Course Code: 8615

Management Strategies
in Educational Institutions
By
Muhammad Usman Rafique
(Gold Medalist)
PhD (Education) Scholar
Email ID:
[email protected]
Contact no. 03127644396
Introduction to Book
 UNIT 1: Introduction to Management
 UNIT 2: Tools of Educational Management
 UNIT3: Strategic and Operational Management
 UNIT 4: Performance Management
 UNIT 5: Organizational Behavior Management
 UNIT 6: Quality Management
 UNIT 7: Change Management
 UNIT 8: Data Driven Instructional Management
 UNIT 9: Application of Technological Tools of
Management
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 UNIT 1
INTRODUCTION TO MANAGEMENT
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 Concept and Definitions of Management

 Features of Management
 Need and Scope of Management
 Significance of Management in Education
 Models of Management in Education
 Functions of Management
◦ Fayol’s Functions of Management
◦ Fayol’s Principles of Management
 Management
 The process of dealing with or controlling things
or people to achieve common goals.

According to Henri Fayol,

 "To manage is to forecast and to plan, to organise,
to command, to co-ordinate and to control.“
According to Mary Parker Follet,
 "Management is the art of getting things done
through people.“
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Features of Management
 1. Continuous and never ending process.
 2. Getting things done through people.
 3. Result oriented science and art.
 4. Multidisciplinary in nature.
 5. A group and not an individual activity.
 6. Follows established principles or rules.
 7. Aided but not replaced by computers.
 8. Situational in nature.
 9. Management is intangible.
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 10. Dynamic in nature.

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 NEED AND SCOPE OF MANAGEMENT

 It helps in Achieving Group Goals

 Optimum Utilization of Resources
 Reduces Costs
 Establishes Sound Organization
 Establishes Equilibrium
 Essentials for Prosperity of Society

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 SIGNIFICANCE OF
MANAGEMENT IN EDUCATION
“Educational management is a field of study and
practice concerned with the operation of
educational organizations”.

“Educational management refers to the

administration of the education system in which a
group combines human and material resources to
supervise, plan, strategise, and implement structures
to execute an education system”.
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FUNCTIONS OF MANAGEMENT

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Fayol’s Functions of Management
 Henri Fayol (1841 – 1925)
defined the five functions of
management in his 1916
book Administration
Industrielle et Generale, which
defined his general theory of
business administration.

 He defined five primary

functions of management
and 14 principles of
 management: The five
functions are:
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Fayol’s Functions of Management

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Fayol’s Principles of Management

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 UNIT- 2
TOOLS OF EDUCATIONAL
MANAGEMENT
By
Muhammad Usman Rafique
(Gold Medalist)
PhD (Education) Scholar
Email ID: [email protected]
Contact no. 03127644396

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OUTLINES

Today we will learn about:

 EDUCATIONAL MANAGEMENT AND ITS IMPORTANCE

 1. Control Charts
 2. Gantt Chart
 3. Critical Path Method
 4. Program Evaluation and Review Technique
 5. Planning Programming Budgeting System

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EDUCATIONAL MANAGEMENT AND ITS
IMPORTANCE
 Provide Useful Insight to Managers
 Optimum Utilization of Resources and Effective
Administration
 Scientific Decisions

 Meeting Changing Environmental Requirement

 Fulfilling Social Responsibility (‘Fair Remuneration’)

 Management Training, Education and Research (managers

have come to acquire an attitude tilted towards research and
development)

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 1. CONTROL CHART
 The control chart is a graph used to study how a process changes
over time. Data are plotted in time order. A control chart always has
a central line for the average, an upper line for the
upper control limit, and a lower line for the lower control limit.
These lines are determined from historical data.

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 CONTINUE…
A control chart is made up of three lines.
Central line (CL) which indicates
the standard of process.
Upper Control Limit (UCL).
Lower Control Limit (LCL).

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 2. GANTT CHART
 A chart in which a series of horizontal lines shows the amount of work
done or production completed in certain periods of time in relation to
the amount planned for those periods.

 Gantt charts are helpful for planning and guiding projects. They are most
appropriate for small- to medium-sized projects, but can be used for larger
projects, such as capital projects on occasion. They are ideal for most planning
projects that a department or college would be involved in.

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 TO DRAW UP A GANTT CHART
 To draw up a Gantt chart, follow these steps:
1. List all activities in the plan.
2. Head up graph paper with the days or weeks through completion.
3. Plot tasks onto graph paper.
4. Schedule activities.
5. Presenting the analysis.

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3. CRITICAL PATH METHOD
 The critical path method (CPM), or critical path analysis
(CPA), is an algorithm for scheduling a set of project activities.
A critical path is determined by identifying the longest stretch of
dependent activities and measuring the time required to complete
them from start to finish.
 In project management, a critical path is the sequence of project
network activities which add up to the longest overall duration,
regardless if that longest duration has float or not. This
determines the shortest time possible to complete the project.
There can be 'total float' (unused time) within the critical path.

