Henri Fayol Managerial Principles In Secondary School Management Essay

1. In order to implement an organizations commitment to social responsibility it is necessary to identify what social problem the organization intends to address, develop policies on what the organization plans to do to successfully fulfill its obligation and ensure stakeholder buy-in. The main obstacles an organization faces when implementing socially responsible policies is pressure from stockholders and business analysis who want steady increase in earnings. Without steady increase in profits, it becomes difficult to reinvest money in these areas. The following actions can be taken toward increased social responsibility:

According to Henri Fayol, managers perform five basic functions; planning, organizing, leading, commanding, and controlling. Managers also adapt to assuming multiple roles, enabling them to comfortably transition between being a Monitor, a liaison, a disseminator, a resource allocator, and more. Successful managers do not simply dictate orders, they apply multiple disciplines, embrace the organization as a living breathing entity which has differing moods, requirements and needs, and they understand strive to create a challenging and satisfying work environment, one which promotes innovation, employee dedication and high productivity. To create this type of environment, managers need to understanding their greatest asset are the people whom they manage. A successful manager fosters trust with their subordinates, empowers them to grow and learn, and becomes a dependable resource the employees can count on no matter what struggle may stand before them.

Since its development in 1994 the standards of Educational Leadership have pursued promoting an understanding on what is expected from the educational administration field.1 The goal of this paper is to present a personal appraisal of a connection between the ELCC standards and my own experiences in district leadership and a reflection on my professional practice of the standards. It is implicit that an educational leader should promote the success of every student by advocating and effectively implementing the 6 standards of Educational Leadership. 2

The theory of management has been developing since time began – in the tribal days, hunts had to be organised, in the Victorian era the construction of the railways had to be managed; and nowadays every organisation globally has to be organised. One of the first ‘schools’ of management was the Classical Theory – this focused on getting the most out of each employee following a strict structure of management – Henri Fayol is one of the most famous Classical Theorists and his quote - “to manage is to forecast and plan, to organize, to command, to co-ordinate and to control” – summarises his main points of how managers should remain in authority and carry out their jobs. Although there are also other schools of management such as the Human Relations Theory. This is a far softer approach and concentrates on each employees emotional and physical needs – it looks at them as a valuable resource to the business – not just as a means to an end.

As a perspective principal, there is a wealth of knowledge to gain from abiding by the guidelines of domain III, which pertains to administrative leadership. Although I was somewhat oblivious to the intricacies of this position, I was eager to develop new perspective in this area of expertise. The amount of coordination it takes for an influential leader to operate a school is fascinating. I am more equipped with a realistic approach to encourage positive change.

As I continue to work in an organization, I am very observant of the characteristics and actions of management. I watch management to see how they tick. I am curious to how management functions, what roles they play, and what skills they possess. In my last job, I witnessed a manager that struggled to do the basic management functions, no designated managerial role, and ineffective managerial skills. Basically, I learned that my previous manager how not to operate in management.

An effective, cotemporary superintendent not only has to be an instructional leader, he or she must also be a strong manager. As such, they are required to have knowledge and understanding of fiscal management, facility management, pupil transportation, and food services. According to the text, management and leadership are interdependent roles and are needed to for effective education. There are several challenges for superintendents as it relates to their ability to efficiently and effectively manage the organization.

After reading chapter 1 of School Leadership that Works, it is evident that leadership is considered to be vital to the successful functioning of many schools. A few aspects of schooling that have been linked to leadership are clear mission and goals, overall climate, attitude of teachers, classroom practices of teachers, organization of curriculum and instructions, and students' opportunity to learn. “Students in effective schools as opposed to ineffective schools have a 44 percent difference in their expected passing rate on a test that has a typical passing rate of 50 percent.” (Marzano 3) Because leadership is perceived to be important to the successful performance of schools, no wonder that an effective principal is thought as a necessary

Management is a “process, comprised of social and technical functions and activities, occurring within organizations for the purpose of accomplishing predetermined objectives through human and other resources.” In order to achieve the desired objectives of the organization, managers carry out technical and interpersonal activities and work through and with other people. PPG 4. This paper will summarize my interview with such manager, along with the description of the purpose of interview, brief introduction of the interviewee and his organization. The paper will also relate ideas and topics covered in the interview with the management principles in healthcare and finally explain what was learnt in this process.

20. Suppose the demand for good X is given by Qdx = 10 - 2Px + Py + M. The price of good X is $1, the price of good Y is $10, and income is $100. Given these prices and income, how much of good X will be purchased? A. B. C. D. 115. 515. 1,000. none of the statements associated with this question are correct.

Moreover, it was clear that principals of high school level were more keen on supervising and monitoring than principals of intermediate schools of cycles one, two and three (Pashiardis, 2010). Pili (2014) too, suggested that both private and public schools should extend their managing behavior to participate in workshops and other school activities which bring them nearer to the student and results in providing clear monitoring and assessment for the students’ achievement.

In a traditional and stagnant educational environment leadership relies heavily on power and control. In this context a primary administrator has the power to assign tasks and monitor progress while also controlling the distribution of positive or negative performance based incentives. When leadership is merely a series of transactions the primary administrator is able to stake claim to independently creating a school mission and appropriate action steps. After conducting my interview it is evident that now, more than ever, educational leaders must avoid these tactics in order to appropriately address organizational challenges. The context and type of challenges within an organization will dictate what alternative strategies will be most

Every manager must have a set of principles, values, and core beliefs that he must follow. These principles, values, and beliefs make up his philosophy of management. Webster defines philosophy as “the most basic beliefs, concepts, and attitudes of an individual or group.” (Webster) I will be discussing the principles, values, and beliefs I as a manager will have to do my job efficiently. I will also discuss the different biblical beliefs that support my management style.

Henri Fayol’s theory was almost a century old and was originally written in French. Further review on several journal articles has led to an overview background of Fayol’s working life which provided the foundation that conceptualized his theory. According to Wren (2001), Fayol was appointed as the Director in a mining company, Decazeville, where he succeeded to turnaround the company to become profitable. Fayol was the first person to classify the functions of a manager’s job. Fayol (1949; as cited in Wren, 2001) identified five key functions in managerial works.as planning, organising, command, coordination and control. Planning consists of any managerial work that involves setting goals and coordinating actions to

In Somech’s (2005) study, the interest was to determine if a directive leadership or participative approach affected greater impact upon managing school effectiveness, in which effectiveness was defined as empowerment, organizational commitment, team effectiveness and innovation. In his study, three hypotheses were stated. Whereas, Busch, et al. (2005) stated only a purpose for the study, i.e., to