Edm 304 Strategic Management Online Report

STRATEGIC MANAGEMENT
IN
EDUCATION
JET LEE L. OCAMPO

REPORTER
JOSELITO S. MALAMANIG
PROFESSOR, EDM 304
“GREAT LEADERS DON’T BLAME THE
TOOLS THEY ARE GIVEN. GREAT
LEADERS WORKS TO SHARPEN
THEM.” –SIMON SINEK
• …involves the formulation and

implementation of the major goals and
initiatives taken by top management on
behalf of owners,… …based on
consideration of resources and an
assessment of the internal and external
environments in which the organization
competes.
3
provides overall direction to the organization

and involves:
-specifying the organization's objectives,
-developing policies and plans designed to
achieve these objectives, and then
-allocating resources to implement the plans.
4
STRATEGIC PLANNING CYCLE
-Specify the Organization's Goals

-Develop policies and plans to meet Desired
Outcomes
-Strategies by allocating resources to
Implement
-Measure Outcome to monitor
-Realign Results back to Goals
5
VISION & IMPLEMENTATION PROCESS
-Know the organization‘s Vision

-Develop Plans designed to achieve Vision’s
objectives
-Specify the Organization‘s, Department’s &
Employee’s Goals
-Develop & define Job Description
-Measure Performance and realign to meet Vision
6
NOW, WHAT IS STRATEGIC
EDUCATIONAL
MANAGEMENT?
STRATEGIC EDUCATIONAL MANAGEMENT
…is the transformation of school

management for improving basic education,
entails a long-term change process with a
core set of practices, performed by school
Principals, Teachers, Students, Parents,
Supervisors, Advisors and support Staff.
8
…a process that leads to create and

strengthen different ways of doing to
enhance; Effectiveness and Efficiency to
attain equity and relevance of educational
activity.
9
…from this perspective, we plan to support

Principals from benefited schools in a model
of Strategic Educational Management,
..arising from practices taking place in
schools every day, allowing us to understand
them better.
10
History has repeatedly demonstrated that
those changes and innovations driven by
government bodies with responsibility for
education rarely succeed.
Perhaps one of the key reasons is that the
needs and interests of each individual
learning institution have not been taken into
account nor those of teaching staff.
11
More recently, in view of this lack of
success, there has been something of a
change in the way in which innovation is
approached. The need for dialogue between
educational institution and society is now
being recognized, taking into account the
particular context for innovation within each
institution and…. acknowledging that they
need to act democratically, with participation
and collaboration from society.
12
There is thus a move away, from innovation
being tied to sweeping institutional reform,
and a move towards a relationship between…
-innovation
-the professional development of teaching
staff, and
-the learning processes of students.
13
Research into change in educational improvement
has clarified the nature and reach of an effective
management model for achieving the desired
improvements in an educational setting.
Fresh management thinking and practices form
the basis of that improvement.
These issues remain at the centre of a far reaching
debate, with opinions appearing to veer towards a
strategic management model with pedagogical
leadership. (Bolivar& Moreno, 2006).
14
The fundamental task underlying the
redesign of educational institutions
nowadays, is to resolve the dissociation that
exists between the strictly pedagogical and
the more generically organizational. This
involves acknowledging that successful
educational transformation stems from
integrated Strategic Management. Pozner
(2000)
15
Only deep-seated change in educational
working practices will bring the education
system up to the optimum level for progress
towards the strategic objectives that currently
prove so challenging.
These being: quality; equality; fitness-for-
purpose of the curriculum; and greater
professionalism in teaching.
16
Strategic Educational Management embraces
numerous aspect of the educational system.
Rendon in (2009) distinguishes several of its
components as an aide to understanding,
together with a series of factors and
fundamental competencies that underpin it.
17
Key components, factors and fundamental competencies that is
helpful to examine the basic characteristics and components of
Strategic Educational Management Model are:
-The core nature of pedagogy.
-Skills for dealing with complexity
-Teamwork
-Openness to learning and innovation
-Advice and guidance
-An organizational culture bound together by a clear vision for
the future
-Strategic systemic interventions
18
a. The core nature of pedagogy
The educational institution itself is the

organizational cornerstone of the education
system, and, as such, it is within the
institution that pedagogical issues need to be
addressed. With regard to its characterizing
features, the specialist literature reflects the
following: a. The core nature of pedagogy
19
An effective teacher study the science of
pedagogy and the practice of instructional
design. Pedagogy, defined as many different
types as possible and variations of teaching.
It can empower educators to facilitate
courses that optimize the learning potential
of every student.
20
b. Skills for dealing with complexity
The capacity of all the institution’s personal

to work effectively with external teams and
networks in order to generate shared projects
is key.
21
Three skills for dealing with complexity
Our World has generally become more complex, many