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 Importance
 Critical path was originally created to estimate task duration and help
each of these behind-schedule projects get back on track.
 Today, the critical path method is used to identify the most
important tasks and ensure your project doesn't fall behind
schedule.
 The Critical path method in project management helps to identify
days where it is possible to spend extra time on non-critical parts
of the entire project too.
 So if there are delays in these areas it is still possible to finish on time
without anyone else being affected.
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Example (CPM)
 The CPM would describe the sequence that takes the most time.

 For example, if you're building a house, you would have several task
sequences as follows: Each task takes a different amount of time and
resources. It takes more time to build walls and lay the roof than to
install faucets and fixtures.

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Difference between CPT and PERT
 PERT is that technique of project management which is used to
manage uncertain (i.e., time is not known) activities of any project.
 CPM is that technique of project management which is used to
manage only certain (i.e., time is known) activities of any project.

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3.1 KEY STEPS IN CRITICAL PATH METHOD
 The process of using critical path method in project planning phase has six steps.
 Step 1: Activity specification:

 Step 2: Activity sequence establishment:

 Step 3: Network diagram:

 Step 4: Estimates for each activity:

 Step 5: Identification of the critical path:

 Step 6: Critical path diagram to show project progresses

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 3.2 ADVANTAGES OF CRITICAL PATH METHOD
 Offers a visual representation of the project activities.
 Presents the time to complete the tasks and the overall project.

 Tracking of critical activities.

 Define the required tasks and put them down in an ordered (sequenced) list.

 Create a flowchart or other diagram showing each task in relation to the others.

 Identify the critical and non-critical relationships (paths) among tasks.

 Determine the expected completion or execution time for each task.

 Locate or devise alternatives (backups) for the most critical paths.

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WHERE IS CPM AND PERT USED?
 The use of project planning and control techniques based on PERT or
CPM are now common in all types of civil engineering and
construction work, as well as for large developmental projects
such as the manufacture of aircraft, missiles, space vehicles, and
large mainframe computer systems.

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 3.3 CRITICAL PATH ANALYSIS
 The critical path is the sequence of activities with the longest duration. A delay in
any of these activities will result in a delay for the whole project. Below are some
critical path examples to help you understand the key elements...

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 FLOAT DETERMINATION
 Once you’ve identified the critical path for the project, you can determine the float
for each activity. Float is the amount of time an activity can slip before it causes
your project to be delayed. Float is sometimes referred to as slack.

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 3.4 DISADVANTAGES OF CRITICAL PATH METHOD
 The CPA process can become complicated as the scope and extent of the project
increases. Too many interconnecting activities can result in the network diagram
becoming very complicated.
 In CPM, it is difficult to estimate the completion time of an activity.

 The critical path is not always clear in CPM.

 For bigger projects, CPM networks can be complicated too.

 It also does not handle the scheduling of the resource allocation.

 In CPM, it is difficult to estimate the completion time of an activity.

 In CPM, critical path needs to be calculated precisely.

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 4. PROGRAM EVALUATION AND REVIEW
TECHNIQUE (PERT)
 PERT is a planning and control tool used for defining and controlling
the tasks necessary to complete a project.
 Program Evaluation and Review Technique (PERT) is a method used
to examine the tasks in a schedule and determine a Critical Path
Method variation (CPM).
 It analyzes the time required to complete each task and its associated
dependencies to determine the minimum time to complete a project.

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 Purpose of PERT
 Program Evaluation Review Technique (PERT) is a project
management planning tool used to calculate the amount of time it
will take to realistically finish a project.
 PERT charts are used to plan tasks within a project making it easier to
schedule and coordinate team members.

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similarities and differences between PERT and CPM

 PERT deals with unpredictable activities, but CPM deals with

predictable activities. PERT is used where the nature of the job is
non-repetitive.
 In contrast to, CPM involves the job of repetitive nature.

 There is a demarcation between critical and non-critical activities in

CPM, which is not in the case of PERT.

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 STEPS IN PERT PLANNING
1. Identify the specific activities and milestones.
2. Determine the proper sequence of activities.
3. Construct a network diagram
4. Estimate the time required for each activity.
5. Determine the critical path.
6. Update the PERT chart as the project progresses. An example of a PERT chart is
provided below

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 BENEFITS TO USING A PERT CHART OR THE CRITICAL PATH METHOD
 Improved planning and scheduling of activities.
 Improved forecasting of resource requirements.

 Identification of repetitive planning patterns which can be followed in projects,

thus simplifying the planning process.
 Ability to see and thus reschedule activities to reflect inter-project dependencies
and resource limitations following know priority rules. .

