Dambi Dollo University

School of Education and Behavioral Sciences

Department of Educational Planning and Management

Educational Organization and Management II

EdPM2023

By Ephrem M (Ass/Prof)
2014/2022
Dambi Dollo
Course objectives
At the end of this course student will be able to:-

 To create awareness in the studies of the basic

concepts, principles, and techniques of organization
and management

To familiarize students with cotemporary issues

To familiarize them with some strategies of carrying

out an efficient educational system
Organizations are like kids, it’s all about
development.
If you give them good, strong values, a
clear vision of the future, and the view that
everything is possible,
 they will grow up to be like that and . . .
vice versa.”
 The Nature and Concepts Of OD
Definitions
Organization development refers to something about organizations
and developing them.
 organization
-is the planned coordination of the activities of a number of
people for the achievement of some common explicit purpose or
goal, through division of labor and functions, and through a
hierarchy of authority and responsibility.”
 Development
- to advance, to promote the growth of, to evolve the possibilities
of, to further, to improve, or to enhance something.
- is the act, process, result, or state of being developed
Combining these words
OD denotes to an act /process of furthering, advancing, or
promoting the growth of organization
 this definition is too broad and all-inclusive.: which refers to-
 almost anything done in an organizational context that enhances the
organization – hiring a person with needed skills,
--firing an incompetent,
--installing a computer, and so on
• OD is a system-wide application of behavioral science knowledge
to the planned development, improvement, and reinforcement of
the strategies, structures, and processes that lead to organization
effectiveness.” (Cummings & Worley, 2005)
OD is A long term effort, led and supported by top management, to
improve an organization’s visioning, empowerment, learning, and
problem-solving process, through an ongoing, collaborative
management of organization culture - with special emphasis on the
culture of intact work teams and other team configurations(French
& Bell, 1999, pp. 25-26)

OD is the process through which an organization develops the

internal capacity to be the most effective (in its mission work and
sustain itself over the long term)
OD is an effort that is planned, organization-wide, and managed
from the top, to increase organization effectiveness and health
through planned interventions in the organization’s process, using
behavioural science knowledge
 analysis of these and other definitions ,the definitions have common themes.

 .OD is a process aimed at

 changing organizations

 improving the health and effectiveness of organizations

 developing and improving technical and human aspects of the organization

(such as strategies, structures, process, values, culture and organizational
climate).
 involves systematic diagnosis of organization, the development of strategic
plan and implementation
 uses some version of an action research approach where present

realities and future possibilities are assessed

 seeks both top-down and bottom-up support and involvement. It is a collaborative
effort
What Organization Development Is Not

OD is not a mechanical rote application of someone

else’s best practice.
Rote mechanisms and un-integrated change projects are less
effective.
Rigid tools most often prevent the use of living robust
processes to help that magical, intangible high-performing
culture from emerging.

OD is not about short-term manipulation to achieve

immediate gains
 OD values
 OD values tend to be humanistic, optimistic, and democratic.

• Humanistic values proclaim the importance of the individual,

respect of the whole person, treating people with respect and
dignity, assuming that everyone has intrinsic worth, and viewing
all people as having the potential for growth and development
(French & Bell, 1999).

• Optimistic values hold the view that people are good, that progress
is possible and desirable in human affairs, and that rationality and
goodwill are the tools for making progress (French & Bell, 1995,
p. 69).
 Cont...

• Democratic values assert the sanctity of the

individual, the right of people to be free from

arbitrary misuse of power, the importance of fair and

equitable treatment for all, and the need for justice

through the rule of law and due process (French &

Bell, 1995; Garrow, 2009).

 Goals of OD
To develop a self-renewing, viable system that
can organize in a variety of ways depending on
tasks.
To optimize the effectiveness of both the
stable (the basic organization chart) and the
temporary systems (the many projects,
committees, etc., through which much of the
organization’s work is accomplished) by built-in,
continuous improvement mechanisms
 Cont…
• To move toward high collaboration and low
competition between interdependent units.
• To create conditions where conflict is
brought out and managed
• To reach the point where decisions are
made on the basis of information source
rather than organizational role
 CHARACTERISTICS OF ORGANIZATION-DEVELOPMENT

Bringing planned change throughout the

organization
Aims at improving organization’s problem
solving capacity
 close working relationship between the change
agent and the people who are being changed
Activities are action-oriented
focuses on changing attitudes and/or behaviour
 Significance of Organizational Development

