - Organize in-service training and link teachers with scholarships for advanced studies. **C. Equity in Education (Urban vs. Rural Schools)** **Issue:** Disparities exist between urban and rural schools in terms of resources, infrastructure, and teacher distribution. **Solutions as a School Manager:** - **Equitable Resource Allocation:** - Ensure rural schools receive sufficient funding for infrastructure and teaching materials. - **Technology Deployment:** - Provide rural schools with digital tools like tablets and internet access to bridge the gap. - **Collaboration with LGUs:** - Work with local government to address specific needs in rural areas (e.g., transportation for students). **Key Concepts with Solutions Summary** **Key Concept** **Challenge** **Solution** --------------------------------------- ---------------------------------------------- ----------------------------------------------------------------------------- **K-12 Curriculum** Curriculum not aligned with industry needs. Build industry partnerships, upskill teachers, monitor and evaluate. **Alternative Learning System (ALS)** Low awareness and lack of resources. Outreach programs, secure funding, integrate technology. **Inclusive Education** Lack of SPED-trained teachers and resources. SPED training, inclusive policies, advocacy campaigns. **Curriculum Mismatch** Skills gap between education and industry. Localize curriculum, enhance immersion programs, provide career counseling. **Teacher Shortages** Overwork and lack of professional growth. Improve conditions, recognition programs, professional development. **Equity in Education** Resource disparities in rural schools. Allocate resources equitably, deploy technology, collaborate with LGUs. **Visualization for Memorization** Imagine education as a tree: - **Roots (Reforms):** K-12, ALS, Inclusive Education. - **Trunk (Issues):** Curriculum Mismatch, Teacher Shortages, Equity in Education. - **Branches (Solutions):** Partnerships, training, resource allocation, and technology. **Key Concepts with Solutions and Examples** **1. School System Management** **A. Strategic Planning** - **Definition:** A systematic process for defining long-term goals and determining how to achieve them. - **Key Steps:** 1. Conduct a situational analysis (e.g., SWOT or PESTLE analysis). 2. Identify the school's vision, mission, and objectives. 3. Develop action plans with clear timelines and responsibilities. **Example for Application:** - A school principal uses data from national achievement tests to set a 3-year plan to improve reading proficiency by 20%. **B. Goal Setting** - **Definition:** Establishing specific, measurable, achievable, relevant, and time-bound (SMART) objectives to guide school activities. - **Importance:** Aligns the efforts of staff, students, and stakeholders with the school's mission. **Example for Application:** - The school sets a SMART goal: \"Increase student enrollment by 10% within the next academic year through targeted community outreach programs.\" **C. Resource Management** - **Definition:** Efficiently allocating financial, human, and physical resources to achieve school goals. - **Techniques:** 1. Prioritize spending based on the school's needs. 2. Regularly evaluate and optimize resource use. 3. Foster partnerships with external stakeholders for additional support. **Example for Application:** - A school organizes fundraising activities to purchase additional computers for its ICT lab. **2. Leadership in Schools** **A. Instructional Leadership** - **Definition:** Leadership focused on improving teaching and learning outcomes. - **Key Practices:** 1. Setting high expectations for teaching and learning. 2. Conducting regular classroom observations. 3. Providing professional development opportunities for teachers. **Example for Application:** - A principal implements a peer coaching program to help teachers share best practices in classroom management. **B. Distributed Leadership** - **Definition:** Leadership responsibilities are shared among various stakeholders, including teachers, staff, and even students. - **Benefits:** 1. Encourages collaboration and innovation. 2. Reduces the workload on a single leader. 3. Builds capacity within the organization. **Example for Application:** - A principal forms a leadership team consisting of department heads and student representatives to plan and execute school improvement initiatives. **3. Resource Allocation** **A. Budgeting** - **Definition:** Planning and controlling the financial resources of the school to meet its objectives. - **Key Components:** 1. Income sources (e.g., government funding, donations, fees). 2. Expenditure categories (e.g., salaries, facilities, instructional materials). **Example for Application:** - A school allocates 30% of its annual budget to infrastructure improvements, such as repairing classrooms and upgrading restrooms. **B. Staff Management** - **Definition:** Recruitment, retention, and development of competent staff. - **Best Practices:** 1. Implement fair and transparent hiring processes. 