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 5. PROCESS CAPABILITY CALCULATIONS
 Process capability is the long-term performance level of the process after it has
been brought under statistical control. In other words, process capability is the
range over which the natural variation of the process occurs as determined by the
system of common causes.
 Process capability is also the ability of the combination of people, machine,
methods, material, and measurements to produce a product that will consistently
meet the design requirements or customer expectation.
 The purpose of the process capability study is to determine the variation spread
and to find the effect of time on both the average and the spread.

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 6. PLANNING PROGRAMMING BUDGETING SYSTEM
 Planning-Programming-Budgeting System (PPBS), a management tool to provide
a better analytical basis for decision making and for putting such decisions into
operation. A PPBS is constituted, basically, of five elements:
1. A program structure — a classification of the courses of action open to an
organization for attaining its objectives;
2. An approved program document that includes precise, quantitative data on needs,
resource inputs, and program outputs extending a number of years into the future;
3. A decision making process that establishes the functions, rules, and timetables for
the actions required by the PPBS;
4. An analysis process for measuring effectiveness and for weighing alternatives;
and
5. An information system that supplies the data required to implement the system.
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 Thanks
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 Course Code: 8615
Unit 3
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STRATEGIC AND
OPERATIONAL MANAGEMENT

By: M. Usman Rafique

PhD (Education) Scholar
03127644396
[email protected]
 UNIT 3
Outlines

We will learn today about:

 Strategic Management Process

◦ Steps in Strategy Formulation Process
◦ Strategy Implementation
◦ Strategy Evaluation
 Strategic Decision Making
 Operational Management Techniques
 Operational Decision Making
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Definition of Strategic Management
 Analysis
◦ Strategic goals (vision, mission, strategic objectives)
◦ Internal and external environment of the firm
 Decisions
◦ What industries should we compete in?
◦ How should we compete in those industries?
 Actions
◦ Allocate necessary resources
◦ Design the organization to bring intended strategies
to reality
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 Strategic Management
 The strategic management process means
defining the organization’s strategy. It is also
defined as the process by which managers make a
choice of a set of strategies for the organization
that will enable it to achieve better performance.
 Strategic Management is all about identification
and description of the strategies that managers
can carry so as to achieve better performance
and a competitive advantage for their
organization.
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 Strategic management is the study of why some firms
outperform others.
◦ How to create a competitive advantage in the market place that
is unique, valuable, and difficult to copy
 “Total organization” perspective, integrating across
functional areas.
 Strategic management consists of the
analysis, decisions, and actions an
organization undertakes in order to
create and sustain competitive
advantages.
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Strategic management process
 Environmental Scanning
Environmental scanning refers to a process of
collecting, scrutinizing and providing information
for strategic purposes.
 Strategy Formulation
The process of deciding best course of action for
accomplishing organizational objectives.
 Strategy Implementation
Strategy into action.
 Strategy Evaluation
Measuring performance, and taking remedial /
corrective actions.
 STRATEGIC DECISION MAKING

 Strategic decisions have major resource propositions for

an organization. These decisions may be concerned with
possessing new resources, organizing others or
reallocating others.
 Strategic decisions deal with harmonizing organizational
resource capabilities with the threats and opportunities.
 Strategic decisions deal with the range of organizational
activities. It is all about what they want the organization to
be like and to be about.
 Strategic decisions involve a change of major kind since an
organization operates in ever-changing environment.
 Strategic decisions are complex in nature.
 Strategic decisions are at the top most level, are uncertain
as they deal with the future, and involve a lot of risk.
 Benefits of Strategic Management

 Financial Benefits
 Non-Financial Benefits
 Closing Thoughts

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Financial Benefits

It has been shown in many studies that

firms that engage in strategic management
are more profitable and successful than
those that do not have the benefit of
strategic planning and strategic
management.
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Non-Financial Benefits
 The section above discussed some of the
tangible benefits of strategic management.
 Apart from these benefits, firms that engage
in strategic management are more aware of
the external threats, an improved
understanding of competitor strengths and
weaknesses and increased employee
productivity.
 They also have lesser resistance to change
and a clear understanding of the link between
performance and rewards.
Closing Thoughts

In recent years, virtually all firms have realized

the importance of strategic management.
However, the key difference between those
who succeed and those who fail is that the
way in which strategic management is done
and strategic planning is carried out makes
the difference between success and failure.
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SWOT Analysis
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SWOT is an acronym for
Strengths,
Weaknesses,
Opportunities and
Threats.
By definition, Strengths (S) and Weaknesses (W)
are considered to be internal factors over which
you have some measure of control. Also, by
definition, Opportunities (O) and Threats (T) are
considered to be external factors over which you
have essentially no control.
Advantages of SWOT Analysis
SWOT Analysis helps in strategic planning in following
manner.
 It is a source of information for strategic planning.
 Builds organization’s strengths.
 Reverse its weaknesses.
 Maximize its response to opportunities.
 Overcome organization’s threats.
 It helps in identifying core competencies of the firm.
 It helps in setting of objectives for strategic planning.
 It helps in knowing past, present and future so that by
using past and current data, future plans can be chalked
out.
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SWOT ANALYSIS FRAMEWORK

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Operations management
 Operations management is the administration
of business practices to create the highest level
of efficiency possible within an organization. It is
concerned with converting materials and labor
into goods and services as efficiently as possible
to maximize the profit of an organization.

