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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS<br />

<strong>of</strong> all. Undoubtedly, they provide a base for th<strong>in</strong>k<strong>in</strong>g about the management <strong>of</strong> a school<br />

as an organization and the education <strong>of</strong> young people which schools are <strong>in</strong>tended to<br />

provide. Education is the learn<strong>in</strong>g process by which values, attitudes, <strong>in</strong>formation and<br />

skills are acquired and <strong>in</strong>tegrated. Management Education is the process <strong>of</strong> learn<strong>in</strong>g<br />

values, attitudes, <strong>in</strong>formation and skills to achieve desired relations between resources<br />

and objectives. (Choudhury, 2001)<br />

Management <strong>of</strong> educational organization means sett<strong>in</strong>g realistic goals and<br />

draw<strong>in</strong>g up plans to achieve them. Those plans <strong>in</strong>volve dist<strong>in</strong>ct phase, sett<strong>in</strong>g objectives,<br />

allocat<strong>in</strong>g resources, deliver<strong>in</strong>g results, evaluation the impact, and resett<strong>in</strong>g objectives <strong>in</strong><br />

the light <strong>of</strong> evaluation (Thomas and Mart<strong>in</strong>, 1996). Good management may be<br />

summarized <strong>in</strong> the cycle as:<br />

Plann<strong>in</strong>g<br />

Evaluat<strong>in</strong>g Organiz<strong>in</strong>g<br />

Monitor<strong>in</strong>g Provid<strong>in</strong>g<br />

Ma<strong>in</strong>ta<strong>in</strong><strong>in</strong>g<br />

Figure 1: The Cycle <strong>of</strong> Good Management<br />

Source: Brighouse and Woods (1999)<br />

The goal <strong>of</strong> educational management at the <strong>in</strong>stitutional level is to achieve the<br />

social and system goals <strong>of</strong> education plus any additional objectives peculiar to the<br />

specific <strong>in</strong>stitution, to do this the manager will need to understand more completely the<br />

exist<strong>in</strong>g motivation <strong>of</strong> their fellow adm<strong>in</strong>istrators, teachers and pupils (Kemmerer and<br />

W<strong>in</strong>dham, 1997). Shar<strong>in</strong>g <strong>of</strong> management tasks and ownership <strong>of</strong> the need for them is<br />

crucial to successful school.<br />

Cyert and March (1992) argues the, an organization is developed to achieve<br />

certa<strong>in</strong> goals or objectives by group activity. The centrality <strong>of</strong> the goal orientation <strong>of</strong><br />

schools and colleges is common to most <strong>of</strong> the different theoretical approaches to the<br />

subject. There is disagreement, though, about the value <strong>of</strong> formal statements or purpose,<br />

about ―Whose‖ purposes may become the objectives <strong>of</strong> the organization and about ―how‖<br />

the <strong>in</strong>stitution‘s goals are determ<strong>in</strong>ed.<br />

.<br />

2.4 Statement <strong>of</strong> the Problem<br />

It is an established theory that proper organizational behaviour ensures the full utilization<br />

<strong>of</strong> available educational facilities and resources for the development <strong>of</strong> the organization.<br />

Hence the study was focused on Role <strong>of</strong> Educational Managers <strong>in</strong> Educational<br />

Organizations <strong>of</strong> NWFP.<br />

COPY RIGHT © 2011 Institute <strong>of</strong> <strong>Interdiscipl<strong>in</strong>ary</strong> Bus<strong>in</strong>ess <strong>Research</strong><br />

JANUARY 2011<br />

VOL 2, NO 9<br />

489

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