2. Provide ongoing training and career development. 3. Recognize and reward staff performance. **Example for Application:** - The school organizes an annual Teacher Recognition Day to celebrate outstanding contributions from its faculty. **C. School Facilities** - **Definition:** The management of physical resources such as classrooms, laboratories, and playgrounds. - **Strategies:** 1. Conduct regular maintenance to ensure facilities are safe and functional. 2. Optimize the use of available space to support learning activities. 3. Secure funding for facility upgrades as needed. **Example for Application:** - A school repurposes an unused storeroom into a library corner with bookshelves and comfortable seating. **Key Concepts Summary Table** **Concept** **Definition** **Example for Application** ------------------------------ --------------------------------------------------------- ----------------------------------------------------- **Strategic Planning** Long-term goal setting and action planning. A 3-year plan to improve reading proficiency. **Goal Setting** SMART objectives guiding activities. Increase enrollment by 10% in one year. **Resource Management** Allocation of financial, human, and physical resources. Fundraising for additional computers. **Instructional Leadership** Leadership focused on teaching and learning. Peer coaching for best practices in classrooms. **Distributed Leadership** Sharing leadership roles among stakeholders. Leadership team with department heads and students. **Budgeting** Planning and controlling financial resources. 30% of the budget for infrastructure improvements. **Staff Management** Recruitment, retention, and development of staff. Teacher Recognition Day to honor contributions. **School Facilities** Management of physical resources. Turning a storeroom into a library corner. **Visual Mnemonic for Memorization** Imagine a **tree of management**: - **Roots:** Strategic planning and goal setting. - **Trunk:** Leadership (instructional and distributed). - **Branches:** Budgeting, staff management, and facilities management. - **Leaves:** Students, teachers, and stakeholders benefiting from effective management. **EDMA 601: Management of School Systems** **Key Concepts with Details and Proponents** **1. School System Management** **A. Strategic Planning** - **Definition:** The process of defining a school\'s direction and allocating resources to achieve long-term goals. - **Key Steps:** 1. **Situational Analysis**: Use tools like SWOT (Strengths, Weaknesses, Opportunities, Threats) or PESTLE (Political, Economic, Social, Technological, Legal, Environmental) analysis. 2. **Setting Vision and Mission**: Align these with the school's goals. 3. **Developing Action Plans**: Define timelines, responsibilities, and performance metrics. **Proponent:** **Henry Mintzberg** -- Known for his work on strategic planning in organizational contexts. **Example for Application:**\ A school principal identifies poor literacy rates using SWOT analysis and sets a goal to improve reading proficiency by 20% in three years. **B. Goal Setting** - **Definition:** Establishing specific, measurable, achievable, relevant, and time-bound (SMART) objectives. - **Importance:** Guides decision-making and aligns efforts of stakeholders. **Proponent:** **Peter Drucker** -- Introduced the concept of Management by Objectives (MBO), which emphasizes goal setting. **Example for Application:**\ A school's SMART goal: \"Reduce student dropout rates by 15% by implementing mentorship programs within the next academic year.\" **C. Resource Management** - **Definition:** The efficient use of financial, human, and physical resources to meet school objectives. - **Best Practices:** - Prioritize needs (e.g., hiring teachers or repairing facilities). - Maximize partnerships with stakeholders (e.g., parents, local government). - Monitor and evaluate resource usage regularly. **Example for Application:**\ A school reallocates funds to hire additional math teachers based on a gap identified in student performance. **2. Leadership in Schools** **A. Instructional Leadership** - **Definition:** A leadership style focused on improving teaching and learning. - **Key Practices:** 1. Setting high expectations for teaching and learning. 2. Conducting classroom observations. 