ADMINISTRATION,

LEADERSHIP,
MANAGEMENT

DIFINITION OF TERMS
ADMINISTRATION practical
management if the various organs of
an organization /institution or office
and the execution of policies and
programs of the office and the
discharge of the functions by the
officials and members comprising the
organization

 MANAGEMENT process of
coordinating and supervising
personnel and resources to
accomplish organizational goals
LEADERSHIP it is learned
behavior involving influence and
role modeling that inspires
people to achieve personal and
group goals

 DIRECTING issuance of
assignment, orders and instructions
that permits the worker to
understand what is expected of him
or her and the guidance and
overseeing of the worker so that he
or she can contribute effectively and
efficiently to the attainment of
organizational goals.

 DELEGATION - sharing
responsibility and authority with
subordinates and holding them
accountable for their performance. It
is a skill that relies on trust that the
subordinates have necessary skill
and knowledge to know how to do
the assigned task( application of the
C4 strategy

Aspect of Delegation
* Responsibility obligation, what
must be done to complete a task and
the obligation created by the
assignment
*Authority power to make final
decision and give commands. It is
inherent in the position. Authority is
like responsibility can be shared with
subordinates

 * Accountability liability. Defined

as the fulfillment of the formal
obligation to disclose to referent
others the purposes, principles,
procedures , relationships, results,
income and expenditure for which
one has authority

 SUPERVISION - overseeing the

activities of others. it is carried out in
order to a) inspect, evaluate and
improve workers performance; b)
provide suitable working conditions
for the staff; c) orient/ train and
guide the individual staff member.

 CONTROLLING process of
checking to make sure that things
are done as intended. It is a process
by which managers attempt to see
that actual activities conform to
planned activities

 POWER- is the ability to impose the will of

one person or group to bring about certain
behaviors in other persons or group.
Forms:
*Legitimate by virtue of his position
*Reward- based on the ability
* Coercive-ability to use punishment
*Expert- special ability * Referent- based on
appeal/attractiveness

Attributes of a Good Leader

*
*
*
*

Self-Awareness
Self Confidence
Advocacy
Accountability

Attributes of an Effective
Manager
Vision to plan for the future of the
Organization
Increased trust
Sound communication
Increased decision making ability
(BRAND)
Organizational skills
Neutral-(ability to balance)

TWO GENERAL ELEMENTS OF

LEADERSHIP
1. Leadership is related to the
process of influencing others
behavior ( methods, approaches,
perspectives, to lead, manage, to
influence and even control people
and their activities in the
organization)
2. It is related to Goal
Development(how to set the goals,
create meaning, direct eliminate

TYPES OF LEADERSHIP
1. According to definition of the
nature of leadership
a. Transactional-reactive, using
transactional approach
b. Transformational-proactive about
organizational goals vision and mission,
shaping members beliefs, values attitudes
c. Instructional/educative-focus is to
improve teaching learning.

 2. Leadership in Educational Institutions

a. Human Leadership leadership that develops
positive social relationships, facilitates social
interactions and participation and enhances
staff commitment and satisfaction
b. Structural Leadership leadership that
develops clear goals and policies, establishes
appropriate organizational structure, provides
suitable technical support.

 c .Political Leadership leadership that builds

alliances and coalitions, encourages
participation and collaborations in decision
making and resolves conflict s among
constituents
d. Cultural Leadership leadership that
inspires and stimulates members to pursue
institutional vision and excellent performance
, builds up new institutional culture and
transforms values, norms of staff .

 e Educational Leadership- leadership

that provides direction and expert
advice on development of learning,
teaching and curriculum, emphasize
relevance to education, diagnoses
educational problems and
encourages professional
development and teaching
improvement.