• To change a managerial strategy

• To make the organization climate more consistent
with both individual needs and the changing
needs of the environment
• To change organizational cultural and norms
• To change structure and roles
• To improve inter- group collaboration
• To open up the communications system.
Steps in Organization Development
There are four steps in organizational
development
Diagnosis of the problem: its program starts
with the identification of the problem in the
organization. Analysis of various symptoms -
both overt and covert – may help in identifying
the problem.
Planning strategy for change: Determination of
basic approach for attaining goals and the
sequence of detailed scheme for implementing
the approach.
 Cont…
Use of change agents: change is to be
introduced with the help of the change agents
who act as catalysts or facilitators of change in
organization.
-A change agent is a pace setter in the process
of organization development. Change agent
could be outsiders or insiders.
Implementing the change: planning and
implementation of change are interdependent.
Components of Organizational
Development
 Vision
 an organization’s preferred future, wanted to be
created by the staff and constituents.
 a mental image or the power of imagination to
see something not actually visible
 includes vivid description of the organization.
suggests a future orientation, implies a standard
of excellence and has the quality of uniqueness.
• should be clear and realistic and
• serve as a direction for plan.
Why is vision needed?
Vision is needed because it is difficult to select
and prioritize objectives without a vision. The
vision will show where the organization is
heading for.
Questions to test vision
• Is this the right direction?
• Are these the right goals?
• Is this the right time?
 Requirements for an effective vision
 A vision must be:
 developed by leaders, those individuals with strength
and influence to establish direction and mobilize the
organization.
 communicated to followers and must be supported by
them. Leaders have to late others to see, hear, taste,
touch, and feel their vision. The vision of leaders must
be in harmony with the nature and needs of the people.
Significance of vision
 .gives direction for higher level objectives and action
 .it arise internal interest and serve as starting point for strength
 .arise interest of others to support the organization
 Cont...
 comprehensive and detailed, so that every member of the
organization can understand his or her part in the whole.
 Roles and responsibilities must be understood if the vision is
to be fulfilled.
 Each person must know what is expected the rewards that
will accrue when the vision is achieved.
 uplifting and inspiring. It must be big enough. The
organization’s vision must be meaningful and important for
the members to do.
Example MoE vision
The education sector’s vision is “to see all school-age children get
access to quality primary education by the year 2015 and realize the
creation of trained and skilled human power at all levels who will be
driving forces in the promotion of democracy and development in the
country”(ESDP III)
 Mission
the role that will be played in creating the preferred
future, flows from its vision and values.
describes the overall purposes of the organization.
 it is a very broad and general statement about the
basic purpose of an institution.
 it should clearly specify the basic functions of the
organization
In strong organizations,
 vision, values and mission are shared, understood
and embraced by the board, staff, and members or
constituents.
 five essential questions for mission formulation are:

 What function (s) does the organization perform?

 For whom does the organization perform this

function?
 Where does the organization operate?

 How does the organization go about filling this

function?
 Why does this organization exist?
 Example: Mission of MoE(ESDP III)
 Extend quality and relevant primary education to all school-age
children and expand standardized education and training
programs at all levels to bring about rapid and sustainable
development with increased involvement of different stakeholders
 Ensure that educational establishments are production centers for
well-rounded, competent, disciplined and educated people
through the inclusion of civic and ethical education with trained,
competent and committed teachers.
 Take affirmative actions to insure equity of female participation,
pastoral and agro-pastoral and those with special needs in all
education and training programs and increase their role and
participation in development.
 Value

 “global belief that guides actions and judgements across the

variety of situation(Milton Rocheak)
 Are principles, beliefs or ideals that guide people’s behaviour.
They define the philosophy of operation, what the organization
respect , and the organizational culture being practiced by an
organization .
 values represent basic convictions that a specific mode of
conduct (end state of existence) is personally or socially
preferable to an opposite mode of conduct (or end – state of
existence)
 Value cont…

 Values are shared conceptions of what is desirable.

Values are the worth, usefulness, or importance of
something
define what members should do to be successful
in the organization.
core priorities in the organizations culture
a core beliefs that shape the vision and guide the
organization’s day-to-day actions.
can be developed through experience, education
and observation
 Categories of values
Terminal values: lead to ends to be achieved,
reflect what person is ultimately striving to
achieve,
 e.g. comfortable life, family security, self
respect and sense of accomplishment
Instrumental values: relate to means for
achieving desired ends,
reflect what make the person gets there
 e.g. ambition, courage, honest and imagination.
 Types of values

Theoretical. Interest in the discovery of truth through reasoning and

systematic thinking
Economic. Interest in usefulness and practicality, including the
accumulation of wealth.
Aesthetic. Interest in beauty, form and artistic harmony

Social. Interest in people and human relationship

Political. Interest in gaining power and influencing other people

Religious. Interest in unity and understanding the cosmos as whole.