 Operations Management as the process

whereby resources,
 flowing within a defined system, are combined and
transformed by a controlled manner
 to add value in accordance with policies
communicated by management.
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OPERATIONAL DECISION
MAKING

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7 Steps of the Decision-Making Process

 Identify the decision.

 Gather relevant info.
 Identify the alternatives.
 Weigh the evidence.
 Choose among the alternatives.
 Take action.
 Review your decision.

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 Course Code: 8615
Unit 4

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Definition
 Performance Management is the term
used to describe the process a business
uses to ensure all employees are aware of
the level of performance expected of
them, as well as any individual objectives
they will need to achieve overall business
goals. Often the key tools that are used
are the job description and annual
performance review.
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 UNIT 4
Outlines
We will learn today about:

 Key Performance Indicators

 Monitoring and Evaluation
 Key Principles for Monitoring
and Evaluation
 Performance Appraisal
 Advantages of Performance
Appraisal
 Methods of Performance
Appraisal
 Reviewing and Reporting
 Feedback and Coaching
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KEY PERFORMANCE INDICATORS
 “A key performance indicator (KPI) is a metric
that helps you understand how you are doing
against your objectives”.
 Performance indicator refers to the means by
which an objective can be judged to have been
achieved or not achieved.
 Key performance indicators are not fixed for all
types of organizations, rather they may differ
from one institution to another institution. They
depend upon the type of objectives and goals
for a certain organization.
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 Key Performance Indicators (KPI)
in Higher Education
Graduation Rate Number of Training Sessions Per
Year
Awards Faculty & Staff Attendance Rates
Research Grants Faculty & Staff Retention Rate
Student Attendance Rate Average Age of Buildings
Percentage of Students On Aid Percentage of Buildings Passing Inspection
Grant Money Classroom Utilization Rate
Tuition Costs Percentage of Classes Using Technology
Student to Faculty Ratio Percentage of Administrators Using
Technology
Cost per Student Social Media Engagement
Faculty to Administration Ratio Percentage of Students Living On
Campus
Number of Students Enrolled per Percentage of Students that Take Public
Number of Applications Transit
Percentage of Faculty With Advanced
Certifications Or Degrees
MONITORING

 Monitoring is the routine and systematic

collection of information against a plan. The
information might be about activities,
products or services, users, or about
outside factors affecting the organization or
project.
 Monitoring also involves giving feedback
about the progress. Feedback enables the
 gathered information to be used in making
decisions for improving performance
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 Monitoring Benefits
 It is like watching where you are going.
 It is helpful to ensure that you are at right track.
 Analysis of situation of the teaching learning process.
 Determining whether the inputs in the process are well
utilized.
 Identifying the problems and finding their solutions.
 Ensuring that all activities are carried out properly by the
right persons and well in time
 Using results of one project (study situation) experience
on to another.
 Determining whether the project was planned in an
appropriate way.
 Evaluation is about making judgments about the
value of any component part of an organization or
its products, services or benefits, or about the
organization as a whole.

 Evaluation is vital to assess program effectiveness

and to support continuous program improvement.

 The goal of evaluation of most evaluations is to

provide ‘useful feedback”.
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 It aims at improvement of persons and
products involved.
 It is a process of making judgment by which
more planning for improvement is possible.
 To be effective the supervisor must be able
to evaluate school situations as well as his
own role in the professional growth of
teachers.
 An evaluator should have developed
evaluative criteria with the co-operation of
teachers to assess teaching, learning and
monitoring or supervision.
PERFORMANCE APPRAISAL
 Performance Appraisal is the systematic
evaluation of the performance of
employees and to understand the abilities
of a person for further growth and
development.