3. Providing professional development opportunities. **Proponent:** **Ronald Edmonds** -- Highlighted the importance of leadership in improving school effectiveness. **Example for Application:**\ A principal organizes a weekly session where teachers share innovative teaching strategies. **B. Distributed Leadership** - **Definition:** Leadership responsibilities are shared among multiple stakeholders, including teachers and students. - **Benefits:** - Encourages collaboration and innovation. - Reduces dependency on a single leader. - Builds capacity within the organization. **Proponent:** **James Spillane** -- Known for his work on distributed leadership in schools. **Example for Application:**\ A school creates a leadership team of department heads, student representatives, and parents to co-develop policies. **3. Resource Allocation** **A. Budgeting** - **Definition:** The process of planning and managing financial resources to meet the school's goals. - **Steps in Effective Budgeting:** 1. Assess income sources (e.g., government funding, donations). 2. Identify priorities (e.g., instructional materials, teacher salaries). 3. Monitor spending and adjust as needed. **Example for Application:**\ A school allocates 25% of its budget to purchasing new science lab equipment based on curriculum demands. **B. Staff Management** - **Definition:** Recruitment, retention, and development of competent teachers and staff. - **Best Practices:** - Transparent and fair hiring processes. - Providing regular professional development opportunities. - Recognizing staff contributions to boost morale. **Example for Application:**\ A school implements a Teacher of the Month program to celebrate outstanding teaching performance. **C. School Facilities Management** - **Definition:** Maintaining and improving the physical environment to support learning. - **Key Practices:** - Conduct regular inspections to ensure safety. - Optimize the use of spaces (e.g., repurposing unused rooms). - Plan for future expansions based on enrollment trends. **Example for Application:**\ A principal secures funding to renovate outdated classrooms and add more ventilation. **Summary Table for Quick Review** **Concept** **Definition** **Proponent** **Example** ------------------------------ ---------------------------------------------------- --------------------- ----------------------------------------------------- **Strategic Planning** Defining long-term goals and allocating resources. **Henry Mintzberg** SWOT analysis to improve literacy rates. **Goal Setting** SMART objectives to guide efforts. **Peter Drucker** Reducing dropout rates through mentorship programs. **Instructional Leadership** Leadership focused on teaching and learning. **Ronald Edmonds** Weekly teacher strategy-sharing sessions. **Distributed Leadership** Sharing leadership responsibilities. **James Spillane** Leadership teams including parents and students. **Budgeting** Planning and managing financial resources. N/A Allocating funds for science lab equipment. **Staff Management** Recruitment, retention, and development of staff. N/A Teacher of the Month program. **Facilities Management** Maintaining and optimizing physical resources. N/A Renovating classrooms for better ventilation. **Visual Mnemonic for Easy Memorization** Imagine a **school building**: - **Foundation:** Strategic planning and goal setting. - **Walls:** Leadership (instructional and distributed). - **Roof:** Resource allocation (budget, staff, and facilities). - **Students inside:** Beneficiaries of effective management. **Mnemonic: \"Smart Leaders Budget for Great Schools\"** Each word corresponds to a key concept: 1. **Smart** → **Strategic Planning** - \"Smart\" aligns with the SMART framework for setting strategic goals. 2. **Leaders** → **Leadership in Schools** - Refers to **Instructional Leadership** and **Distributed Leadership** styles. 3. **Budget** → **Budgeting** - Planning and managing financial resources effectively. 4. **Great** → **Goal Setting** - Emphasizes setting specific, measurable, and achievable goals. 5. **Schools** → **School Facilities Management** - Maintaining and optimizing physical resources. **How to Use It** Imagine a school principal who is **smart**, leads with purpose, allocates a **budget**, sets **great** goals, and ensures well-maintained **schools**. **EDMA 602: Human Resource Management and Development in Education** **Key Concepts with Details and Examples** **1. Recruitment and Selection** **Definition:** The process of attracting, selecting, and appointing qualified individuals for teaching and non-teaching positions. **Key Steps:** 1. **Job Analysis:** Define roles, responsibilities, and qualifications. 2. **Recruitment:** Announce job openings (internal and external). 3. **Selection:** Screen applications, conduct interviews, and administer tests. 4. **Appointment:** Hire candidates who meet the standards. **Best Practices:** - Use clear and inclusive job postings to attract diverse candidates. - Implement competency-based interviews to assess skills. **Example for Application:**\ A school uses a panel interview process to assess candidates\' teaching abilities, followed by a teaching demonstration. **2. Professional Development** **Definition:** Activities and programs designed to improve educators\' knowledge, skills, and practices. **Types of Professional Development:** 1. **Workshops and Seminars:** Focused sessions on specific topics (e.g., differentiated instruction). 