 Different people place different importance to the above six value types
 Examples of Organizational values include:
 accountability
 Efficiency-economical use of resources
 quality and speedy service delivery.
 reputability based on successful execution of
mission
 a culture of fighting corruption
 pursuit of truth and freedom of expression
of truth
Significance of values
. Integrate and initiate organization
members to common purpose
Make strong relation between
organization and individuals
shape principles respect by organization
members
List your school’s value
 Governance in Education

Governance is exercising economic, political and

administrative authority to manage a country’s affairs at all
levels.
In any organization there is power center which establish
goals, allocates resources, and monitor progress
It comprises the mechanisms, processes and institutions
through which citizens and groups articulate their interests,
exercise their legal rights, to meet their obligations and
mediate their differences.
It includes external governance (relations between individual
institutions and their supervisors) and internal governance -
lines of authority within institutions.
Good governance characterized by participatory, transparent
and accountable.
 Indicators of good governance
Rule of law: Legal frameworks should be fair, particularly the laws
on human rights.
Transparency is built on the free flow of information.
Responsiveness: Institutions and processes try to serve all
stakeholders.
Consensus orientation: Good governance mediates differing interests
to reach a broad consensus on what is in the best interests of the
group.
Equity: equal opportunities to improve their well-being.
Effectiveness and efficiency—Processes and institutions produce
results that meet needs while making the best use of resources.
Accountability: Decision-makers are accountable for their decisions.
Strategic vision: Leaders and the public have a broad and long-term
perspective on good governance and human development, along with
a sense of what is needed for such development.
 edu. Governance

 The process of educational governance and policy

formulation are shaped ,in part by
The political institutions holding the reigns of power,
such as democratic or authoritarian systems of
government
The territorial distributions of authority, such as a
unitary, federal or confederation frame work; and
Powerful societal forces emanating from inside or
outside the nation , such as rapid urbanization, shifts in
sources of revenue, ideological orientations, judicial
interpretations and bureaucratic structure
• In the federal system power in the hands of regional governments
is not delegated or devolved from the central government, but is
“residual”. (i,e, power reserved by the constitution for regional
governments so that it is autonomous and can not be revoked or
returned to the national level).
 the development of national plans and strategies,
formulation of policies and standards on education are
assigned to federal- for externality purpose
 establishing and accrediting from kindergarten to college
level is assigned to regions
 establishing higher education institution is shared by both-
for economics of scale
 Activity
• How do you judge the effectiveness
of PTA, KETB,WETB in your area?
• What do you suggest to improve their
contribution?
 Strategic Thinking and Planning

What is strategic thinking?

What is strategic planning?
• Strategic thinking is a way of understanding the fundamental
drivers of an organization and rigorously challenging conventional
thinking about them, in conversation with others.
• is the ability to take the widest possible perspective, see the
broader issues and the impact of these on the business as a whole.
• focuses on developing unique opportunities to create value by
enabling a provocative and creative dialogue among people who can
affect an organization’s direction.
• It uncover potential opportunities for creating value and challenges
assumptions about an organization’s value proposition
• It is the input to strategic planning
 Strategic thinking must take into account:

• Competencies and skills: analysing

organization’s strength and weakness
• Products and offerings: portfolio of offerings
(product, service, price ). What makes them
unique?
• Environment and organization: What is the
overall economic context in which the
organization competes? What is the regulatory or
governmental environment, and how does this
impact the organization? Where the institution is
headed and where do we want to be
 Cont…
• Markets and Customers: Who are the target customers
for the offerings? Their needs? organization’s unique
capacity to suit to meet these particular needs?
• Competitors and Substitutes: nature of competition in
the institution, other organization’s efforts to meet the
same needs, their unique strengths and strategies. How
are they similar to or different from us? How might they
respond to our strategies? their strengths and strategies?
• Suppliers and Buyers: What other organizations do we
need to work with in order to provide our service? their
relative power compared with us? their strategies and
strengths, and are these aligned with ours?
• Strategic planning is a road map for an organization’s
work; a tool for organizing the present on the basis of
the projections of the desired future (a road map to lead
an organization from where it is now to where it would
like to be in the future)
• Daily decisions from program implementation to
fundraising priorities, annual and monthly plan must be
consistent to strategic plan
• Its document informs annual and monthly work plans
and forms the basis for periodic evaluations of staff,
managing board and programs
• the strategic plan is flexible enough to respond to new
realities
 Cont...
 If organization has no strategic plan, the organization will
 respond to emergencies and deadlines, may not do better
 operate from annual plan to annual plan without setting long term
strategic context for their work
 lack clear priorities and focus on too many goals, leading to confusion
within and outside the organization
 be dictated by funding opportunities rather than program strategies
dictate the funding. As a result the programs may stay from the
organization’s core mission

