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School and The Community > Chapter 2 > Flashcards

Chapter 2 Flashcards

1
Q

According to him, ever since the dawn of civilization, people have always formed organizations to combine effort for accomplishment of their common goal.

A

Kashyap

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2
Q

Considered as one of the majoy institutions that constitute society

A

School

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3
Q

He defined school as a group of peerson formed to seek certain goals.

A

Kashyap

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4
Q

What is the source/article in which organization is defined as assembly of people working together to achieve common obj. Through ddivision of labor

A

Organization theory

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5
Q

Who ?

Defined org. As group of people intentionally organized to accomplish common goal or set goals which have major subsystems that functions with other subsystems to aachieve the goal of org.

A

McNamara

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6
Q

Is a declaration of schools obj which serves as guide for planning and decision making

A

School VMGOs

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7
Q

Several theories that explain structure of org. And is classified by classical or modern org. Theories

A
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8
Q

What are the 3 theories that explain structure of orrg.

A

TsmWbFa

Taylor’s Scientific manaagement approach
Weber’s bureaucratic approach
Fayol’s administrative approach

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9
Q

The primary contributor of scientific management which originated in beginning of 20th century andlater adopted by industriial companies

A

Frederick Winslow Taylor

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10
Q

Who’s work / theory is based on concept of planning of work to achieve efficiency, standardization, simplification that promotes mutual trust between the managment and workers to increase productivity (organization theory)

A

Taylor

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11
Q

4 principles of taylor scientific management

A
  1. Science, not rule of thumb
  2. Scientific selection of worker
  3. Management and labor cooperation rather than conflict
    4 scientific training of the worker
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12
Q

Taylor principle

Develop a science of each element of mans work, which replaces the old rule of thumb

A

Science, not rule of thumb

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13
Q

Taylor principle

Select then train, teach, and develop the workman, whereas in the past he chose his own work and trained himself the best he could

A

Scientific selection of the worker

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14
Q

taylor principle:

heartily cooperate with the men as to ensure all of the work being done is in accordance with the principles of science which has been developed.

A
  1. Management and labor cooperation rather than conflict
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15
Q

taylor principle :

workers should be trained by experts using scientific method.

A

scientific training of the worker

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16
Q

The following concepts suggested by Taylor in order to increase the level of trust (organization Theories, n.d.):

A
  • the advantages of productivity improvement should go to workers;
  • physical stress and anxiety should be eliminated as much as possible;
  • capabilities of worker should be developed through training; and
  • the traditions/‘boss’ concept should be eliminated.
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17
Q

developed another approach called the Administrative Theory.

A

Henri Fayol

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18
Q

theory:

principles is in the form of the management’s hierarchical pyramid structure which is considered as top down approach and its focus is on administrative process rather than technical processes.

A

Fayol’s administrative

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19
Q

fayol :

14 principles of management is considered as the underlying factors for successful management:

A

DADUUSREDcScOStIE

Division o[ Work
Authority and Responsibility
descipline
Unity of command
unity of direction
subordinate of indiv. interest
renumeration
degree of centralization
scalar chain
order
equity
stability of tenure personnel
initiative
espirit decorps

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20
Q

tasks is divided among employees according to their field of
expertise or field of specialization

A

tasks is divided among employees according to their field of
expertise or field of specialization

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21
Q

— the management has the authority to give orders to subordinates that comes with corresponding responsibility.

A

— the management has the authority to give orders to subordinates that comes with corresponding responsibility.

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22
Q

about the core values anchored on the vision and mission of an organization to form of good conduct which essential to the successful operation of the organization.

A
  1. Discipline
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23
Q

all orders received must come from one manager only otherwise it will cause confusion to employees.

A
  1. L/nity o{ Command
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24
Q

this ensures that all actions are properly coordinated and requires employees to perform and carry out activities as one team leading to the same objectives using one plan.

A

Unity of Direction

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25
Q
  • is about prioritization of organization s interest over personal interest which applies to all members of the organization.
A

. Subordinate of Individual lnt’erest

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26
Q

is about rewards and compensations to efforts that have been made which could be in a form of monetary or non-monetary that keeps employees motivated and productive.

A

Remuneration

27
Q

this implies the concentration of decision-making
authority at the top management.

A

The Degree of Centralization

28
Q

is about the hierarchical structure that is always present at any type organization. There should be a clear line of in the area of authority from the top management down to the lowest level.

A

Scalar Chain

29
Q

this pertains to the order and safety of employees in order to function properly at work.

A

Order

30
Q

— this implies equal treatment among members of the organization.