2. **Mentoring:** Pairing new teachers with experienced mentors. 3. **Coaching:** One-on-one guidance to enhance performance. 4. **Continuing Education:** Encouraging teachers to pursue advanced degrees or certifications. **Importance:** - Improves teaching quality. - Enhances student outcomes. - Promotes career growth for educators. **Example for Application:**\ A school organizes a seminar on integrating technology in the classroom, followed by coaching sessions for practical implementation. **3. Performance Management** **Definition:** A system for evaluating and improving employee performance to achieve organizational goals. **Components:** 1. **Performance Appraisal:** Regular evaluation of teachers' work using rubrics or observation tools. 2. **Feedback Mechanisms:** Constructive discussions to address strengths and areas for improvement. 3. **Recognition and Rewards:** Acknowledging outstanding performance through incentives, certificates, or promotions. **Best Practices:** - Use multiple evaluation methods (e.g., peer reviews, student feedback). - Align appraisals with school objectives and individual growth plans. **Example for Application:**\ A principal conducts annual teacher evaluations based on classroom observations, student outcomes, and teacher self-assessments. **Summary Table for Quick Review** **Concept** **Definition** **Example** ------------------------------- ------------------------------------------------------------------- --------------------------------------------------------------------- **Recruitment and Selection** Attracting and hiring qualified candidates. Panel interviews and teaching demonstrations for new hires. **Professional Development** Training and mentoring to enhance educators\' skills. Workshops on integrating technology, paired with coaching sessions. **Performance Management** Appraising and improving teacher performance through evaluations. Annual teacher evaluations using multiple assessment tools. **Mnemonic: \"Real Professionals Perform\"** Each word corresponds to a key concept: 1. **Real** → **Recruitment and Selection** - Finding \"real\" talent for the organization. 2. **Professionals** → **Professional Development** - Supporting teachers to become better professionals. 3. **Perform** → **Performance Management** - Ensuring educators perform at their best through appraisal and rewards. **Proponents to Note** - **Frederick Herzberg**: Highlighted the importance of motivation in professional development (Herzberg\'s Two-Factor Theory). - **Douglas McGregor**: Introduced **Theory X and Theory Y**, which influence performance management approaches. **EDMA 602: Human Resource Management and Development in Education** **1. Recruitment and Selection** **Definition:** The process of attracting, selecting, and hiring the most qualified individuals to meet organizational needs. **Key Steps:** 1. **Job Analysis:** Define roles, responsibilities, and qualifications. 2. **Recruitment:** Advertise vacancies through internal postings, job boards, and referrals. 3. **Selection:** Conduct screening, interviews, skill tests, and background checks. 4. **Onboarding:** Integrate new hires into the organization through orientation and support programs. **Best Practices:** - Ensure a transparent and inclusive hiring process. - Use competency-based interview techniques to align with organizational needs. **Example:**\ A school district requires teachers to conduct a demo class as part of the selection process to evaluate their teaching strategies. **2. Professional Development** **Definition:** Structured activities aimed at improving educators\' skills, knowledge, and practices to enhance their professional growth. **Key Methods:** 1. **Training Programs:** Workshops, seminars, and certifications for new teaching methods. 2. **Mentoring:** Pairing experienced teachers with new educators to share knowledge and guidance. 3. **Coaching:** One-on-one feedback sessions for personal growth. 4. **Collaborative Learning:** Peer-to-peer training and professional learning communities (PLCs). **Importance:** - Ensures teachers stay updated with the latest educational trends. - Improves teaching quality and student outcomes. **Example:**\ A school organizes a seminar on differentiated instruction followed by a hands-on workshop for implementation. **3. Performance Management** **Definition:** A continuous process to evaluate, enhance, and recognize employee performance aligned with organizational goals. **Components:** 1. **Appraisal Systems:** Annual or semi-annual evaluations using rubrics or observation tools. 2. **Feedback Mechanisms:** Regular discussions on performance, strengths, and areas for improvement. 