MANAGEMENT STRATEGIES IN EDUCATIONAL INSTITUTIONS (8615)

ASSIGNMENT # 2 



Q.1 To promote positive behaviors in an organization, develop communication strategies that are appropriate in your setting. (20)
Answer:

Behavioral systems analysis (BSA), or performance systems analysis, applies behavior analysis and systems analysis to human performance in organizations. BSA is directly related to performance management and organizational behavior management.



Behavioral systems analysis is an approach to organizational design and management. It is based on the premise that organizations are complex systems. As such, changes in one aspect of performance in an organization necessarily affect performance in another parts of an organization. A primary goal of BSA is to create a balanced applications in which areas of poor performance are improved, areas of high performance are maintained, and employee performance outcomes are directed towards organizational goals. 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.

Tools

Here is a list of some the tools and the last name of the author next to them:



·         Behavioral Systems Engineering Model – M. Malott-2003

·         Total Performance System – Brethower-1982

·         Super System/Relationship Map – Rummler-1995

·         Is/Should Process Maps/Task Analysis – Rummler, M. Malott

·         ABC (PIC/NIC) Analysis – Daniels

·         Behavior Engineering Model/6boxes/Performance Diagnostic Checklist – Gilbert, Binder, Austin-2000

·         Human Performance System – Rummler

·         Performance Planned and Managed System/Interlocking Contingencies at Various Management Levels/Cultural Change Model – Rummler, M. Malott, R. Malott

Behavior Analysis is a scientific discipline that studies the behavior of individuals. Behavior Analysis maintains that behavior is the product of individual's interaction with his or her environment (e.g., physical environment, social environment, genetic environment) and the history of that interaction. All social organizations are comprised of individuals' behaviors and their products. Systems Analysis is a scientific discipline that studies the operations of complex systems such as organizations, and focuses on the interactions between parts of those systems. A system can be understood as interrelated components or parts that interact toward a common purpose. Accordingly, the behavior or functioning of one part or parts affect(s) the behavior or functioning of other parts. In systems analysis, a system is not considered to be reducible to its parts. Therefore, the parts can only be understood in terms of their interaction with other parts of the system.

Behavioral Systems Analysis draws upon basic and applied research on behavior and the research and practice in Organizational Behavior Management, Performance Management and Systems Analysis. Behavioral Systems Analysis views organizational performance as a scientific subject matter. From this perspective, an individual's behavior in organizations is a naturally occurring phenomenon. Moreover, the discovery orderly relations between behavior and the system in which it occurs gives us opportunities for Behavioral Systems Applications to improve individual and system performance.

Behavioral Systems Analysis is an approach to organizational design and management. It is based on the premise that organizations are complex systems. As such, changes in one aspect of performance in an organization necessarily affects performance in another parts of an organization. A primary goal of BSA is to create a balanced applications in which areas of poor performance are improved, areas of high performance are maintained, and employee performance outcomes are directed towards organizational goals. 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.

 

 

Q.2 Analyze role of various stakeholders of educational institutions for quality management. (20)
Answer:

Total quality management (TQM) consists of organization-wide efforts to install and make a permanent climate in which an organization continuously improves its ability to deliver high-quality products and services to customers. While there is no widely agreed-upon approach, TQM efforts typically draw heavily on the previously developed tools and techniques of quality control. TQM enjoyed widespread attention during the late 1980s and early 1990s before being overshadowed by ISO 9000, Lean manufacturing, and Six Sigma.

Total Quality Management (TQM) describes a management approach to long-term success through customer satisfaction. In a TQM effort, all members of an organization participate in improving processes, products, services, and the culture in which they work.



Total Quality Management Principles: The 8 Primary Elements of TQM

Total quality management can be summarized as a management system for a customer-focused organization that involves all employees in continual improvement. It uses strategy, data, and effective communications to integrate the quality discipline into the culture and activities of the organization. Many of these concepts are present in modern Quality Management Systems, the successor to TQM. Here are the 8 principles of total quality management:


1. Customer-focused

The customer ultimately determines the level of quality. No matter what an organization does to foster quality improvement—training employees, integrating quality into the design process, upgrading computers or software, or buying new measuring tools—the customer determines whether the efforts were worthwhile.