Domains of leadership Influence

1. Affective Performance refers to
the personal commitment attraction
or charisma at the individual level
and to the team spirit, social,
attitudinal norms and social intimacy
at the group level and institutional
level.
2. Behavioral Performance general
leadership behavior e.g. planning,
supervision at all levels)

 3. Cognitive Performance refers to

the understanding, purposing,
meaning, development, clarification
or uncertainty and ambiguity and
building values and beliefs about

 BUREAUCRACY the main feature is there

is hierarchy and authority structure which is
often vertical with staff being accountable
for their super ordinate in the hierarchy.
ORGANIZATIONAL CULTURE- it focuses
on the values , beliefs and norms of people
in the organization and how these individual
perception coalesce into shared
organizational meanings

Characteristics of the expertise

of effective change agents
1. excellence in their own fields
2. ability to see and work with wholes,
patterns, the over all picture, adopting the
helicopter perspectives(seeing the overall
terrain )
3. the ability to see the heart of the problem
4. the thirst of information
5. the ability and practice of asking
demanding questions

 6. ability to become absorbed to a

problem and devote time to its
analysis rather than plunging into
superficial solutions leading to
subsequent rapid, correct and
effective solutions
7. high organizational skills and
ability to construct mental maps of
problems
8excellent memories and recall

 9. powerful abilities to be self checking

and self monitoring
10. high self awareness and self critique
Management Five Elements :
1. prevoyance-forecast and plan
2. To Organize- build the
structure(materials and human)
3. To command-maintain activity among
the personnel

 4. To coordinate- binding together,

unifying, harmonizing all activity and
effort.
To control- seeing that everything
occurs in conformity with established
rule and expressed command.

QUALITY MANAGEMENT PRINCIPLES

Principle 1-Customer focus-strive to
exceed customer satisfaction , key benefits:
flexible and fast responses to opportunities
Principle 2- Leadership, Key benefits:
understand and be motivated, activities
aligned and implemented in a unified way
and miscommunication will be minimized
Principle 3- Involvement of people, key
benefits: motivated, committed, innovation,
creativity, accountability and participatory

 Principle 4- Process approach

desires result is achieved more
efficiently when activities and related
resources are managed as a
process, Key benefits: lower cost,
improved consistent and predictable
results and focused and prioritized
improved opportunities

 Principle 5- System Approach to

Management-identifying understanding
and managing interrelated processes as a
system contributes to the organization
effectiveness and efficiency in achieving
its objectives. Key benefits: integrating and
alignment of the processes will achieve
desired results , providing confidence to
interested parties as to the consistency,
effectiveness and efficiency

 Principle 6- Continual Improvement it

should be a permanent objective of the
organization. Key benefits: empowered
organizational capabilities, alignment of
improvement activities and flexibility to react
quickly to opportunities
Principle 7- Factual Approach to decision
making- effective decision are based on the
analysis of data and information. Key benefits:
increased ability to review, challenge and
change opinion and decisions.

 Principle 8- Mutually Beneficial

supplier relationships- enhances
the ability of both to create value.
Key benefits: increased ability to
create value for both parties,
flexibility, optimization of cost.

ORGANIZATION
Are viewed as established social systems
designed top carry specific objectives . It
includes people working together for a
common purpose while working in
different areas. Relationship are
emphasized but its success depends on
the skills of the manager.
Concept includes: organizational
structure, organizational chart and
organizational principles

Principles of
Organization
1. Communication-effective communication is
imperative
2. Unity of command-assign workers to be
responsible for a single area and to report
only to one supervisor
3. Span of control-limit the number of
subordinates that you can effectively inspire,
animate, direct and coordinate, note that too
few immediate subordinates result in over
supervision, too many in undersupervision

 4. Delegation of Authority let few people

accomplish the task , see to it that there is
no overlapping of authority
5. Similar assignments- do not assign a
function to more than one independent unit
of the organization, assign definite and
clear cut responsibilities to each member
6 Unity of purpose plans formulated based
on objectives, policies and standards

NATURE OF
ORGANIZATION
1. SOCIAL SYSTEMS
2. ETHICS
3. MUTUAL INTEREST

DIMENSION OF AN
ORGANIZATION
1. Structure configuration design
of an organization. Essential
elements are: 1. hierarchy of
authority;2. division of labor; 3. span
of control; 4. line vs staff; 5.
decentralization
Dimension of Structure:
1. Vertical-reporting, relationship.
Authority and responsibility

 2. Horizontal
1. line department responsibilities for
the principal activities
2. Staff Department - professional skills

SYSTEM
FRAMEWORK THAT ILLUSTRATES THE
COMBINATION OF INTERCONNECTED
AND ORGANIZED COMPONENTS
WITH THE END PURPOSE OF
ACHIEVING A SPECIFIED GOAL
AN ORGANIZATION IS AN OPEN
SYSTEM BECAUSE ITS DYNAMIC AND
CONSTANTLY INTERACTS WITH THE
ENVIRONMENT

PEOPLE
ARE THE LIFEBLOOD OF AN
ORGANIZATION
INDIVIDUAL, GROUP OR INTERGROUP ARE THE MEANS TO THE
REALIZATION OF ORGANIZATIONAL
GOALS
WHEN WE CONSIDER PEOPLE, WE
CONSIDER INTERPERSONAL
RELATIONSHIPS, ORGANIZATIONAL
CULTURE.