3. **Rewards and Recognition:** Monetary incentives, promotions, certificates, and awards for outstanding performance. **Best Practices:** - Use multiple tools such as classroom observations, student feedback, and peer reviews for evaluations. - Set clear performance standards and goals. **Example:**\ A principal uses classroom observation reports and student learning outcomes to determine which teachers qualify for performance bonuses. **Proponents to Remember** - **Frederick Herzberg**: His **Two-Factor Theory** underscores the importance of motivation in professional development. - **Douglas McGregor**: Known for **Theory X and Theory Y**, which guide leadership and performance management styles. - **Kurt Lewin**: His work on change management supports professional development and the transition to new practices. **Mnemonic: \"Right People Perform\"** Each word represents a concept: - **Right** → Recruitment and Selection - **People** → Professional Development - **Perform** → Performance Management **Visualization Tip:**\ Imagine hiring the \"right\" teacher, helping them become a skilled \"professional,\" and ensuring they \"perform\" at their best. **Summary Table for Quick Review** **Key Concept** **Definition** **Example** ------------------------------- ------------------------------------------------------------------ -------------------------------------------------------------------- **Recruitment and Selection** Process of hiring qualified candidates. Demo classes and interviews for teacher selection. **Professional Development** Training and mentoring to improve skills and teaching practices. Workshops on differentiated instruction with follow-up coaching. **Performance Management** Evaluation and recognition of teacher performance. Classroom observations and performance bonuses for top performers. **EDMA 602: Human Resource Management and Development in Education** **1. Recruitment and Selection** **Definition:**\ The systematic process of attracting, selecting, and appointing the most suitable candidates for teaching and non-teaching positions. **Key Steps:** 1. **Job Analysis:** Identify the responsibilities and qualifications for the position. 2. **Sourcing Candidates:** Advertise job openings through online platforms, job fairs, or referrals. 3. **Selection Process:** - Screening resumes. - Conducting interviews and competency tests. - Administering background checks. 4. **Hiring:** Finalizing the appointment and providing orientation for the new hire. **Best Practices:** - Use a competency-based approach for fair and effective hiring. - Prioritize diversity and inclusivity in the hiring process. **Example for Application:**\ A school requires shortlisted candidates to conduct a teaching demonstration to assess classroom management and instructional skills. **2. Professional Development** **Definition:**\ Activities designed to enhance teachers\' skills, knowledge, and effectiveness for continuous professional growth. **Types of Professional Development:** 1. **Workshops and Seminars:** Focused sessions on topics like technology integration or classroom management. 2. **Mentoring:** Pairing novice teachers with experienced ones to provide guidance and support. 3. **Coaching:** Personalized one-on-one sessions to help educators address specific challenges. 4. **Learning Communities:** Collaborative groups for sharing best practices and solving common problems. 5. **Continuing Education:** Encouraging educators to pursue advanced certifications or degrees. **Importance:** - Improves teaching effectiveness and student outcomes. - Fosters a culture of lifelong learning. **Example for Application:**\ A school organizes monthly workshops on differentiated instruction, followed by practical classroom implementation. **3. Performance Management** **Definition:**\ A systematic approach to evaluating, improving, and recognizing the performance of teachers and staff to align with school goals. **Key Components:** 1. **Appraisal Systems:** Regular evaluation using rubrics, peer reviews, and classroom observations. 2. **Feedback Mechanisms:** Providing constructive feedback to help employees improve. 3. **Rewards and Recognition:** Acknowledging excellent performance with incentives, promotions, or certificates. 4. **Performance Improvement Plans (PIP):** Assisting underperforming staff with targeted strategies and timelines for growth. **Best Practices:** - Use data-driven methods like student achievement scores and teacher self-assessments for appraisals. - Tie rewards to measurable performance indicators. **Example for Application:**\ A principal evaluates teachers annually based on student progress, classroom observations, and feedback surveys, awarding bonuses to top performers. **Proponents to Remember** 1. **Frederick Herzberg**: **Two-Factor Theory** - Emphasizes that motivation (e.g., recognition and growth) enhances job satisfaction, critical for professional development. 