Samar Colleges, Inc

COLLEGE OF GRADUATE STUDIES

City of Catbalogan

Course: : MAED- EDUCATIONAL MANAGEMENT

Subject : PRINCIPLES AND THEORIES OF MANAGEMENT
Term : 1ST semester S.Y. 2024-2025
Instructor : JOSEFINA F. DACALLOS, ED.D
Reporter : DONNA V. PORCIL
Reporter No : 8
Topic : ORGANIZATIONAL THEORIES AND THEIR APPLICATION
DELEGATION
FORMAL AND INFORMAL ORGANIZATION

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ORGANIZATIONAL THEORIES AND THEIR APPLICATIONS

Organizational theory- focuses on understanding how educational institutions
function and how they can improve their performance. It explores aspects such as
organizational learning, problem-solving, and the practical realities faced by educational
leader.
Types of organizational theories:
A. Classical Organizational Theory
It emerged in the early 20th century, focuses on the formal structure of
organizations and aims to increase management efficiency. This theory views an
organization as a machine, with employees as its parts, emphasizing centralized authority,
labor specialization, and incentives to optimize productivity.In the context of education,
classical organization theory can be applied to understand and improve the management
of educational institutions.
Focus: Efficiency, hierarchy, and clear division of labor.
Application in Education: Schools can use this theory to establish clear roles and
responsibilities, streamline administrative processes, and improve operational efficiency.
The main pillars or elements of the Classical theory are as follows:
1. Division of Labor – In order to obtain a clear specialization in order to improve the
performance of individual workers, the organization must divide work.
2. Departmentalization – The organization must group various activities and jobs into
departments. This allows it to minimize costs and also facilitate administrative control.
3. Coordination – The organization must ensure harmony among diverse functions. This
allows it to arrange the group effort in an orderly manner which provides unity of action
while pursuing a common purpose.
4. Scalar and Functional Processes – A scalar chain is the series of superior-subordinate
relationships from the top to the bottom in an organization. It facilitates the delegation of
authority or command, communication or feedback, and also remedial action or decision.
5. Structure – Structure is the logical relationship of functions in an organization. Further,
these functions are arranged for effective objective accomplishment.
6. span of Control – This is the number of subordinates that a manager can effectively
supervise.
B. Neoclassical Organizational Theory
Also known as the human relations or behavioral theory, emerged as an extension
and modification of classical organizational theory. It emphasizes the importance of human
behavior, social aspects, and the needs of workers within an organization.
Principles of Neoclassical Organizational Theory:
1. Human Relations: Focuses on the social and emotional needs of employees. It
recognizes that workers are motivated by more than just economic rewards.
2. Social Systems: Views the organization as a social system where human interactions
and relationships play a crucial role.
3. Behavioral Science: Incorporates insights from psychology and sociology to understand
and manage human behavior in organizations.
Application in Schools:
1. Teacher-Student Relationships: Emphasizing positive interactions and relationships
between teachers and students to create a supportive learning environment.
2. Staff Collaboration: Encouraging teamwork and collaboration among school staff to
improve communication and efficiency.
3. Motivation and Morale: Implementing strategies to boost teacher and student
motivation, such as recognizing achievements and providing emotional support.
4. Inclusive Environment: Creating an inclusive school culture that values diversity and
addresses the social and emotional needs of all students.
C. Human Relations Theory
 Focuses on the importance of social and psychological factors in the
workplace. Developed by Elton Mayo in the 1920s, this theory emphasizes that employees
are social beings with unique needs and behaviors, rather than just economic entities
Focus: The importance of human needs in the workplace.
Application in Schools: Encourages a supportive and collaborative environment among
teachers and staff. By fostering positive relationships and addressing the emotional and
social needs of staff, schools can improve job satisfaction and performance.
1.Teacher and Staff Well-being: Schools can focus on the well-being of teachers and staff
by recognizing their individual needs and providing support systems. This can include
mental health resources, professional development opportunities, and a supportive work
environment.
2.Collaborative Environment: Encouraging collaboration among teachers, staff, and
students can foster a sense of community. Informal networks and relationships can be
nurtured through team-building activities and social events.
3. Inclusive Decision-Making: Involving teachers and staff in decision-making processes can
lead to more effective and accepted policies. This can be done through regular meetings,
feedback sessions, and committees that include representatives from different groups
within the school.
4. Student Engagement: Applying human relations principles to student interactions can
improve engagement and learning outcomes. This includes recognizing students’
individual needs, fostering positive relationships, and creating a supportive and inclusive
classroom environment.
5. Leadership Styles: School leaders can adopt participative leadership styles that value
input from all members of the school community. This can lead to a more motivated and
committed staff.
6. Conflict Resolution: Effective communication and conflict resolution strategies can be
implemented to address issues promptly and constructively, maintaining a positive school
culture.
D. Contingency Theory
Posits that there is no single best way to manage an organization. Instead, the
optimal management approach depends on various internal and external factors specific
to the situation. This theory contrasts with traditional management theories that advocate
for a universal approach.
Focus: Adaptability and the idea that there is no one-size-fits-all approach.