Core Competencies of a WellFunctioning Organization

1. work climate- prevailing mood of a work
place
2. Management system are structures,
processes and procedures that managers
develop to facilitate work
3. capacity to respond-increased potential
and anticipate and adapt the changing
condition in the internal and external
environment.

MANAGEMENT AND
ORGANIZATIONAL BEHAVIOR
Interactions and efforts of PEOPLE
in order to achieve OBJECTIVES
channeled and co-coordinated
through STRUCTURE directed and
controlled via MANAGEMENT

Factors that affect the

Organization
1. Environmental-Social variables; (aging population, demand
for health services, sophistication in the lifestyles of people,
cross-cultured diversity) Legal variables (labor standards,
business policies, ethical standards); Political
variables(political independence, changing governments,
balance of power, terrorism, suicide bombings, global alliances,
chemical and nuclear warfare); Economic variables
(globalization, competitors and suppliers, the fall of financially
stable organization, increasing oil prices, economic trade
agreements, new workers, rise of china ); Technological
variables (communications, business, banking, education,
medicine, security); Environmental Variables (use of
biodegrabeable materials , preservation of rest forests and
marine life, waste management )

REGULATORY CYCLE

1. DECIDE TO REGULATE
2. SECURE LEGAL AUTHORITY
3. WRITE RULES
4. MONITOR COMPLIANCE
5.IMPOSE PENALTIES FOR VIOLATORS
6. EVALUATE SYSTEM PERFORMANCE

KEY TO SUCCESSFUL
REGULATION
1. LEADERS WITH INTEGRITY
2. RESPONSIBLE INSTITUTIONS
3.TRANSPARENCY FOR CREDIBILITY

KEY ROLE FOR ADMINISTYRATIVE

LEADERSHIP IN SUCCESSFUL REGULATION

1, MULTIPLE DIFFICULT TASKS

INVOLVED IN REGULATION WILL NOT
BE CARRIED OUT EFFECTIVELY
WITHOUT A STRONG
ADMINISTRATIVE LEADERSHIP
2. ENSURING HONEST, EFFECTIVE
ENFORCEMENT REQUIRES
APPROPRIATE REWARDS TO, AND
MOTIVATION OF STAFF

 3. Resisting pressures from regulated

requires agency leadership with
integrity and commitment
4, this will only happen with strong
political support fromabove

HOW TO ENSURE SUCCESSFUL

REGULATION
1. AGENCIES DOING THE WORK NEED
STRONG INTERNAL LEADERSHIP AND
EXTERNAL ACCOUNTABILITY
2. TECHNICAL CAPABILITY,
MOTIVATION AND INCENTIVES, TO
STAFF ARE CRITICAL
3. SYSTEM WORK BEST WHEN GOALS
AND METHODS ARE SEEN AS
LEGITIMATE, SERVES TO INCREASE
VOLUNTARY COMPLIANCE

 4. CONTINUED POLITICAL SUPPORT

(LOCAL, REGIONAL AND NATIONAL )
IS HELPFUL EVEN ESSENTIAL
5. ENFORCEMENT RESOURCES NEED
TO BE SUFFICIENT AND
ENFORCEMENT PROCESSES SIMPLE

FIND THE BALANCE

CULTURAL ENVIRONMENT
REGULATORY PROCESS
POLITICAL SUPPORT

THE EMPLOYEE
CONTRACT
TRANSACTIONAL
RELATIONAL
-Salary
-Personal Development
-Benefits
-Career progression
-Role
-Fairness
-Legal Rights
-security

COMMITMENT
1. Diminish intent to leave
2. Less stress (emotional exhaustion,
psychological stress,
depersonalization )
3. Higher job
performance( attendance, supervisor
ratings, output measures)
4. more ethical behavior
5. ORGANIZATIONAL
CITIZENSHIP(They go extra mile )