2. **Douglas McGregor**: **Theory X and Theory Y** - Guides leadership in recruitment and performance management based on employee motivation levels. 3. **Elton Mayo**: **Hawthorne Studies** - Highlights the importance of interpersonal relationships and staff well-being in professional growth. 4. **Kurt Lewin**: **Change Management Theory** - Advocates for ongoing professional development to adapt to educational changes. **Mnemonic: \"Real Professionals Perform\"** Each word corresponds to a key concept: - **Real** → Recruitment and Selection - **Professionals** → Professional Development - **Perform** → Performance Management **Quick Summary Table** **Key Concept** **Definition** **Example** ------------------------------- ---------------------------------------------------------- ------------------------------------------------------------- **Recruitment and Selection** Process of hiring qualified candidates for school roles. Teaching demonstrations as part of the selection process. **Professional Development** Activities to enhance educators\' skills and practices. Monthly workshops on technology integration in teaching. **Performance Management** Evaluation and recognition of employee performance. Annual appraisals with bonuses for top-performing teachers. **R → Recruitment and Selection** 1. **Douglas McGregor** (Theory X and Theory Y) - Theory X managers assume employees dislike work, requiring strict supervision in recruitment. - Theory Y managers believe employees are motivated, emphasizing recruitment of self-driven and qualified individuals. 2. **Frederick Taylor** (Scientific Management) - Advocated for systematic selection based on efficiency and skills to ensure the \"right fit\" for the job. 3. **Elton Mayo** (Hawthorne Studies) - Recognized the importance of interpersonal factors in the workplace, emphasizing inclusive hiring to foster teamwork. **P → Professional Development** 1. **Frederick Herzberg** (Two-Factor Theory) - Professional development aligns with motivational factors (e.g., recognition, growth opportunities) that increase job satisfaction. 2. **Kurt Lewin** (Change Management Theory) - Stressed the need for continuous professional development to adapt to changes in education systems. 3. **Abraham Maslow** (Hierarchy of Needs) - Growth-focused training satisfies the \"self-actualization\" level of educators, enabling them to reach their full potential. **P → Performance Management** 1. **Frederick Herzberg** (Two-Factor Theory) - Performance management includes recognition and rewards, which are key motivators for job satisfaction. 2. **Douglas McGregor** (Theory X and Theory Y) - Theory Y promotes performance systems that empower and motivate educators rather than relying solely on strict monitoring. 3. **Elton Mayo** (Hawthorne Studies) - Performance improves when teachers feel valued through participatory appraisals and recognition systems. **Summary Table of RPP with Proponents** **Key Concept** **Proponents** **Main Contribution** ------------------------------- -------------------------------------------------- ----------------------------------------------------------------------------- **Recruitment and Selection** Douglas McGregor, Frederick Taylor, Elton Mayo Hiring based on motivation, efficiency, and interpersonal compatibility. **Professional Development** Frederick Herzberg, Kurt Lewin, Abraham Maslow Growth through training, adapting to change, and fulfilling self-potential. **Performance Management** Frederick Herzberg, Douglas McGregor, Elton Mayo Recognition, motivation, and participatory evaluation systems. **Mnemonic: \"Mayo Likes Helping Motivated Teachers\"** Each word corresponds to a proponent and their contribution: - **Mayo** → **Elton Mayo** (Hawthorne Studies) - **Likes** → **Kurt Lewin** (Change Management Theory) - **Helping** → **Frederick Herzberg** (Two-Factor Theory) - **Motivated** → **Douglas McGregor** (Theory X and Theory Y) - **Teachers** → **Frederick Taylor** (Scientific Management) **Breaking Down the Mnemonic** **1. Mayo → Elton Mayo (Hawthorne Studies)** **Key Contribution:** - Highlighted the importance of interpersonal relationships in recruitment and performance management. - Employees perform better when they feel valued and engaged. **2. Likes → Kurt Lewin (Change Management Theory)** **Key Contribution:** - Stressed the need for professional development to adapt to changes. - Introduced stages of change: Unfreeze, Change, Refreeze. **3. Helping → Frederick Herzberg (Two-Factor Theory)** **Key Contribution:** - Identified motivators like recognition and growth as crucial for job satisfaction (applied in performance management and professional development). **4. Motivated → Douglas McGregor (Theory X and Theory Y)** **Key Contribution:** - Theory X: Employees dislike work and need supervision (applies to recruitment and selection). - Theory Y: Employees are self-motivated, aligning with development and empowerment strategies. **5. Teachers → Frederick Taylor (Scientific Management)** **Key Contribution:** - Advocated systematic and efficient hiring processes. - Introduced task standardization and efficiency in recruitment and training. **Using the Mnemonic for Review** - **Mayo Likes Helping Motivated Teachers** encapsulates the key proponents (Mayo, Lewin, Herzberg, McGregor, Taylor). - For each word, connect the proponent to their relevant HR concept (Recruitment, Professional Development, Performance **EDMA 603 - Leadership Theory and Behavior** **Key Concepts Overview:** 1. **Leadership Styles:** Transformational, transactional, situational leadership. 