A
  1. Equity —
31
Q

this is about the proper deployment and management of personnel by providing employees the opportunity to be considered for tenured position based on their performance.

A
  1. Stability of Tenure ot Personnel
32
Q

this allows employees to express ideas that will help benefit the company.

A

Initiative

33
Q

this promotes unity among employees, develops morale in the worl‹place, and creates atmosphere of mutual trust and understanding.

A

14- Esprit de Corps

34
Q

Another contributor to modern organizational theories is

He is a German sociologist known for bureaucratic theory of management and is considered as the father of sociology.

A

is Max Weber

35
Q

is an organizational structure that is characterized by many rules, standardized process, procedures and requirements, number of desks, meticulous division of labor and responsibility, clear hierarchies and professional, almost impersonal interaction between employees” (Mulder, zOly).

A

Bureaucracy

36
Q

Mulder (2o17) and Lagaard (zoo6) highlighted the three types of power that can be found in an organization based on Weber’s Bureaucratic model 9nd these are the following:

A

TLC

  • Traditiona/ authority
  • I.egal, rule-oriented authority
  • Charismatic authority
37
Q

based on historically created legitimacy where authority
is hereditary and based on dependent subordinates;

A
  • Traditiona/ authority
38
Q

the bureaucratic type of authority,’ based on normative rules for career, hierarchy etc.; and

A
  • I.egal, rule-oriented authority
39
Q

the personal authority, based on a type of ‘seduction’
and hence, the devotion or supporters.

A
  • Charismatic authority
40
Q

Mulder(2O17)alSOarticulatedthefollowingelementsthatsUppOrt Fayal Sbareaucratic
management:

A
  • All regs/or activities within a bureaucracy can be regarded as official duties;
    › management has the authority to impose rules; and
  • Rules can be easily respected on the basis of established methods.
41
Q

, is the basis for the systematic formation of any organization and is designed to ensure efficiency and economic effectiveness which is an ideal model for management and administration in order to bring an organization’s power structure into focus.

A

bureaucracy

42
Q

Weber lays down the basic principles of bureaucracy and emphasis on the division of labor, hierarchy, rules and impersonal relationship.”

A
43
Q

salient features of Max Weber’s Bureaucratic Theory highlighted by Mulder (zO17)-

A
  1. Tosk specialization
    Hierarchical o|authority —
    Forma/ se/ection
    Rules ond requirements
    Impersonal
    career oriwntation
44
Q

sometimes called the division of labor wherein individual tasks are divided into separate jobs which allows to manage tasks easily
In a school setting, each department has different functions and each member has different filed of expertise. Teachers for example are usually assigned with teaching loads based on their area of expertise while other functions that are administrative in nature are assigned to non-teaching academic personnel.

A
  1. Tosk specialization
45
Q

Managers are organized into hierarchical layers, where each layer of management is responsible for its staff and overall performance. In bureaucratic organizational structures like the educational system, there are many hierarchical positions from top management to lower level. The top level of a bureaucratic organizational structure has the greatest power to control the lower level while the bottom layers are always subject to supervision and control of the higher levels.

A

Hierarchical o|authority

46
Q

— AII employees are selected on the basis of technical skills and competencies, which have been acquired through training, education and experience and are paid accordingly. In the Department of Education, formal
selection process is being followed using an established set of standards and requirements are applied. Education and training backgrounds arë the primary requirement in school setting when applying for a position including performance evaluation based on existing standards is also required föt promotion and remuneration.

A

Forma/ se/ection

47
Q

Formal rules and requirements are required to ensure UFliformity, so that employees know exactly what i‘s expected of them. In bureaucratic form of organization like the educational institutions, the operation is govemed by specific policies, standards, and guidelines which can be in a form of a memoor anorder. lt serves as aguideforthemembersoftheorganizationtofollow.

A

Rules ond requirements

48
Q

Regulations and clear requirements create distant and impersonal relationships between employees, with the additional advantage of preventing nepotism or involvement from outsiders or politics. Decisions must be based on rational factors rather than personal factors.

A

. impersonal

49
Q

Employees of a bureaucratic organization are selected on
the basis of their expertise. This helps in the deployment of the right people in the right positions and thereby optimally utilizing human capital. Professional growth and career development is encouraged to support employees to become experts in their own field and significantly improve their performance.

A

Career orientation

50
Q

is an essential factor that contributes to the successful operation of an organization. The demand for high quality instruction to improve student learning is one of the many possible things to consider for initiating reforms within an educational institution.

A

Leadership

51
Q

to take charge of the management of the school. They are expected to have a collective vision of the future direction of the organization that is clearly understood by its stakeholders in order to meet the school organization’s goals and objectives.