TYPES OF ORGANIZATIONAL
COMMITMENT
Continuance Commitment- they
need to stay with the organization
based on the costs of leaving or a
sense that available comparable
alternatives are limited
Normative Commitment- the
desire to stay with an organization
based on a sense of duty, loyalty or
moral obligation

 Affective commitment- the

emotional attachment a person feels
for the organization because they
see their goals and values to be
congruent with that of the
organization

WHAT BUILDS EMPLOYEE

COMMITMENT

1. COMPETENCY
- understand their role
- see how they add value
-feel challenged by their work
-have clarity about their goals

2. COMFORT
- feel part of a community
- believe the organization is viable
-experience a sense of team
-feel they are treated equally and
fairly
-engage in dialogue with
management

 3. LEADERSHIP
-understand the vision and plan for
organizational growth
-feel a sense of stability
-see that leaders are emphatic
Believe that leaders are in tune with
their issues

 4. COMMUNICATION
-receive valuable information
frequently
- see managers as trustworthy and
candid
-meet regularly with their manager
and team face-to-face

LEADERSHIP
COMPETENCIES

1. OPERATIONAL COMPETENCIES
A. Team Performance
-9 performance factors:
1. Advising giving and gathering
information, finding out what others
are doing in your area of work that
you are following best practices
2. Innovating challenging the way
things are currently being done(key
aspect of teamwork)

 3. Promoting to sell what you are

doing to other people. Deliver what
people want
4. Developing ideas are molded and
meet the needs of your customer or
clients both inside or outside of the
organization.
5.Organizing emphasis is getting
into action and making things
happen . Organizing the team so that

 6. Producing- delivery of product of service on

a regular basis to high standards of
effectiveness and efficiency.
7. Inspecting regular check on work activities
8. maintaining uphold standards and
maintain effective work processes, review of
team effectiveness
9. Linking pull together and makes the
difference, linking of people, tasks and
leadership

SEVEN RULES OF
MOTIVATION
1. Set a major goal, but follow a
path- the path has many goals that
go many directions. When you learn
to succeed at mini goals, you will be
motivated to challenge grand goals.
2. Finish what you start a half
finished project is of no use to
anyone. Quitting is a habit. Develop
the habit of finishing self-motivated
projects

 3. Socialize with others of similar

interest mutual support is
motivating . We will develop the
attitudes of our five best friends, If
they are losers, we will be a loser, if
they are winners, we will be a winner.
To be a cowboy we must associate
with cowboys

 4. Learn how to learn dependency

on others for knowledge supports the
habit of procrastination. Man has the
ability to learn without instructors. In
fact, when we learn the art of selfeducation we will find, if not create
opportunity to find success beyond
our wildest dreams

 5. Harmonize natural talent with

interest that motivates natural
talent creates motivation, motivation
creates persistence and persistence
gets the job done.
6. Increase knowledge of subjects
that inspires- the more we know
about a subject, the more we want
to learn about it. A self-propelled
upward spiral develops.

 7. Take risk-failure and bouncing back

are elements of motivation, failure is
learning tool. No one has ever
succeeded at anything worthwhile
without a string of failures.

Three Elements of
Motivation
1. motivation starts with a need, vision,
dream or desire to achieve the seemingly
impossible. Creativity is associated with
ideas, projects and goals, which can be
considered a path to freedom
2. Develop a love-to-learn, become
involved with risky ventures and
continually seek new opportunities.
Success is based on learning what works
and does not work

 3. Developing the ability to overcome

barriers and to bounce back from
discouragement or failure. Bouncing
back requires creative thinking as it
is a learning process.

DELEGATION
KEY ASPECT OF LEADERSHIP
UNLESS YOU DELEGATE TASKS TO YOUR
SUBORDINATES, YOUR TEAM WILL BECOME
INEFFECIENT AND DEMORALISED.
ADVANTAGES:
-Higher Efficiency
-increased motivation
-develop skills of your team
Better distribution of work through the group

 How to delegate :
- identify a suitable person for the task
-prepare the person, explain the task clearly,
make sure you are understood. Leave room in
the task description for ingenuity/initiative
-make sure the person has the necessary
authority to do the job properly
-keep in touch with the person for support
and monitoring progress. Praise/acknowledge
a job well done

Task you should not delegate:

- Hiring
- Firing
- Pay issues
Policy
D. TIME STRESS MANAGEMENT

RELATIONAL
COMPETENCIES
1. Negotiation
* Mutual adjustment
* positional bargaining- which is
competitive (mediocre outcome)and
interest based bargaining or
principles negotiated which is
primarily cooperative (PDIOS)(if both
sides cooperate, they will both have
good outcomes)

 2. Coaching - is the art and practice of

inspiring, energizing and facilitating the
performance, learning and development
The Tao of Coaching
-YIN-(passive, accepting side) Removing
barriers, listening, reducing
interference such as fear and doubt.
-YANG- (active aggressive
side)challenging: asking questions,
inspiring and energizing

ANALYTICAL COMPETENCIES
Decision Making
- Making choices, problem solving
- Six steps:
1. Identify the problem or opportunity
2. Gather relevant information
3. Develop as many alternatives as possible
4. Evaluate alternatives to decide which is best
5. Decide on and implement the best alternative
6. Follow-up on the decision

Communication
- Studying the communication
process is important because you
COACH, COORDINATE, COUNSEL,
EVALUATE AND SUPERVISE. It is the
chain of understanding that integrate
the members of an organization
from TOP BOTTOM, BOTTOM TO TOP
AND SIDE TO SIDE

COMMUNICATION PROCESS
1. Thought - FIRST INFORMATION
EXIST IN THE MIND OF THE SENDER (
concept, idea, information, feeling)
2. Encoding message is sent to
reciever in words or other symbol
3. Decoding receiver translates the
words or symbolic action or concept
or information that she/he undestand

 During the transmitting of the

message, two processes will be
received:
- CONTEXT- ACTUAL WORDS OR
SYMBOLS KNOWN AS LANGUAGE
- CONTEXT- IS THE WAY THE
MESSAGE IS DELIVERED AND IS
KNOWN AS PARALANGUAGE(tone of
voice, look of sender,. Eye, body
language gesture, etc)

Barriers to communication
1. culture- background and bias-past
experiences
2, Noise-impede clear communication
3. Ourselves- focusing on ourselves rather than
the other person can lead to confusion and
conflict. The ME GENERATION is out when it
comes to effective communication.( Factors
that causes these are: defensiveness,
superior(we feel we know better) and
ego- we feel we are the center of the
activity.

 4. Perception - we feel the person is

talking too fast, not fluently, does not
articulate clearly
5. Message distraction happen
when we focus on the facts rather
than the topic
6. Environmental
7. smothering we take it for
granted, no value because they are
aware of the facts

 8. stress- people do not see things

the way when they are at stress
Hearing and listening are not the
same things
Hearing act of receiving sounds
Listening selective activity which
involves the reception and
interpretation of aural stimuli , it
involves decoding and sound into
meaning

 People speak at 100 to 175 words

per minute, can listen intelligently
600-800 words per minute
MIND DRIFT- thinking about other
things while listening to
someone( the cure is active listening,
listening with purpose)
Content of Message: 55% content;
38% auditory; 7% language

Two main categories of Listening

1. Passive
2. Active
Few points of active listener
1. spend more time listening than talking
2. do not finish the sentence of other
3. do not answer question with questions
4. aware of biases, we all have them, we
need to control them

 5. never daydream become preoccupied with other thoughts when

others talk
6. let other speaker talk. Do not
dominate conversation
7. provide feedback but does
interrupt incessantly
8. analyze by looking all the relevant
factors, asking open-ended questions

 9. keep the conversation on what the

speaker says not what interest
them.
10. take brief notes
When you know something, say
what you know, when you dont
know something, say you dont
know, that is KNOWLEDGE(kung
Fu Tzu)

 Categories of Feedback :
1. Evaluative making judgment about
the worth
2. Interpretive- paraphrasing,
attempting to explain what other
person statement mean
3. Supportive- assist
4. Probing gain additional information
5. Understanding discover
completely

SPEAKING HINTS
1. ASK LISTENER IF THEY ARE FOLLOWING YOU
2ENSURE RECEIVER HAS A CHANCE TO
COMMENT OR ASK QUESTION
3. CONSIDER FEELING OF THE RECEIVER
4. BE CLEAR ABOUT WHAT YOU SAY
5. WORDS MATCH WITH TIME BODY LANGUAGE
6. DO NOT COMPLICATE WHAT YOU ARE
SAYING
7. DO NOT IGNORE SIGNS OF CONFUSIONS