2. **Behavioral Theories:** Task-oriented vs. people-oriented leaders. 3. **Key Traits of Effective Leaders:** Visionary, ethical, adaptable. **1. Leadership Styles** **Transformational Leadership** - **Proponent:** James MacGregor Burns (introduced the concept), later expanded by Bernard Bass. - **Key Idea:** Leaders inspire and motivate followers to achieve more than they thought possible, fostering innovation and change. - **Example:** A school principal implementing innovative teaching strategies and inspiring teachers to embrace these changes. **Transactional Leadership** - **Proponent:** Max Weber (roots in bureaucratic theory), developed further by Bernard Bass. - **Key Idea:** Focuses on clear structures, rewards, and punishments to achieve specific goals. - **Example:** A principal who uses performance-based bonuses to motivate teachers. **Situational Leadership** - **Proponent:** Paul Hersey and Ken Blanchard. - **Key Idea:** Effective leadership depends on the situation, requiring flexibility to adapt leadership styles based on followers\' needs. - **Example:** A teacher adjusting their approach with students based on their learning levels. **2. Behavioral Theories** **Task-Oriented Leaders** - **Proponent:** Kurt Lewin (Leadership Styles Study). - **Key Idea:** Focuses on task completion, clear directives, and efficiency. - **Example:** A school leader implementing strict guidelines for lesson planning to ensure curriculum standards are met. **People-Oriented Leaders** - **Proponent:** Kurt Lewin and further developed by the Ohio State Studies. - **Key Idea:** Emphasizes relationships, collaboration, and team satisfaction. - **Example:** A principal encouraging open communication and addressing teacher well-being. **Blake and Mouton's Managerial Grid (1964):** - Illustrates leadership behaviors based on **concern for tasks** (x-axis) and **concern for people** (y-axis). - **Key Leadership Styles:** - **Country Club Leader:** High concern for people, low for tasks. - **Task Leader:** High concern for tasks, low for people. - **Team Leader:** High concern for both people and tasks (most effective). **3. Key Traits of Effective Leaders** **Visionary** - **Proponent:** Warren Bennis. - **Key Idea:** A visionary leader provides a clear direction and inspires others to follow. - **Example:** A school head introducing a long-term plan for digital transformation in teaching. **Ethical** - **Proponent:** James Rest (Ethical Decision-Making Model). - **Key Idea:** Leaders must exhibit integrity and fairness in their decisions. - **Example:** Ensuring fairness in teacher evaluations and promotions. **Adaptable** - **Proponent:** Goleman (Emotional Intelligence Theory). - **Key Idea:** Leaders need emotional intelligence to adapt to challenges and connect with their team. - **Example:** Adjusting leadership strategies during a crisis like the pandemic. **Summary Table for Easy Memorization** **Key Concept** **Subtopic** **Proponent** **Key Idea** --------------------------- ------------------ ------------------------------------- ------------------------------------------------------- **Leadership Styles** Transformational James MacGregor Burns, Bernard Bass Inspires change and innovation. Transactional Max Weber, Bernard Bass Clear structures with rewards and punishments. Situational Paul Hersey, Ken Blanchard Adapts style to followers\' needs. **Behavioral Theories** Task-Oriented Kurt Lewin Focus on task completion and efficiency. People-Oriented Kurt Lewin, Ohio State Studies Emphasizes relationships and team satisfaction. Managerial Grid Blake and Mouton Balance between task and people concern. **Key Traits of Leaders** Visionary Warren Bennis Provides clear direction and inspiration. Ethical James Rest Integrity and fairness in decision-making. Adaptable Daniel Goleman Emotional intelligence and flexibility in leadership. **Mnemonic for Proponents and Key Contributions** **\"Burns and Bass Lead, Weber Keeps Track, Blanchard Shifts, Bennis Stays on Track.