2. Total employee involvement

All employees participate in working toward common goals. Total employee commitment can only be obtained after fear has been driven from the workplace, when empowerment has occurred, and management has provided the proper environment. High-performance work systems integrate continuous improvement efforts with normal business operations. Self-managed work teams are one form of empowerment.


3. Process-centered

A fundamental part of TQM is a focus on process thinking. A process is a series of steps that take inputs from suppliers (internal or external) and transforms them into outputs that are delivered to customers (again, either internal or external). The steps required to carry out the process are defined, and performance measures are continuously monitored in order to detect unexpected variation.


4. Integrated system

Although an organization may consist of many different functional specialties often organized into vertically structured departments, it is the horizontal processes interconnecting these functions that are the focus of TQM.

 

·         Micro-processes add up to larger processes, and all processes aggregate into the business processes required for defining and implementing strategy. Everyone must understand the vision, mission, and guiding principles as well as the quality policies, objectives, and critical processes of the organization. Business performance must be monitored and communicated continuously.

·         An integrated business system may be modeled after the Baldrige National Quality Program criteria and/or incorporate the ISO 9000 standards. Every organization has a unique work culture, and it is virtually impossible to achieve excellence in its products and services unless a good quality culture has been fostered. Thus, an integrated system connects business improvement elements in an attempt to continually improve and exceed the expectations of customers, employees, and other stakeholders.

5. Strategic and systematic approach

A critical part of the management of quality is the strategic and systematic approach to achieving an organization’s vision, mission, and goals. This process, called strategic planning or strategic management, includes the formulation of a strategic plan that integrates quality as a core component.


6. Continual improvement

A major thrust of TQM is continual process improvement. Continual improvement drives an organization to be both analytical and creative in finding ways to become more competitive and more effective at meeting stakeholder expectations.

7. Fact-based decision making

In order to know how well an organization is performing, data on performance measures are necessary. TQM requires that an organization continually collect and analyze data in order to improve decision making accuracy, achieve consensus, and allow prediction based on past history.


8. Communications

During times of organizational change, as well as part of day-to-day operation, effective communications plays a large part in maintaining morale and in motivating employees at all levels. Communications involve strategies, method, and timeliness.

Leadership’ and ‘Engagement of People’ as principles of quality management in education sector:

According to the idea of transformational leadership , an effective leader is a person who does the following:

 

1.      Creates an inspiring vision of the future.

2.      Motivates and inspires people to engage with that vision.

3.      Manages delivery of the vision.

4.      Coaches and builds a team, so that it is more effective at achieving the vision.

Leadership brings together the skills needed to do these things. We'll look at each element in more detail.

ISO 9001 is underpinned by the 8 Principles of Quality Management. They’ve been the guiding principles for the most popular quality standard; ISO 9001. But they’re also useful resources for any management professionals who want to implement or improve their existing quality management programme.

PRINCIPLE 1: CUSTOMER FOCUS

Just as you’d expect, customer focus is the first principle: just where it should be. It covers both customer needs and customer service. It stresses that a business should understand their customers, what they need and when, whilst trying to meet, but preferably exceed customers’ expectations.

As a result, customer loyalty increases, revenue rises and waste reduces as the businesses ability to spot new customer opportunities and satisfy them improves. More effective processes result in improved customer satisfaction.

PRINCIPLE 2: LEADERSHIP

Without clear and strong leadership, a business flounders. Principle 2, is concerned with the direction of the organisation. The business should have clear goals & objectives, and its employees actively involved in achieving those targets.

The benefits are better employee engagement and increased motivation to satisfy customer needs. Research shows, if employees are kept ‘in the loop’ and understand the business vision they’ll be more productive. This principle seeks to rectify employees complaints about ‘lack of communication’.

PRINCIPLE 3: PEOPLE INVOLVEMENT

An organisation is nothing without its staff whether part-time, full-time in house or outsourced. It’s their abilities that maximised to achieve business success.