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 Purpose
According to Grote (2002), purposes for
performance appraisal are as follow:

 To give information to employees about their

performance.
 To help in making decisions about promotions
and pay increments.
 Encourage employees to improve their
performance.
 To make overall improvement in an
organizations.
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 Objectives of Performance Appraisal
• Providing Feedback
• Facilitating Promotion Decisions
• Motivating Superior Performance
• Setting and Measuring Goals
• Counseling Poor Performers
• Determining Compensation Changes
• Encouraging Coaching and Mentoring
• Supporting Manpower Planning
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• Determining teacher Training and
Development Needs
• Determining institutional Training and
Development Needs
• Providing Legal Defensibility for
Personnel Decisions
• Improving Overall Institutional
Performance
• Training Needed
• To increase motivation and productivity
• To retain top talent
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Advantages of Performance
Appraisal

• Promotion
• Compensation
• Employees Training & Development
• Selection Validation
• Communication
• Motivation
• Confirmations
• Feedback
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Performance appraisal process

Establishing performance standards

Communicating the standards

Measuring the actual performance

Comparing actual performance

with desired performance

Discussing results [Feedback]

Decision Making
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Methods of Performance Appraisal

Past-Oriented Methods

Future-Oriented Methods

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Past Oriented Methods
 Rating Scales
 Checklist
 Forced Distribution Method
 Critical Incidents Method
 Field Review Method
 Performance Tests & Observations
 Confidential Records
 Cost Accounting Method
 Ranking Methods
 Paired Comparison Methods
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 Future Oriented Methods

 Management by Objectives
 Psychological Appraisals
 Assessment Centers
 360-Degree Feedback (from All
stakeholders)
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Reviewing
Examine or assess (something) formally with
the possibility or intention of instituting
change if necessary.
It helps to answer the following questions:

 Did the activity (project) fully solved the

problem for which it was designed?
 Can we go ahead, and get even bigger
benefits?
 What lessons did we learn that we can apply
to future projects (activities)
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 Reporting
 Reporting is the process for Collecting and
distributing performance information, like
status reporting, progress measurement and
forecasting.
 On the basis of the collected information
concerning scope, schedule, cost and quality
this process generates the reports, which
are distributed to the managers and
stakeholders.
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Types of Reports
There are many types of reports. Four types
are mentioned as follows:
 Forecast Reports: for describing the
future trends
 Progress reports: for describing trends
from past to present.
 Status Reports: for describing actual status
 Variance Reports: for describing
difference between the planned baseline and
the real data.
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 FEEDBACK AND COACHING
 Coaching: To increase the potential of the
employees, coaching as a tool is effectively
employed by leaders in a workplace.
 Feedback: Feedback is an important part
of the training of an individual and is
considered an informal method of trying to
effect changes in the behavior of employees
in the workplace. Feedback is perceived
more as a positive advice or evaluation.
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Difference between Coaching
and Feedback
 Feedback is an integral part of coaching endeavor
though the converse of this is not true, and feedback
does not require coaching.
 Feedback focuses on the past while coaching focuses
on future.
 Feedback makes one self-aware, and he realizes his
strengths and weaknesses.
 However, without further assistance in the form of
coaching, feedback is ineffective.
 Feedback is just one of the tools in the hands of a
coach to bring changes in the behavior of the
employees and to develop leadership skills.
 Feedback is information about the past given now to
have an effect on the future.
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 Course Code: 8615
Unit 5

ORGANIZATIONAL BEHAVIOR
MANAGEMENT
Muhammad Usman Rafique
PhD (Education) Scholar
03127644396
Email ID: mrusman89gmail.com

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 Outline

We will learn today

about:
 Concept of organizational behavior
(OB)
◦ Models of Organizational Behaviours
◦ Organizational Development
 Behavioral systems analysis
 Behavior-based Safety
 Behavior change communication
 Application of the above concepts in
an organization.

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 ORGANIZATIONAL BEHAVIOR (OB)

 Study of human behavior in organizational setting.

 The study of the way people interact within groups.

Organizational Behavior
Levels of OB
 OB can be divided into three levels.
 1. Micro-level (The study of the
individuals working in the organizations)
 2. Meso-level ( The study of working
groups in the organization)
 3. Macro-level (the study of how
organizations behave)
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Goals of Organizational Behaviour
Elements of Organizational
Behaviour
 Feedback
 Investigation
 Prompt Action
 Recognition
 People
 Structure

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Models of OB
 BEHAVIORAL SYSTEMS ANALYSIS (BSA)

 Behavioral systems analysis is an approach to organizational

design and management. This is done through the careful
use of behavioral and systems theories, and the application
of research based principles of behavior, such as
reinforcement, punishment, stimulus control, discrimination
and generalization.
 It is a scientific discipline that studies the behavior of
individuals.
 It maintains the behavior which is the product of individual's
interaction with the environnent.
 All social organizations (e.g. educational institutions) are
comprised of individuals' behaviors and their products.
 BEHAVIORAL SYSTEMS ANALYSIS (BSA)

 Behavioral Systems Analysis draws upon basic and

applied research.
 Behavioral Systems Analysis views organizational
performance as a scientific subject matter.
 Behavioral Systems Analysis is an approach to
organizational design and management.
 A primary goal of BSA is to create a balanced
application in which areas of poor performance
are improved, areas of high performance are
maintained, and employee performance
outcomes are directed towards organizational
goals.
Behavior Management Study
 BEHAVIOR-BASED SAFETY
 BBS is the application of science of behavior
change to real world problems.
 It is a process that creates a safety partnership
between management and employees
 It focuses on what people do, analyzes why they
do it, and then applies a research-supported
intervention strategy to improve what people do.
 BBS is not based on assumptions, personal feeling,
or common
 knowledge but it must be based on scientific
knowledge (empirical evidences).
 BEHAVIOR CHANGE COMMUNICATION
(BCC)
 Behavior change communication is an interactive
process of any intervention with individuals,
communities and/or societies to develop
communication strategies to promote positive
behaviors.
 Provides a supportive environment to enable people
to
 initiate, sustain and maintain positive and desirable
behavior outcomes.
 It is the strategic use of communication to promote
positive health outcomes, based on proven theories
and models of behavior change.
Question/Answer Session?

