Theoretical History of Educational Administration

Theoretical History of Educational Administration

Behavioral Science Approach

Classic Organizational Theory

(Contributors: Fredrick Tayler, Henri Fayol, Luther Gulick, and Max Webber)

References

(Contributors: Chester Barnard, E. Wight Bakke, Chris Argyris, Jacob Getzels, Egon Guba, Abraham Maslow, Douglas McGregor, Fredrick Herzberg, Rensis Likert, Paul Hershey and Kenneth Blanchard)

The merger of Scientific Management and Administrative Management

Lunenburg, F. and Ornstein, A. (2008). Educational Administration Concepts and Practices. Chapter 1. (p. 1-11 and 26-34).

Fred Fiedler:

Contingency Theory

A model which states there is no one best style of leadership. Instead, a leader's effectiveness is based on the situation.

Paul Hersey and Kenneth Blanchard:

Situational Leadership

A theory based primarily on the premise that the style of leadership will be effective only if it is appropriate for the maturity level of the followers.

Robert Blake and Jane Mouton:

Managerial Grid

Assessment of managerial behaviour based on concern for production and concern for people. Designed to help leaders identify their own leadership style.

Scientific Management four basic principles: (Fredrick Taylor, 1911)

1. Find "the one" best way to perform each task

2. Carefully match each worker to each task

3. Closely supervise workers

4. The task of management is planning and control

Administrative Management: (Henri Fayol, Luther Gulick, and Max Weber, 1947)

It concentrates on the management of the entire organization, not just the individual as in scientific management.

According to Fayol-Five basic management functions and fourteen principles to guide the management of organizations. Gullick extended it to seven functions.

E. Wight Bakke: Fusion Process

The individual uses the organization to further his/her own goals, whereas the organization uses the individual to further its own goals.

Rensis Likert:

Systems 1-4

Frederick Herzberg:

Hygiene-Motivation

Research on the effect of management systems on employee's attitudes and behaviour. He developed four management systems: System 1-4 based on organization climate in relation to leadership, motivation, communications, interaction/influence, decision making, goal setting, control and performance goals.

A two-factor theory of motivation. What causes dissatisfaction (Hygiene) or satisfaction (Motivation) in the work place.

Douglas McGregor:

Theory X and Y

Chester Barnard: Effectiveness/Efficiency

He argued that an organization can operate and survive when both the organization's goals and the goals of the employees are kept in equilibrium.

Two contrasting sets of assumptions about people and the management strategies suggested by each.

Abraham Maslow:

Need Hierarchy

Getzels and Guba:

Nomothetic/Idiographic

A social systems analysis for studying administrative behaviour involving two classes of phoenomena:

Nomothetic (institutions with certain roles and expectations) and Idographic (idividiuals with certain personalities and needs).

Behaviourial scientists considered both classic model and human relations model to be incomplete representations of employees in the workplace. Several authors attempted to show points of conflict between the two approaches; thus, the behavioural science approach was born.

Chris Argyris:

Individual/Organization Conflict

He argues that there is an inherent conflict between individual and organization.

(Lunenburg and Ornstein 2008, p. 10)

Limitations: Psychological and social factors in the workplace were ignored. It is too rigid and mechanistic (Lunenburg, F. and Ornstein, A. (2008)

1950

1975

2000

1930

1900

2010

Human Relations Approach

Post-Behavioral Science Approach

(Contributors: Elton Mayo, Kurt Le, Carl Rogers, Jacob Moreno, William Whyte and George Homans)

(Contributors: John Dewey, James Contant, Andy Hargreaves, Gail Furman and Robert Starratt)

The Hawthorne Studies

• Determined that monetary incentives and good working conditions are generally less important in improving employee productivity than meeting employees' need and desire to belong to a group and be included in decision making and work.

Interrelated concepts of school improvement, democratic community and social justice with heavy emphasis on leadership; and emergent nontraditional perspectives (Table 1-2; p. 19)

School Improvement

Social Justice

Democratic Community

Inequities in schools-rich and poor, educated and illiterate, powerful and powerless.

Major assumptions of the Human Relations Approach include:

The idea that schools should embody the kind of community that could prepare people to live within and to maintian a healthy, democratic society (Lunenburg and Ornstein 2008, p. 14)

Excellence and equity-schooling must be democratic. Equal education results for all.

Accountability for school improvement. Ideally, focusing upon educational policy, administration, and pedagogy to directly affect student learning.

• Clarifying Purpose
• Encouraging collective learning
• Aligning with standards
• Providing support
• Making data-driven decisions

Emergent Nontraditional Perspectives-the positivist approach. "...a world-view that all knowledge of the world comes from experience and observation." (p18)

3. An individual's perceptions, beliefs, motivations, cognition, responses to frustration, values, and similar factors may affect behaviour in the work setting.

7. Communication, power, influence, authority, motivation, and manipulation are all important relationships within an organization, especially between superior and subordinate. Effective communication channels should be developed between the various levels in the hierarchy, emphasizing democratic rather than authoritarian leadership. (Lunenberg and Orstein, 2008, p. 10)

5. Informal social groups within the workplace create and enforce their own norms and codes of behaviour. Team effort, conflict between groups, social conformity, group loyalty, communication patters, and emergent leadership are important concepts for determining individual and group behaviour.

1. Employees are motivated by social and psychological needs and by economic incentives.

6. Employees have higher morale and work harder under supportive management. Increased morale results in increased productivity.

2. These needs, including but not limited to recognition, belongingness, and security, are more important in determining worker morale and productivity than the physical conditions of the work environment.

4. People in all types of organizations tend to develop informal social organizations that work along with the formal organization and can help or hinder management.