linkages and relationships between elements make it hard to
figure out how things work today.
What worked before does not work now as situations are
becoming more and more Complex.
Below are three important skills to help us deal with
complexity:
-Critical Thinking (Research, Critique, Analysis, and
Evaluation)
-Conceptual Thinking (Complex to Simple)
-Risk Management (Assumptions. What can go wrong? What
can be done?)
22
THINKING CRITICALLY, CONCEPTUALLY
AND SYSTEMATICALLY ADDRESSING RISKS
ARE IMPORTANT, LIFELONG SKILLS THAT
EVERYONE SHOULD LEARN…
c. Teamwork.
Collaboration becomes the expression of a

culture that is geared to providing a shared
vision of where the institution wants to get to
and of the educational principles that are
being pursued.
It also provides teaching staff with tools that
contribute to their teaching practice and help
keep motivation high.
24
c. Teamwork
Collaborative working in the educational

context is based on processes that facilitate
shared understanding, and promote joint
planning, action and reflection regarding
what needs doing and how it needs to be
done.
25
d. Openness to learning and innovation
This involves breaking down underlying

barriers such as fear and inertia and fostering
clarity of goals whilst highlighting the need
for change and improvement. The mission of
an educational management is to build an
organization that is open to learning from all
of its stakeholders and that has the capacity
to experiment and innovate in the pursuit of
its objectives.
26
e. Advice and guidance.
Support for teaching staff, to enable them to

address issues and identify specific solutions
to challenges that arise in the teaching
process, is vital.
27
f. An organizational culture bound together by a clear vision for the future.
The aim here is to look to the future and the

challenges it may bring by clarifying
objectives, generating consensus, and
identifying goals, with a view to achieving
not only coherence but also a spirit of
entrepreneurship and creativity.
28
Vision and why?
Successful schools have a clear sense of

direction through Vision Statement. – shared &
derived through a visioning process involving
all members of the school.
Once affirmed, it needs to be able to be
articulated by all. - when achieved, all can then
align their efforts behind the vision and through
self-reference and development the school will
reach. Translated into reality by means of a
Teaching Framework or belief system.
29
HEIDI HAYES JACOBS: ”IF
YOU’RE NOT UPDATING
YOUR CURRICULUM, YOU
ARE SAYING THAT NOTHING
IS CHANGING.”
“NEARLY TWO-THIRDS (63 PERCENT) OF SCHOOL ADMINISTRATORS
WHO RESPONDED TO A RECENT SURVEY SAID 1:1 COMPUTING
CLASSROOMS WHERE TEACHERS ACT AS A COACH FOR STUDENTS
ARE THE FUTURE OF EDUCATION.” (T.H.E JOURNAL)
g. Strategic systemic interventions.
Strategic planning refers to the combined

processes of design, development; and
ongoing maintenance and monitoring of an
action or set of actions, that links the
institution’s aims and competences with
demands and opportunities.
32
g. Strategic systemic interventions
This action or intervention can be considered

to be systemic if it embraces the organization
in:
-its entirety, its inter- relationships, its aims
and objectives; as well as
-linking with the organization’s many
different context
33
There is no longer any debate regarding the
fate of any attempt to make improvements in
education:
-its success or failure will be decided within
the institution itself and the teaching therein,
and this, in turn, depends on the quality of
pedagogical leadership and the performance
of those in leadership roles.
34
The Head of the institution and its senior
management team are regarded as having an
increasingly important role to play in the
management of that institution and its results.
The current need for effective management
demands professionals to commit to
broadening their competences to devise new
interventions and innovations in the pursuit
of greater educational quality.
35
The core competences in the professionalization of
education management are:
-The ability to relate well to others and to foster
effective co-working in the educational setting.
-Competencies geared towards achieving high-quality
results.
-Institutional and strategic competencies
36
These competences can be considered as
fundamental to the training of senior
managers in educational institutions (Concha,
2007).
They may also be regarded as institutional
indicators of improvement in education
management and quality. (Valenzuela,
Ramimez & Alfaro, 2009)
37
Educational institutions need management
systems in place that are capable of controlling
the outcomes of their strategies effectively and
efficiently.
Just as in the business realm, the education
sector must apply structured methods for
providing strategic support. The current
educational model in many countries need to
undergo a series of changes, to reflect more
closely the competencies and characteristics
outlined above.
38
Insert Image
REFERENCES:
Strategic Management in Education (slideshare.net)
39
THANK YOU.

Edm 304 Strategic Management Online Report

Uploaded by

Copyright:

Available Formats

Edm 304 Strategic Management Online Report

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Edm 304 Strategic Management Online Report

Uploaded by

Copyright:

Available Formats

STRATEGIC MANAGEMENT

JET LEE L. OCAMPO

• …involves the formulation and

provides overall direction to the organization

-Specify the Organization's Goals

-Know the organization‘s Vision

…is the transformation of school

…a process that leads to create and

…from this perspective, we plan to support

The educational institution itself is the

The capacity of all the institution’s personal

Our World has generally become more complex, many

Collaboration becomes the expression of a

Collaborative working in the educational

This involves breaking down underlying

Support for teaching staff, to enable them to

The aim here is to look to the future and the

Successful schools have a clear sense of

Strategic planning refers to the combined

This action or intervention can be considered

Strategic Management in Education (slideshare.net)

You might also like