A

Leaders

52
Q

2oO9J believe that getting the right people to become school leaders is very important and by providing them with competencies to be effective leaders is critical to their profession.

A

Christie, Thompson, & Whiteley(2oO9J

53
Q

some of the important aspects of a school leader’s role highlighted by Christie, Thompson, & Whiteley (2oO9):

A
  1. Developing a deep understanding of how to support teachers
  2. Managing the curriculum in ways thnt promote student learning
    Developing the ability to transform schools into more effective orgunizotion to foster powertuJ teaching and learning /or all students
54
Q

school leaders should understand the need of teachers that will capacitate them in order to become effective teachers.

A
  1. Developing a deep understanding of how to support teachers
55
Q

— learners have different learning styles; hence curriculum shall be carefully managed accordingly by planning for appropriate strategies in curriculum delivery that will suit the learning styles of students.

A
  1. Managing the curriculum in ways thnt promote student learning
56
Q

transformational leadership is one ofthe leadership theories that requires leaders to have passion and energy to achieve great things. Leaders should have in-depth understanding of powerful teaching and learning through the use of brain-based instruction that promotes active-inquiry, in-depth learning, and performance assessment including culture of excellence that will lead to the effective teaching and learning.

A

Developing the ability to transform schools into more effective orgunizotion to foster powertuJ teaching and learning /or all students

57
Q

Among the roles that teacher leaders may assume are the following:

A
  • Grade Level/Subject Coordinator — this may include instructional leadership and administrative functions.
  • Department Chair/Coordinator—servesas liaison officer between administration and colleagues.
  • Curriculum and Assessment Specialist — leads teachers to follow curriculum
  • Mentor/Coach — serves as a mentor for co-teachers.
  • Facilitator — facilitates professional development.
58
Q

Leadership according to Yukl(2013) iS different from managers. lt includes motivating subordinates and creating favorable conditions for doing their work which is considered as one of the important managerial roles.

A
59
Q

Leaders can influence the effectiveness of an organization‘through the”following:

A
  • the choice of objectives and strategies to pursue;
  • the motivation of members to achieve the objectives;
  • the mutual trust and cooperation of members;
  • the organization and coordination of work activities;
  • the allocation of resources to activities and objectives;
  • the development of members skills and confidence;
  • the learning and sharing of knowledge by members;
  • the enlistment support and cooperation from outsiders;
  • the design of formal structure, programs, systems; and
  • the shared belief and values of members.
60
Q

ASCD (2015} emphasized the need to advance the role of a teacher as a leader by initiating teacher leadership training the moment that the individual begins their teacher preparation work

A
61
Q

School leaders involved various leadership styles which include

A

transformational, instructional, and distributed leadership.

62
Q

The primary role of a School Principal is to promote learning and make students successful in their academic endeavors. It requires instructional leadership that is critical to the success and effectiveness of the curriculum and instruction. Instructional leadership is based on three-dimensional approach which includes defining the school’s mission, managing the instructional program, and promoting a positive school climate Hallinger, 2O1o, as cited in Nedelco, zOl§). It is being shared with teachers through coaching, reflection,”collegial investigation, study teams, exploration, and problem solving (Base & Base, zoO4J*In Short, it promotes collaboration between the School Principal and teachers to develop curriculum and instruction in order to improve student’s performance. Hallinger defines this as a leadership being focused predominantly on the role of a school head in coordinating, controlling, supervising, and developing curriculum and instruction.

A
  • Instructional Leadership
63
Q

According to Bass & Riggio (zoo6), this leadership theory was conceptualized by James MacGregor Burns in 1978. Transformationalleaders are type of leaders who inspire their followers to achieve extraordinary outcomes by inspiring them and, in the process, develop their own capacity (Bass & Riggio, zoo6). This leadership approach supports the instructional leadership style. It focuses on developing one’s capacity to innovate and support the development of changes to practices of teaching and learning (Hallinger, 2010, as cited in Nedelco, 201$).

A
  • Transformational Leadership
64
Q

is considered as a shared e#ort by more than one person. “It serves interests of systemic thrivabilit* by promoting patterns of joint optimization of shared visions, values, and individuals amon;¿ groups rather than the maximization of any subset of particular individual interest” (Chatwani, 2018).” In education setting, distributed leadership draws from di4erent perspectives to supports the instructional leadership team by establishing a system of improving curriculum and instruction through coIIabora“tion. It is believed that leadership can be more elective when it is distributed among group of individuals with di4erent competencies but a shared mission and vision to foster culture of learning.

A
  • Distributed Leadership

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