\"** - **Burns and Bass:** Transformational Leadership. - **Weber:** Transactional Leadership. - **Blanchard:** Situational Leadership. - **Bennis:** Visionary Traits. **EDMA 604 - School-Community Networking and Linkages** **Key Concepts and Proponents** 1. **Definition**: - **Building relationships with parents, community leaders, and stakeholders** to enhance educational outcomes and address school-community needs. - **Proponent:** Joyce Epstein (Overlapping Spheres of Influence) - **Key Idea:** Schools, families, and communities must collaborate to achieve student success. 2. **Benefits**: - **Increased Support:** Greater community involvement in school programs, leading to resource pooling and better management. - **Better Student Outcomes:** Engagement with families positively impacts student academic performance and well-being. - **Proponent:** James Comer (Comer School Development Program) - **Key Idea:** Collaboration between schools and communities creates a supportive environment for student growth. 3. **Strategies**: - **Partnerships with LGUs (Local Government Units):** For funding and program implementation. - **NGOs and Private Sectors:** Engaging external organizations for specialized programs and donations. - **Proponent:** Larry Ferlazzo - **Key Idea:** Family engagement must be intentional and partnership-driven for sustainable success. **EDMA 605 - Institution Building** **Key Concepts and Proponents** 1. **Definition**: - **Creating sustainable educational institutions** that adapt to changing needs while maintaining quality. - **Proponent:** Peter Senge (Learning Organizations) - **Key Idea:** Schools must become learning organizations that continuously evolve and innovate. 2. **Capacity Building**: - Strengthening the skills of staff and maximizing resources through training and development programs. - **Proponent:** Amartya Sen (Capability Approach) - **Key Idea:** Development focuses on enhancing individuals\' capacities and opportunities to succeed. 3. **Innovation**: - Adopting modern teaching practices and technology to improve teaching and learning outcomes. - **Proponent:** Everett Rogers (Diffusion of Innovations) - **Key Idea:** New ideas and practices spread through institutions when early adopters influence others. **EDMA 607 - Comparative Educational Management** **Key Concepts and Proponents** 1. **Comparison of Educational Systems**: - Evaluating differences between Philippine education and global practices to identify areas for improvement. - **Proponent:** Philip Altbach (Globalization of Education) - **Key Idea:** Understanding global trends helps in addressing local educational challenges. 2. **Learning from Other Countries**: - Best practices: - **Finland:** Emphasis on teacher training and student-centered learning. - **Singapore:** Focus on STEM and technological innovation. - **U.S.:** Holistic development and inclusivity in education. - **Proponent:** Pasi Sahlberg (Finnish Lessons) - **Key Idea:** Equity and trust in education systems lead to sustainable success. 3. **Adapting to Local Context**: - Tailoring international methods to suit Philippine settings, focusing on local culture and resource availability. - **Proponent:** Malcolm Knowles (Adult Learning Theory) - **Key Idea:** Education strategies must be context-specific and learner-driven. **Summary Tables for Easy Memorization** **EDMA 604 - School-Community Networking and Linkages** **Key Concept** **Proponent** **Key Idea** ----------------- ---------------- -------------------------------------------------------------- **Definition** Joyce Epstein Schools, families, and communities collaborate for success. **Benefits** James Comer Collaboration creates a supportive student environment. **Strategies** Larry Ferlazzo Intentional family engagement leads to sustainable outcomes. **EDMA 605 - Institution Building** **Key Concept** **Proponent** **Key Idea** ----------------------- ---------------- ------------------------------------------------------ **Definition** Peter Senge Schools must evolve as learning organizations. **Capacity Building** Amartya Sen Enhancing individuals\' capacities leads to success. **Innovation** Everett Rogers Early adopters drive innovation within institutions. **EDMA 607 - Comparative Educational Management** **Key Concept** **Proponent** **Key Idea** --------------------------- ----------------- -------------------------------------------------------- **Comparison of Systems** Philip Altbach Global trends address local challenges. **Best Practices** Pasi Sahlberg Equity and trust foster sustainable education. **Adapting Locally** Malcolm Knowles Education must be context-specific and learner-driven. **Mnemonic for Proponents and Contributions** **\"Epstein and Comer Engage; Ferlazzo Supports.\"** - **EDMA 604:** Epstein, Comer, and Ferlazzo for networking. **\"Senge Innovates; Sen Builds Capacity.\"** - **EDMA 605:** Senge, Sen, and Rogers for institution building. **\"Altbach Compares, Sahlberg Trusts, Knowles Adapts.\"** - **EDMA 607:** Altbach, Sahlberg, and Knowles for comparative education. Let me know if you need quizzes or flashcards for these topics!