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 Course Code: 8615
Unit 6

QUALITY MANAGEMENT
Muhammad Usman Rafique
PhD (Education) Scholar
03127644396
Email ID: mrusman89gmail.com
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 Outlines
We will learn today
about:
 Concept of Quality & Quality
Management
 Difference between Quality control,
Quality Assurance and TQM
 Importance of Quality Management
 Quality Indicators
◦ Quality Management Principles
◦ Quality Standards
 System Approach
 Process Approach
 Stakeholder/Customer Satisfactions
 Customer satisfaction method &
Approaches
 Quality
 The standard of something as measured against other
things of a similar kind.
 The degree of excellence of something.
 “Meeting the requirements the first and every time”
 Conformance to requirements
 Effectiveness or Efficiency
 Perfection
 Consistency
 Eliminating waste
 Speed
 Accuracy
 Doing it right at first time
 Quality Management
 Quality management is the act of overseeing all
activities and tasks needed to maintain a desired
level of excellence.

 Quality management includes

the determination of a quality policy, creating and
implementing quality planning and assurance, and
quality control and quality improvement.

 It is also referred to as total quality management

(TQM). Quality management is procedure as well as
system.
Quality Control

 Quality Control is the oldest quality

concept.
 It refers to the detection and elimination of
components or final products that are not
up to standard.

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 Quality assurance is about
consistently meeting product
specification or getting things right
first time, every time.

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Total Quality Management
 The total in TQM dictates that everything
and everybody in the organization is
involved in the enterprise of continuous
improvement.
 Means everyone, because everyone in the
institution, whatever their status, position or
role, is the manager of their own
responsibilities.
 “DO THE RIGHT THINGS, RIGHT THE
FIRST TIME EVERY TIME”
Why Quality Management
in Education?
“Every teacher needs to Improve, Not
because they are not good enough, but
because they can be even better”
(Usman Rafique)
 Importance of Quality Management

 Quality management ensures high quality products and

services by eliminating defects.
 Quality management is essential for customer satisfaction.
 Customers would return to your organization only if they
are satisfied with your outputs and services.
 Quality Management ensures increased revenues and higher
productivity for the organization.
 Quality management enables employees to deliver more
work in less time.
 Quality management ensures close coordination between all
stakeholders
QUALITY INDICATORS

1. Access

2. services to customers

3. leadership

4. physical environment and resources

5. effective learning and teaching

6. students

7. staff

8. external relations

9. organization

10. standards
SYSTEM APPROACH

Input

Process

Output
 System Approach

 Inputs will include human resource (learner,

teachers, management, supporting staff,
technician etc.) physical and financial
resources.
 The process may refer to quality assurance
practices in an institution or all activities to
attain the objectives of the institution.
 Outputs will be the products or results of
the undertaking.
 PROCESS APPROACH
The important elements of a process approach include
the following:

 Define the process to achieve the needed results

 Identify and quantify the inputs and outputs of
the process
 Identify where the process interacts with the
various organizational functions
 Estimate potential risks, outcomes and impact
 Set key responsibility
 Determine key stakeholders of the process
 Process resources
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 STAKEHOLDER or
CUSTOMER SATISFACTION

Internal
customers

Customers

External
Customers
 Internal customers are within the
company-the colleagues working together
for delivering a service or product for the
external customer.

 An external customer may be an

individual or an enterprise that hires or
purchases the product(s) or service(s)
from another person or business in
exchange of money.
Customer Satisfaction Methods
 Encouraging Face-to-Face Dealings with
customers.

 Respond to Messages Promptly & Keep

the Clients Informed.

 Being friendly and approachable by

customers.

 Have a Clearly-Defined Customer

Service Policy.
Approaches of Customer
Satisfaction
 Regular customer feedback system
 Market research
 New or last customer survey
 Focus groups
 Customer visits
 Front line personnel
 Customer satisfaction performance
measures
 Ways of Enhancing Customer
Satisfaction
 Measure and monitor customer satisfaction continuously
(trends, problems).
 Establish and maintain contact with customers
 Focus on and analyze process for successful customer
orientation.
 Promote a cultural empowerment, leadership and
customer care.
 Develop a commitment of trust, confidence and
commitment to customers.
 Develop the product or service delivery system to meet
customers’ needs.
 Provide education and training to the employees.
 Honour the promises made to the customers.
Question/Answer Session?