Application in Schools: Schools must adapt their management and teaching strategies
based on specific circumstances, such as student demographics, community needs, and
available resources. This theory supports flexible and responsive school leadership.

Concepts of Contingency Theory:

1. Leadership Effectiveness: Effective leadership depends on the match between a
leader’s style and the demands of the situation. For example, Fred Fiedler’s contingency
model suggests that task-oriented or relationship-oriented leadership styles should be
matched with specific types of situations. School leaders can adapt their leadership style
based on the situation. For instance, a directive style might be necessary during a crisis,
while a participative style could be more effective in a stable environment with
experienced staff.

2. Organizational Design: Organizations should be structured based on their

environmental context. Factors like organizational size, strategy, technology, and
environment influence the optimal structure.: Schools can adjust their organizational
structure to better fit their unique environment. A large school might benefit from a more
hierarchical structure, while a smaller school might adopt a flatter, more flexible structure

3. Decision-Making: The best decision-making approach depends on situational factors,

such as the nature of the task, team involvement, and environmental uncertainty2.
E. Modern System Theory
Modern systems organizational theory views organizations as complex,
interconnected systems that interact with their environments to achieve long-term
sustainability and growth1. This theory emphasizes the importance of understanding the
various subsystems within an organization and how they work together to form a cohesive
whole.
Key Principles of Modern Systems Organizational Theory:
1. Interdependence: All parts of an organization are interconnected. Changes in one part
affect other parts.
2. Holism: The organization should be viewed as a whole rather than just a collection of
parts.
3. Feedback Loops: Continuous feedback is essential for the organization to adapt and
improve.
4. Open Systems: Organizations must interact with their external environment to survive
and thrive.
Application in Schools:
1. Holistic Education: Schools can adopt a holistic approach to education, considering the
interdependence of various educational components such as curriculum, teaching
methods, and student services.
2. Feedback Mechanisms: Implementing regular feedback loops between students,
teachers, and administrators to continuously improve educational practices.
3. Community Engagement: Schools can engage with the community and external
stakeholders to enhance educational outcomes and ensure the school remains relevant
and responsive to external changes.
4. Collaborative Environment: Encouraging collaboration among different departments and
staff members to create a more integrated and supportive educational environment.
DELEGATION
Delegation is the process of assigning tasks, responsibilities, and authority to
another person or group of individuals. It is a core concept of management leadership and
an effective way to manage time and resources. Delegation can be used to distribute
responsibility more evenly or to assign tasks that are more relevant to another team
member's priorities, skills, or interests.
When delegating, it is important to be clear about what needs to be done, who
handles doing it, and what authority they have to do the task. Delegation is a process by
which managers, such as school heads, transfer part of their authority to their colleagues,
for the performance of certain tasks and responsibilities. By assigning tasks to them to
perform on your behalf, you can enable the decentralisation of authority or office
functions, the sharing of duties/tasks within the school and the grouping of duties into
departments with group heads for easier management. Since delegation can take place at
all levels of management, department heads themselves may also become involved in
delegation.
Delegation in a school setting involves school leaders, such as principals or
administrators, transferring some of their responsibilities and authority to other staff
members. This process allows tasks to be completed more efficiently and helps develop
leadership skills among the staff.When done effectively, delegation means more than just
assigning tasks. It involves giving the delegated person the autonomy to decide how to
achieve the desired outcomes. This builds trust, encourages problem-solving, and fosters a
sense of ownership and accountability.For example, a principal might delegate the
organization of a school event to a teacher. The teacher would then be responsible for
planning, coordinating with other staff, and ensuring the event runs smoothly. This not only
helps the principal manage their workload but also empowers the teacher and helps them
develop their organizational and leadership skill.
Principles and procedures of delegation