Employee motivation and increased innovation and the benefits here. When people feel valued,  they’ll work to their maximum potential and contribute ideas. Principle 3 emphasises the importance of making employees responsible and accountable for their actions.

 

 

Q.3 Discuss in detail ‘individual level of change’ and its relevant approaches. (20)
Answer:

Individual sources of resistance towards a change exist in the basic human tenets or

characteristics and are influenced by the differences in perception, personal background, needs or personality-related differences. It is important to understand those triggering factors or issues which refrain individuals from endorsing change or extending their support and cooperation towards any change initiatives at an organizational level.

Criticizing the individuals or the teams for not being supportive in the stages of transition or compelling them cannot be an effective solution for implementing change smoothly or in a hassle free manner.

The resistance towards change at an individual level can be due to various reasons:

·         How satisfied they are with the existing state of affairs

·         Whether they appreciate the overall end product of change and it’s outcome on them

·         How much practical or realistic the change is 

·         What will be the possible cost change on the individual in terms of potential risks involved, pressure to develop new competencies and disruptions

The following factors explain why individuals may pose resistance towards change:

Habits: We individuals are influenced by our habits in our ways of working and accept or reject a change depending upon the effect which a change may have on the existing habits of the individuals. For example, change in the office location might be subjected to resistance from the individuals as this might compel them to change their existing life routine and create a lot of difficulties in adjustment or coping with the schedule. The individuals might have to drive a longer way for reaching their office, or start early from home for reaching their office in time, etc.

Lack of Acceptability or Tolerance for the Change: Some individuals endorse change and welcome a change initiative happily while few individuals fear the impact of change. Over a period of time change fatigue also builds up. Fear of a Negative Impact Economically or on the Income: During the process of organizational restructuring or introduction of organization-wide change as a

strategic move on the part of the management, several inhibitions, and fear rule the thought process of the individuals. Fear of possible loss of a job as a result of change or a change in their income structure or may be a change in their work hours could be one amongst the possible reasons.


Fear of the Unseen and Unknown Future: Individuals develop inertia towards the change due to the fear of unknown or uncertainties in the future. This can be tackled through effective communication with the participants of change and making people aware of the positives of change and the course of action which individuals are expected to follow to cope with the changing requirements successfully.

Fear of Losing Something Really Valuable: Any form of threat to personal security or financial security or threat to the health of the individuals may lead to fear of losing something precious as a result of the implementation of change.

Selective Processing of Information: It can be considered as a filtering process in which the individuals perceive or make judgments by gathering selective information which is greatly influenced by their personal background, attitude, personal biases or prejudices, etc. If an individual maintains a negative attitude towards any kind of change, then they are having a usual tendency of looking at the negativities associated with the change and involve all the positive aspects of it.

 

A Rigid Belief that change cannot bring about any facilitating change in the organization and it only involves the pain and threats to the individuals.

Now, we will look into the organizational factors which result in resistance to change.

Resistance Due to the Structural Rigidities or Limitations: Structural resistance is a characteristic feature of bureaucracies, which focus more on stability, control, set methodologies or routine.

Ignoring all the interconnected factors which require change or lack of clarity in understanding the ground realities.

Inertia from the Groups: Groups may resist change because just like individuals, groups equally follow set behavioural patterns, norms or culture and as a result of change the groups might have to change their existing ways of conduct or behaviour.


Possible threats to Power, Resources or Expertise can also result in resistance towards an organization level change. Any kind of devolution of power or transfer of resources from some agency or group to some other agency or a group will definitely lead to a feeling of fear or inertia towards a change initiative.

In the end, it can be concluded that any kind of change will surely involve heavy resistance at the individual as well as organizational level. But through effective communication during all stages and consulting, desirable outcomes can be ensured by breaking all the possible barriers or resistances towards a change. What is more important is identifying the main source of resistance and accordingly developing action plans for dealing with it.