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Assignment

Describe the quality management system of

higher education in Pakistan? (Only for
improvement)

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 Course Code: 8615
Unit 7

CHANGE MANAGEMENT
Muhammad Usman Rafique
PhD (Education) Scholar
Cell #. 03127644396
Email id: [email protected]
 Learning objectives

We will learn following in Today’s session:

• Change management.

• Readiness Assessment for change management

• Role of Coaching and Training in the management of change.

• Management of Resistance during change process.

• Corrective Actions during management of change.

• The Change Process

 CHANGE management
A collective term for all approaches to prepare,
support, and help individuals, teams, and
organizations in making organizational change
The management of change and development within
a business or similar organization.
A management approach to change individuals,
teams, organizations, and societies from the existing
set-up to a desired set-up in the future.
The organizational tools that can be utilized to help
individuals make successful personal transitions
resulting in the adoption and realization of change.
It aims to provide a framework on how to manage
people when change is implemented.
 Readiness assessment

School readiness, in the broadest sense, involves children,

families, early environments, schools, and communities.
Children are not innately ready or not ready for school. Their
skills and development are strongly influenced by their
families and through their interactions with other people and
environments before coming to school.
The same child, with the same strengths and needs, can be
considered ready in one school and not ready in another school.
It is the school’s responsibility to educate all children who are
old enough to legally attend school, regardless of their skills
 COACHING AND TRAINING

• Coaching has a proven impact

• Add coaching to training and people learn more, up to 6
times as much in some cases.
• Coaches are like midwives for change
• Change can be deeply challenging and emotional change
required in organizational transition requires hardwiring
of new learning through insight and action.
• Coaches are the perfect people to have around to
facilitate this process.
• Changes can be on the organizational culture and
structure level but can also be at individual levels, team.
levels and conversational levels
 RESISTANCE MANAGEMENT
• Although resistance has been usually conceived as an
impediment to change, significant number of arguments which
emphasize the positive role of resistance have been existed in
literature.
• There have been a lot of books and scientific papers in the
literature, and many of them have approached the issue from
different perspectives. Therefore, to prevent repetition, we find it
appropriate to review authors who have contributed to literature
by representing each of these different perspectives in terms of
resistance to change.

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 Reasons for resistance

According to Zander (1950), there are six main reasons for resistance to
occur in change
initiatives;
 Ambiguity in the mind of those who will be affected by change about
the nature of change.
 Existence of diverse interpretations about the change and its impact
 Existence of strong forces preventing individuals from changing
 Strong top down imposition on individuals who will be influenced by
change, lack of participation
 Existence of personal interests directing change
 Ignorance of pre established institutions in the group
 CORRETIVE ACTIONS
• Corrective action is a future response to the defect
repair process
• Decision makers need to first create a well-structured
plan for organizational development.
• Failure is due to not structuring the program properly.
• A half-baked effort is worse than no effort.
• Organizational development change management must
be communicated to all affected levels of the
organization.
• Everyone knows that ill-prepared employees have the
odds stacked against them when it comes to properly
and adequately handling change(s) related to
organizational development.
 Skills and Strategies

• Political Skills

• Analytical Skills

• People Skills

• System Skills

• Business Skills
•
•
Question/Answer Session!

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 Course Code: 8615
Unit 8

DATA DRIVEN INSTRUCTIONAL

MANAGEMENT

Muhammad Usman Rafique

PhD (Education) Scholar
03127644396
Email ID: mrusman89gmail.com
 Outlines
We will learn today about:
 Instructional Management
 Assessment
◦ Sources of Data
◦ Purpose of assessment
◦ Informal Data Collection
◦ Types of assessment
 Criteria for selecting
assessment instrument
 Analysis
 Forecasting Achievement
 Benchmarking
 Action
 Instructional management
 Instructional management is a process of decision making
process, which helps to execute the teaching and learning
as well as to create an effective learning environment.
 So that much the goals of education are achieved.
 The action of assessing someone
or something.

 Assessment in its traditional

meaning is to collect data for the
purpose of evaluation.

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 Source of Data
 Teacher made tests and activity
sheets.
 Observation sheets of Classroom
Participation
 Home Observation Sheets For
Parents
 Homework Assessment Rubrics
 Online profiles and Analytics
 Final Examination and Evaluation
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Input

Process

Output
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ANALYSIS
 The word “Data Analytics” refers to the
field of examining raw data with the
purpose of inferring about certain aspects
of required information.