- Select the person to delegate to, on the basis of a sound knowledge of staff members in
terms of their varying levels of competence, commitment and capability.
- The nature and scope of the work to be delegated must be clearly defined and be for the
benefit of the organisation as a whole.
- Delegated tasks must be clearly described.
- The person to whom a task is assigned must be capable of carrying out the task or duty
to the best of his/her ability and willing to take responsibility.
- Mutual co-operation, understanding and faith between the manager and staff members is
of the utmost importance to enable delegation to be successful.
- Some form of regular reporting to provide a means of progress control is required.
- Reward successful achievement of delegated tasks.
Benefits of Delegation
 1. lead to effective utilization of available human and material resources and ultimat
ely Better performance of the school as an organization and improved productivity among
teachers;
2. lead to better use of time which is an invaluable asset to any organization includin
g schools;
3. give the manager more time to attend to more strategic management functions r
ather than stressing himself out in doing the work.
4. delegation engenders participation on the subordinates' part, and can serve as a t
raining ground to improve their knowledge and skills as well as test their suitability for job
performance and promotion;
5. provide opportunities for subordinates to take part in the schools' decision-making
process which can help to boost their morale, reduce conflicts and enhance job satisfaction
;
6 lead to formation of committees with membership which cut across the various
departments and serve as means of achieving team work, co-ordinating school activities
and disseminating information within the school community.
7. make the school leadership more democratic while making different shades of opinions
available to the principal
8. help to improve the rapport among teachers on the one hand and between principal and
the teachers on the other hand and thereby improve the tone of the school;
9. leave more time for managers to be available for consultations by subordinates and
superiors.
FORMAL ORGANIZATION

A formal organization in school refers to an educational institution with a well-defined structure. It