 The strategic plan must be:

 simple: not in terms of scope rather in terms of attainability
 written, clear, based on the real current situation
 have enough time allowed to give it a time to settle. It should not be
rushed.
 Process Considerations

Process is as important as content of strategic thinking.

Processes are needed to ensure that strategies are:
Aligned: An organization’s strategies must fit with its
mission, vision, competitive situation and operating
strengths.
Goal-oriented: Strategies are the means by which an
organization sets out to achieve its goals.
Fact-based: The best strategies are based on and
supported by real data.
Based on Broad Thinking: organizations must consider
multiple alternatives at once and consider a range of
scenarios
 Cont…
Focused: No organization can do everything or be all
things to all people. Strategy setting involves making
choices about what an organization will do
Agreed upon: successful strategies must gain the support
of multiple stakeholders.
Engaging: easily articulated so that they can capture the
attention of people who will be asked to carry them out
Adaptable: Strategies need to be adjusted to build on
learning from experimentation, errors and new
information.
Implemental: provide clear guidance for decision
making in order to shape behaviour throughout the
organization.
 Program Development and Implementation

 The word "program" means a series of planned activities with a broader

scope than a project.
 The domain of activity of a program can be an entire sector (for example,
education), or a sub-sector (for example, primary education), or a major
function of the system (for example, the elaboration of school curricula
and textbooks).
 program may consist of a set of projects, aimed at achieving several
related objectives. For example, a program with the objective of
improving the quality and relevance of primary education might consist
of three projects:
(a) production and distribution of school textbooks and equipment;
(b) in-service training of teachers;
(c) creation of a system for continuous evaluation of the quality of
education.
 Program involves( Agarwal,2004:81)
 i) identification of activities needed for its execution
for example raising financial resource, selection of site,
constructing building, etc.., in case of a program for
expansion,
 ii) Identification of sequential order of various activities
 iii) Determination of starting and completion time for each
step
 Iv) Determination and arrangement of physical, financial and
material resources required for implementation
 V) Assignment of responsible body for execution of each step
 Vi) Establishment of control system, evaluate progress and
Impact assessment
 The process of developing and implementing programs is equally critical to
organizational effectiveness.
 The staff should develop Program and plan , and create accountability
for it
 Desired outcomes need to be identified,
 appropriate activities need to be developed, and
 capacitating staff and volunteers with the appropriate skills to do the
work.
 Organization’s result must be monitored,

 new programs need to be adapted and learning a lesson from the

evaluation..
 In effective organizations program development, evaluation, and strategic
 Evaluation, Learning and Accountability

 Evaluation should show:

1) what actually occurred,
2) whether it had an impact( expected or unexpected), and
3) what links exist between a program and its observed
impacts.
 Monitoring is a continuous process that tracks what is
happening within a program and uses the data collected to
inform program implementation and day-to-day
management and decisions.
 Evaluations are periodic and are used to answer specific
questions related to design, implementation, and result
 Impact evaluations are a particular type of evaluation that seeks to
answer cause-and-effect questions. What is the impact (or causal effect)
of a program on an outcome of interest?
 For example what is the impact of teacher training on student
learning?
 Impact evaluations measure the net change in outcomes that can be
attributed to a specific program .
 It helps to identifying the difference an intervention is making in return
for the resources used
 Projects, programs and policies are typically designed to change or
engender outcomes, for example, to improve learning, or to reduce
dropout
 There are two main types of indicators:
 Quantitative indicators express the result in numbers
 Qualitative indicators help to demonstrate or describe changes which
cannot be expressed in numbers such as those related to ideas,
feelings, attitudes and experience.
 Example : evaluation of teachers training
Component Description
Student learning measured in multiple ways:
1. Student growth by setting students’ improvement;
Student
2. Student mastery of rigorous academic goals and
Learning
standards, based upon a variety of summative
Outcomes
assessments.