Successful change in an organization will require strong commitment and involvement on the part of the top management, focused and an integrated approach, strong and a stable leadership, effective and open communication from the internal change agent for making people sensitive and more aware of the realities and the ultimate need for change.

For minimizing the resistance towards the change employee participation and involvement in the overall process plays a crucial role in building acceptability and seeking the cooperation of the employees towards the change. Hence proper planning, coordinated approach and complete involvement of all the stakeholders, play a decisive role in implementing strategic decisions and determining the success of change.

 

 

Q.4 Discuss the concept of DDIM with your colleagues in your institution. Then draft the Sub Goals and Objectives for Science subject for 7th class. (20)
Answer:

Learn the correct way to use objectives when creating lesson plans, with this article of advice. New teachers will find this resource particularly valuable as the article explains and demonstrates how your objectives are your “road map” of your lesson. A well-planned lesson with objectives will lead to successful learning in your classroom. The crux of a good lesson plan is its objectives. Using a roadmap analogy, getting to your final destination (Carbondale, Colorado, for example) is your objective. In a lesson plan, the final destination (identifying iambic pentameter or listing important events in the life of Benjamin Franklin, for example) for your students is the objective(s) of the lesson. To take the analogy one step further, objectives are what drive a lesson. They power it forward. Most important, everything you do in a lesson must be tied to one or more objectives.


Every activity, every instructional devise, every teaching resource, and every means of evaluation and assessment must be linked to the lesson’s objective(s). Writing good objectives will be challenging at first. However, everything in the lesson must revolve around the objectives; thus, you must construct them with care and attention to detail. A well-crafted objective has two components:

·         The audience: The students for whom the objective is intended

·         The terminal behavior: The anticipated performance Here’s an example of an objective for a third-grade science lesson: students will list the nine planets of our known solar system. Objectives are built around good verbs. I like to think of verbs as the gasoline that keeps a lesson moving forward. Thus, the verbs you use in your lesson objectives should be action verbs or verbs you can use to measure performance. Passive verbs are often immeasurable and make an objective weak. As you’ll note in these examples, it would be relatively easy to assess students’ ability to add (e.g., Students will be able to add a column of two-digit numbers), but quite difficult to assess a students’ ability to realize (e.g., Students will be able to realize Lee’s defeat at Gettysburg). Action verbs in your objectives help you assess students and be sure they know or can do what you taught them. These are just a few sample verbs (among hundreds possible).

 

Q.5 Explain different tools and techniques of Web Based Management System. (20)
Answer:

he expanding use of intranets—which are essentially smaller, private versions of the global Internet—has sparked the creation of Web-based tools for monitoring and managing enterprise networks. In fact, a new network management paradigm has emerged that allows administrators to use Web browsers to monitor, configure, and control enterprise networks and their various components. Use of the popular Web browser gives network managers a degree of mobility they did not have before and enables a wider range of users to access network status information. In addition, Web browsers overcome many interoperability issues that are inherent in multiplatform environments.

The convenience and ease of use of Web-based management (WBM) tools is very appealing. A Web-based management tool is easier to use than the command-line interfaces of UNIX systems. Such tools can be used from any PC or workstation with a browser. This also means network planners, designers, and managers do not have to load specialized client software on their laptops. With a Web browser, users can access management information on the corporate intranet at any time—in any building, while traveling, or even at home. There are now WBM tools for virtually any type of network: LANs, frame relay and ATM data networks; traditional voice networks; and even legacy SNA networks.

In being able to access performance data and implement routine management tasks over the Web, companies with global networks do not have to distribute expensive management platforms to every remote site. The availability of Webbased management tools also has the potential to reduce the cost of managing transmission facilities and services by eliminating the need for proprietary, high priced equipment offered by carriers. In fact, carriers such as AT&T MCI WorldCom, and Sprint offer Web-based management tools to their customers, recognizing their need for low-cost alternative management solutions.

Applications

There are three fundamental applications where WBM tools can provide a significant benefit: individual device configuration and management, Web browser access to sophisticated management applications, and corporate access to network status data.