has shared characteristics such as division of labor, documented policies, and a specific
chain of command. Schools are goal-oriented entities that prepare young people for future
roles.
A formal organization is basically goal oriented entity that exists to accurate the
eforts of individuals and it refers to the structure of jobs and positions with clearly de ined
functions, responsibilities and authorities. According to Chester Banards, “An organization
is formal when the activities are coordinated towards a common objective.” He found
that the essence of formal organization is conscious common purpose and that formal
organization comes into being when persons; 1.Are able to communicate with each
other. 2. Are willing to act. 3. Share a purpose.In this way, a school is a formal
organization, since it has a system of well-defined jobs bearing a deinite measure of
authority, responsibility, and accountability. All this is designed to enable the people
working within the school, work more effectively for achieving their desired objective.
Factors characterizing a formal organization.
1) Presence of human beings or people; In any formal organization, there must be
people. Some are professionals, highly skilled and educated, trained while others are
not. Both genders are present. The people come with different aptitudes, attitudes,
perceptions, drives and expectations. All of them have a reason for being in the
organization.
2) Hierarchical order of positions.People occupy different positions in the organization
while serving in it. Such positions are arranged started with the one that carries the most
power or authority. Within the organizational hierarchy, there is the inbuilt bureaucracy
that typiies each organization.
3) Roles and Activities; As occupants of the various positions, people are expected to
perform certain tasks or duties as well as exhibit certain roles. All workers must portray
different behaviors commensurate with the positions held and activities done.
4) Presence of rules and regulations; A formal organization has rules and regulation that
are coded or written formally to guide and to be followed by the positions occupants
when carrying out their activities and portraying their roles in the formal organization.
These rules govern the relationship among the people, decision making patterns and
organizational routines and climate, all of which are meant to nurture the well-being of
the organization.
5) Relationships; In any organization, we have formal and informal relationships. Formal
relationships occur when people are performing organizational tasks. Informal
relationships operate mostly during and for leisure time whenever people are found. They
are unavoidable within the work situation.
6) Presence of a goal(s); Every formal organization has a goal(s).All occupants of
positions and their activities must work towards the goal attainment or realization.
7) Facilities and structures; Formal organizations are normally housed in some structures
like buildings, offices, etc. These structures permit the organization to perform its
mandate effectively.
School as a Formal Organization.
(a) The Human Factor. The school exhibits this characteristic in a number of ways. First
there is the society or community member in form of parents. They are the owners of the
school; maintain, support and are thus the source of legitimacy for the existence,
organizational and operation of the school. This factor includes the school committee or
board members as consultative bodies, head teacher, deputy and other teachers.it also
includes the subordinate staff and the learners.
(b) School hierarchy factor. The hierarchy arrangement in the daily running of the school
begins with the head teacher. The position holds the highest powers and authority in the
school. The deputy head comes next followed by class teachers, subordinate staff and
the learners’ position
. (c) Roles and activities factor In the school there are many activities that all the human
beings in it carry out. The day to day school administration and/or management activities
are entrusted in the highest school positions; that is, the head teacher and the deputy
head teachers. They are the main decision makers to ensure that conformity to the
decisions concerning the various school activities occurs. The teaching –learning
activities are vested in the class teachers to organize, plan, oversee and ensure that
there exists an environment conducive to these activities occurring in the most desirable
way. Meanwhile all this positions holders are expected by society to reflect the roles that
are commensurate with the positions held and the respective activities. They are also
supposed to be professionals, be impartial and exercise the “service neutrality” of the
school organization.
(d) Rules and regulations factor; In order for the school activities to run smoothly and in
coordinated manner, there must be formally established rules and regulations. These
are necessary to guide the school operations, interactions and relationships. All the
people in the school must obey such rules and regulations. Conformity is required. For
instance, all the teachers and students must adhere to the time of starting school
activities in the school eg.lessons. Teachers will be required to carry on their teaching
duties responsibly and give equal attention to all students. If non conformity to the rules
occurs among the teachers, subordinate staff or the students, the Principle will have to
deal with such issues with the deputy principle. These rules and regulations may come
from a number of sources. The sources include the government through the Ministry of
Education and the Teachers Service Commission; school board/committee; the internally
sanctioned rules and regulations set by each school administration and even the ones
prescribed by the individual class teachers. (e) The Relationships factor; People when
they meet, will interact. The outcome of these interactions is that all kinds of
relationships will emerge, for example, positive and negative relationships.
(f) The Goal(s) of the school factor; The school in any society or community is part of
such social systems set to pursue goals that are commensurate and fulfilling the need of
the society. The social institution called education has given the large part of its task to
the school, colleges and universities. Besides the social goal, the school organization
carries out other functions in society. For example, 1) Transmits and preserves society’s
culture 2) Reforms character/behavior of the learners. 3) Facilitates social mobility or
ascent. 4) Facilitates allocation of social positions. 5) It innovates or inculcates various
new skills in the learners. 6) Emancipates the young ones from the primary care of the
family.
INFORMAL ORGANIZATION
An informal organization in a school refers to the network of personal and social
relationships that naturally form among students, teachers, and staff. Unlike the formal
organization, which is structured and defined by official roles, responsibilities, and
hierarchies, the informal organization emerges spontaneously based on personal
interactions and shared interests.
Here are some key characteristics of informal organizations in schools:
1. Social Interactions: Informal organizations are built on social interactions and
friendships. For example, teachers might form informal groups based on shared interests
or common planning periods.
2. Communication: Communication within informal organizations is often more relaxed and
less structured, relying on personal conversations rather than official channels.
3. Support Networks: These groups can provide emotional and professional support,
helping members navigate challenges and share resources.
4. Influence: Informal organizations can significantly influence the school environment,
affecting morale, motivation, and even decision-making processes.