The extent to which a teacher executes a set of core

Instructional competencies, through observations of teacher and
Practice student actions and document reviews.

The extent to which a teacher exhibits non-skill and

Professional knowledge based actions and attitudes that reflect a
Responsibilities clearly defined set of professional responsibilities.

Contribution to The extent to which a teacher’s actions build a positive

School school culture for students and families.
Community
 Organizational learning

What is organizational learning?

How do organizations learn?

 Organization learning is a process that develops an organization’s
capacity to acquire, share, and use or manage knowledge more
effectively
 Knowledge acquisition is the organization’s ability to extract
information and ideas from its environment as well as through
insight.
 Knowledge sharing is effectively disseminating information
obtained in the organization system
 Effective organization document their work, report and
communicate in timely and appropriate ways, and aspire to be
transparent to their internal and external publics
 Organizational learning is the ability of an organization

to gain insight and understanding from experience through

experimentation, observation, analysis, and a willingness to
examine successes and failures.
 It promotes organizational health which result in high
organizational performance.
 It requires to place a system, structure, organizational
values to evaluate and learn and an organization culture
that is open to learning and change
 Accountability

 is people with authority and responsibility are subject to reporting

and justifying task outcomes to those above them in the chain of
command.
 liability for any variance from the anticipated norm whether
that variance is a positive or a negative one.
 implies the need for explanation.

 workers must be aware that they are accountable for a task and
accept the responsibility and authority to perform it.
 Effective organizations are accountable to their constituents,
including members, program participants, funders, even their
management and staff members
 Management system and structure
• Organizations need stability and continuity in order to
function effectively. This requires certain structure to
individual and group activities.
• Organizational structure is concerned how tasks are to be
allocated, who reports to whom, and the formal
coordination of mechanisms and interaction patterns that
will be followed
• Individuals must have assigned roles, established
procedures for getting the job done, consistent ways of
getting needed information
• Organizations may have narrowly defined jobs; clearly
spelled - out lines of authority; responsibility, and
accountability and limited flows of information from the top
to the bottom
 The use of a rigid structure and an emphasis on the
hierarchy of authority usually causes employees to use
only specific channels of communication
 The more mechanistic (rigid channels of
communication)the organization, it increases the
probability that any new idea will be screened out
because it violets the status quo in the organization.
 To make organization’s effective all structures should be
aligned with the organizations vision, values and
missions.
 Structure…

in changing situation organic structure is appropriate . the

characteristics of this structure are:
1. Tasks and rules are less rigidly defined.
2. Decision-making is more decentralized because there is no
assumption on that people at higher position are more
knowledgeable.
3. The atmosphere is more collegial.
Departmental boundaries are flexible. This flexibility results in
cordial horizontal relationship across departments, which are
equally important.
 Structure…
For an organization to survive and to be effective,
care should be taken in the choosing and
implementing the appropriate type of structure
• Six common known structure
1.Line organization
2. line and staff organization
3.functional organization
4. Committee organization
5. project organization
6. Matrix organization
 Line organization

 in this type of organization there is only line departments characterized by direct

vertical authority, responsibility, and accountability relationships which connects jobs
and positions at each level with those above and below

General manager

Teacher Curriculum
develop develop Teaching
ment ment learning

 advantage:
 -characterized by simplicity and clarity
 -chain of command ties the whole organization in a coordinated and unified whole
 -it can function with speed
 -consistent with the principle of unity of command
 Disadvantage
 -in the absence of staff specialist like personnel line mangers are required to
perform all functions related to their jobs
 Line and staff organization

• Staff units such as personnel ,quality control are established to

provide specialized advice, guidance and support to line
executives General
manager

Teacher
developme Personnel Curriculum
nt manger development

• Advantage
staff experts help line mangers
disadvantage;:
-complicates the problem of coordination, control, communication
- staff specialist often infringe the unity of command
-conflict between line-staff relationship
 Functional structure
 Functional structure are created when staff unit exercise command authority over
specific matters ( not merely render advice and service to line executives) relating to
some aspects of line function.
 for example, financial manger may lay down costing system which the line managers are
obliged to follow
 It also emerges when executives ,line or staff, exercise functional authority over their
counter parts in the semi-autonomous division
General manager

Curriculum
development Personnel manger
head
line authority
staff and advisory relationship functional authority

 Advantage: it makes possible the adoption and implementation of function system

and procedures throughout the company
 Disadvantage :it creates dual accountability and weakens the unity of command ;
 Committee structure
 Committees are created in almost all large organizations
 The primary function of committees is to make or suggest decisions on
problems requiring an integration of needs of various departments or
divisions , view points or ideas
Board