DEVICE CONFIGURATION Web-based configuration and management of individual devices is a capability aimed at administrators of small networks who may not have their own network management system, or branch office locations where technical expertise is not immediately available. Such users need configuration tools that are easy to use and which can be accessed with a Web browser.


This is accomplished by providing an agent with the equipment to be configured. The agent includes a native HTML interface for access over the Web. The manager enters basic configuration parameters for each device by completing a simple online electronic form. Remote monitoring of simple device statistics is also possible via the browser, using graphical displays of basic device information and performance indicators.

NETWORK SUPPORT Access to network management information from any browser-equipped desktop is targeted at enterprise network support staffs who already use such advanced platforms as Hewlett-Packard’s OpenView to monitor the network, understand potential faults and alarms, and provide end-users with continuous network availability. The addition of Web browsers provides a lowcost option for easily accessing important information from any location.

For example, a staff member out on the manufacturing floor troubleshooting the network may need to access a particular management application. Through a Web browser running on any convenient PC or laptop computer, the technician can access the necessary application and continue the troubleshooting process. This reduces the time and effort to do the job.

ACCESS TO NETWORK STATUS DATA Web reporting of network status information via the organization’s intranet is aimed at Information Systems (IS) group managers who usually do not operate the network or get involved in extremely technical detail. Instead, their goal is to quickly obtain information about the state of the network and view trends over time, so they can identify potential trouble spots. The Web provides an easy, economical way to distribute this type of information to all who need it.

Various people within the organization need different types of information.

Members of the finance group, for instance, may need usage information for accounting purposes, while database users may need to determine system status or submit an online trouble ticket and follow it through to resolution. The corporate intranet offers a simple, effective method for distributing this type of information to people who do not normally have ready access to traditional management systems.

Web-Based Management Approaches

There are two basic strategies for implementing WBM: the proxy solution and the embedded approach. While these methodologies can be used in combination, each has advantages.

PROXY SOLUTION The proxy solution adds a Web-based server to an intermediate workstation called a proxy, which interconnects with the end devices it manages (Figure 130). Users access the proxy through a Web browser, using the HyperText Transfer Protocol (HTTP), while the proxy accesses end devices using the Simple Network Management Protocol (SNMP). Usually, this approach adds a Web server to an existing management product, which optimizes product functionalities, such as database access and SNMP polling. This approach maintains the advantages of the workstation-based management systems while adding flexible access to intranet data. Since the proxy communicates with all the managed devices, the administrator can view all or portions of the company’s networks, servers, and desktops, as well as such logical entities as virtual LANs. Since the proxy-to-device protocol remains SNMP, this approach also works with SNMP-only devices.

EMBEDDED METHOD The embedded method actually installs Web server functionality in each end device. Since each device has its own Web address, the administrator can use a Web browser to visit the managed devices (Figure 131). This approach allows graphical management of those devices.

Enterprise networks can make use of both proxy-based and embedded Web server capabilities. Large organizations can avail themselves of the enterprise wide monitoring and management capabilities that are only provided with the proxy solution. The proxy solution can also manage SNMP-only devices. In conjunction with proxy-based servers, large corporations could also benefit from embedded Web servers because of their simple set-up requirements and their ability to manage new devices.

 

 


Figure 131 The embedded approach to Web-based management.

 

The embedded Web server approach is especially well suited for managing small branch offices. These networks are relatively simple and typically do not require powerful management systems or need enterprise-wide views. Users at these remote locations usually are not familiar with device-control and network procedures. Embedded Web servers allow these users to become operational quickly with minimal instruction. Although the plug-and-play nature of Webbased devices simplifies installation and minimizes troubleshooting, they do not necessarily limit device-level capabilities.

A Web browser can communicate directly with networked devices using HTTP. The most common reasons for connecting directly to individual network devices include configuration and reconfiguration, simple status monitoring, and implementing specific corrective actions. For small networks, this approach alone might be a sufficient management solution; for larger networks, this approach will typically supplement more global tools in a variety of possible circumstances, including the final stages of problem resolution.