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 Stages or Steps of date analysis

 Exploratory Data Analysis (EDA) where the

new features in data are discovered.
 Confirmatory Data Analysis (CDA) where
existing hypothesis are proven true or false.
 Qualitative Data Analysis (QDA) where
conclusions are to be drawn from words,
pictures and visuals etc.
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Analytics help in showing the
following:
Progress

Relative success

Opportunities to interact

Student participation

Student success

Student exposures

Student difficulty in understanding

Feedback attention

Course quality

Student Teacher Involvement

FORECASTING
ACHIEVEMENT
 The purpose of assessment and data
collection as well as data analysis, is to
understand the relationship between
achievement and instruction in light of the
decision-making process in each case.

 The most popular task to predict students

performance is classification.
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Ways of Forecasting
Achievement
 Decision Tree
 Neural Network
 K-Nearest Neighbour
 Naive Bayes algorithm
 Support Vector Machine

 We will discuss only 1st two here.

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Decision tree
 A decision tree is a flowchart-like structure
in which each internal node represents a
“test” on an attribute (e.g. whether a coin flip
comes up heads or tails), each branch
represents the outcome of the test, and each
leaf node represents a class label
(decision taken after computing all
attributes).
Neural Network
 Neural network is another popular
technique used in educational data mining.
The advantage of neural network is that it
has the ability to detect all possible
interactions between predictors variables.
Neural
ACTION
 We need to take actions then after whole
procedure i.e. started from data
collection and finished on benchmarking.
 Course Code: 8615
Unit 9

Application of Technological Tools of

Management

Muhammad Usman Rafique

PhD (Education) Scholar
03127644396
Email ID: mrusman89gmail.com
Outlines

We will learn today about:

 Management Information
System
◦ Learning Management System
 Organizational Communication
System
 Accounting and Budgeting
System
 Web Based Management System
 MANAGEMENT INFORMATION
SYSTEM
 Management Information Systems (MIS) is the
study of people, technology, and organizations.
 Use technology to improve people's lives.
 Management information system (MIS) provides
information that organizations require to manage
themselves efficiently and effectively.
 Management information systems are typically
computer systems used for managing the
organizations.
Components of MIS
Role of Management Information
Systems in Education
 The role of the MIS in an organization can be compared to the
role of heart in the body.

 The system ensures that an appropriate data is collected from

the various sources, processed, and sent further to all the needy
destinations.

 An MIS helps track faculty data such as attendance, and

performance.

 But, more importantly, an MIS reduces the workload on

teachers by providing quick access to data on any student or a
group of students which can be drilled-down, filtered, and
arranged accordingly within a few clicks.
Factors contributing to the
success of an MIS
 MIS is oriented, defined and designed in terms of
the user’s requirements.
 Its open system design is modified according to
the changing information needs.
 MIS focuses on the results and goals, and highlights
the factors and reasons for non-achievement.
 Avoiding the noise in the information and the
communication system.
 MIS is easy to operate, which make up a user-
friendly design.
Factors contribution to MIS
failure
 MIS is conceived as a data processing tool and not
as an information processing tool and MIS does
not provide that information which is needed by
the managers.
 In the MIS design leads to problems during
implementation.
 Lack of training on MIS to stakeholders.
 MIS does not meet certain critical and key factors
of its users such as, response to the query on the
database, lack of user-friendly system.
Learning Management System

• Learning Management Systems (LMS) are

currently one of the popular e-learning
tools.

• A learning management system (LMS)

is a software application for the
administration, documentation, tracking,
reporting, automation and delivery
of educational courses, training programs,
or learning and development programs.
ORGANIZATIONAL
COMMUNICATION SYSTEM
 In any institution reports and responses
flow from lower level managers to higher
level managers.
 Managers have to communicate with their
peers.
 Therefore functionary structure of any
institution need vertical and horizontal
communication.
Need/Importance of
Organizational Communication
 Effective Communication is significant for
managers in the organizations so as to
perform the basic functions of management,
i.e., Planning, Organizing, Leading and
Controlling.
 Communication helps managers to
perform their jobs and responsibilities.
Technological Tools as
Communication Tools
Email

Skype

Forums
(discussions around a single, limited
topic through web)

Text and Instant Messaging

Social Networking
(Sites such as Facebook and LinkedIn)

Blogs

Video Chat
ACCOUNTING AND
BUDGETING SYSTEM

 Accounting and budgeting system deals

with the issues related to development,
implementation and operations of
computerization of accounting system of
any Organization.
Need and Scope of Accounting
and Budgeting System
 Old accounting and Budgeting systems
were manual, and the chances of error
were maximum.
 A lot of time was required. Excessive
amount of papers was used in old system.
 Lack of technological tools caused
significant delays in solution of problems.
WEB BASED MANAGEMENT
SYSTEM
Its defines as Web-based electronic tools generally and
the use of software in education, like..

Creating a Web Pages

Blog

Web-based
Web Clean Management
Systems

FM Web
Benefits and Advantages of
Blogs