Appointment
Purchase General and promotion
committee Manger committee

 Two types of committee

 permanent committees: are policy making and decision making bodies
such as the executive committee, the purchase committee
 ad hoc committees : concerns themselves with specific problems and
are disbanded after performing the specific functions assigned to them .
They are not vested with authority to make enforceable decisions
Advantages:
 setting objectives , plans and policies
 Dealing with complex problems
 Reduce bias and conflict : complex and
interdepartmental nature problems are best solved by
committees composed of concerned executives
 Improving interpersonal relationship
 Motivating for participatory decision making
 Commitment to implement decision
 Pooling splinted authority
 Pooling abilities, information and interests for the
formation of policies, plans etc,.
 Owning responsibility
 Acts as Coordinating mechanism
 Disadvantage:
 decisions tend to be suboptimal for it is based on consensus
 Creating conflict among members
 Cause diversion from main problems
 Acts as a devise for shifting responsibility and postponing
decision and
 Split accountability
 Conditions for effective functioning of committee
number should not exceed five; member should be
conversant, not be related superior-subordinate relationship;
agenda should be communicated to members in advance;
support should be forthcoming from executives
 Project structure
 Project structure results from the horizontal grouping of a number of
functions for creating teams to handle specific tasks, or achieving
goals
 Organizations dealing in multiple products, facing challenging
technologies, and need innovation are moving to ward project
management.
 They are drawn from various functional areas and formed into a team
specialist for the performance of a total task of the project
 Project organization structures are most suitable when
the undertaking is definable goal, time, cost; in some way unique or
unfamiliar to organization; if its completion requires coordination of
number of specialized skills, and it is of temporary nature
 Advantage: flexibility and responsive to innovation ideas
 Disadvantage: creates conflict of authority between project manger
and functional heads; project mangers may feel anxiety about their
career progress
 Project structure

General
manager

Teacher
Dev
Curriculum Personnel
Dev

Project
A

Teacher Curriculu
Dev Personnel
m Dev
 Matrix structure

 In matrix structures authority flows vertically within functional

departments while authority of project manger flows horizontally
crossing vertical lines.
 This two ways flow or authority creates a grid of authority flows
 Advantage: provides focus on projects as well as retains the
benefit of specialized expertise and capabilities of functional
departments
 Disadvantage: violates unity of command( the specialists report
to both project manger and functional head at the same issue)
 Matrix structure

General Manger

Teacher Curriculum Finance and

development development procurement

Project
Curriculum Finance and
manager Teacher dev
dev procurement
A I
I I

Teacher Finance and

Project Curriculum
dev procurement
manager dev
B II II II
 Resource development
• Organization requires variety of resources, including
human resource, money, equipment, facilities to do
work
• Old saying – “ he who has a gold makes the rule”
• Effective organization have clear plans for resource
development and human capacity to implement
their plans such as
• Hold special event to raise money
• The source include Individual gift, community
contribution, corporate and foundation grant, NGOs
support, establishment of enterprise such as
agriculture
 Collaboration

• No single organization can effect lasting change in a community. Organizations

must collaborate by planning together, sharing resources, and using
complementary strategies to amplify their work. A collaborative network of
organizations working locally, woredawide, regionally or nationally increases
its chances to affect public policy, influence public opinion, and make lasting
change.
• Collaboration is the cornerstone of many educational reforms including school
restructuring, site-based management, school councils, shared decision making
and team teaching.
• Collaborative practices in schools is said to occur when teachers and
administrators work together, share their knowledge, contribute ideas and
develop plans for the purpose of achieving educational and organizational goals
 HRM
HRM is the execution of all managerial functions involved in
planning, recruiting, selecting, developing, utilizing, rewarding
and maximizing the potential of human resources to the best
achievement of organizational objectives.
HRM is a strategic, integrated and coherent approach to the
employment, development and well-being of the people
working in organizations
 Purposes of HRM
Societal objectives: To be ethically and socially responsive
to the challenges and needs of society.
Organizational objectives: To bringing about
organizational effectiveness. HRM is a means of helping
the organization achieve its primary objectives.
Functional objectives: to maintain best use of the
resources available to it. To ensure smooth operation of
the organization
Personal objectives: To help employees in achieving their
personal goals. Employee performance may decline or
employee may even leave the organization if the personal
objectives of employees are ignored.