Components of WBM

The components of WBM can be written in any language, including HyperText Markup Language (HTML), Common Gateway Interface (CGI), and Java.


HTML provides a standardized way to create pages of Web-based information and embed hyperlinks that lead the user to other pages. While HTML pages are usually static and textual, they can be made interactive by embedding graphics and active elements, such as Java applets and CGI applications, within the page. HTML is good for displaying tables of information, such as network inventory details and IP address listings.


CGI is not a language, but a protocol used to access database information. For example, a WBM application may need to display the current number of incomplete work orders. This data could be stored in the database of a proxy workstation. A CGI application can be used to query the database and to format an HTML page on-the-fly to display the information.

Java is an interpretive programming language and is rapidly emerging as an important development tool, especially for management applications. Java code is not compiled before run time but is interpreted by a Java Virtual Machine (JVM) at run time. JVMs are included with such Web browsers as Netscape Navigator and Microsoft Internet Explorer, enabling these browsers to execute Java code.

Java applets, which can be called from either a proxy or embedded Web

server, can be used to:

 

·         Display dynamic graphs that interpret network operations

·         Illustrate complex situations, such as interactive views of chassis hubs or modules of a stackable hub

·         Display real-time data that can be updated from polling and traps

·         Add graphics, including animation

Because Java can produce applications that are portable across UNIX, Windows, and other environments, a JVM can be embedded in an end device and the device agent can then execute Java code. Code can be distributed dynamically, ported from a management proxy to devices, and ported between devices or components within a device.

The use of Java within an embedded agent can increase management capabilities by enforcing policy-based management or security rules. For example, assume an administrator wants to enable remote network access between 6:00 a.m. and 6:00 p.m. Traditional methods, such as SNMP sets, have been used to enforce such restrictions but at the cost of increasing network traffic and with the difficulty of scaling to handle thousands of devices. While a device-resident agent could perform this function, agent releases are typically infrequent. An embedded agent with a JVM could independently create the scheduling routine and dynamically distribute the policy to restricted devices, eliminating the need for an agent release.

Standards

The first Web-based management tool was introduced in 1994 by Thomas Conrad Inc., a small networking device vendor that has since been acquired by Compaq. A handful of pioneers followed suit in 1995. By 1996, virtually every major interconnect and network management vendor had either introduced or announced plans for Web-based management products that could be accessed with ordinary Web browsers.

The idea behind Web-based management is simple as it was compelling: it gives managers, administrators, and authorized end users access to management information from dissimilar platforms such as MVS, VMS, Windows NT, UNIX, and NetWare. However, the product development efforts of vendors are unfocused and there is still lack of agreement on standards.

Not only are vendors and carriers approaching Web-based management in different ways, but the tools they offer address different pieces of the management puzzle. Capabilities offered by one vendor are often un-addressed by other vendors. Some vendors’ reporting capabilities consist of static displays, while others offer real-time displays that report status changes for as long as the connection is open.

There are several standards efforts underway that attempt to address the functionality, interoperability, security, and performance issues of Web-based management. What makes standards so difficult to achieve is that the current proposals are vendor biased. If the differing views of vendors can be reconciled and a single standard agreed to, the Web browser may emerge as the key building block of tomorrow’s network management console.

Last Word

The advent of intranets that provide enterprise-wide data has spawned two main Web-based management approaches: the proxy Web server method and the embedded Web server approach. While both methods can be used together, generally the proxy method is more useful for larger enterprises that want to complement their workstation-based management systems. The embedded server method is better suited for small groups that do not need the complex functions offered by the first method.

Web-based management standards would provide network managers with what they need most: a cost-effective means for consolidating topology, fault, and performance data from many management platforms, element managers, and devices. Already, many Web-based tools are in the process of being integrated with one or more of the major management platforms, including Hewlett- Packard’s OpenView, SunSoft’s Solstice SunNet Manager, and IBM’s NetView. The reason for optimism here is that these platforms owe their market dominance to their ability to pull data from vast multi-vendor networks, so a high degree of de facto standardization is possible, regardless of the  outcome of formal standardization processes.