Contexts of Educational Management

The Directive Function

The directive function is defined by José María Veciana (2002) as "a dynamic
process of a person over another or other people who direct their action towards
the achievement of shared goals and objectives, in accordance with the decision
making that gives their power”

Intuit about people to contribute to the achievement of the established objectives

and goals

In the case of the education sector, this means that the teaching director is the one
who guides and leads the institution:

Therefore it is responsible for:

• strategic addressing

• the organizational climate

• adequate conflict management through consultation, evaluation and continuous

improvement.

On the other hand,, Kotter (1997) considers that a manager or is the one who
directs the planning of all the processes in an organization.

For that, is :

 He is a good manager
 knows how to create structures
 choose qualified staff
 facilitate resources

This, In order to control the processes, follow up on the plans and strategies.

On the other hand, taking into account the managerial functions, according to
Moore (2002), a director is a “creator of public value”, which in the educational
sector refers to the provision of a quality educational service, which contributes to
training political, democratic and participatory of citizens to the needs and interests
of the educational community and the environment.
This creation of public value in the educational field implies for the manager
his performance in three interrelated management spheres:

Strategic management: It is the manager's ability to perform situational analysis

of the institution and its environment, which allows it to:

• evaluate the management of the organization

•Your results

• reformulate the institutional horizon

The management of the political environment: It is the manager's relationship in

internal and external contexts

That allows participation, consensus, authorization, support, collaboration and

obtaining resources.

Operational management:

- Ability of making an effective and efficient organization

-The manager guides the institution to its development and public value.

- the organización requires integral management, including strategic, political and

operative aspects.

- The director: Directs, make alliances, establishes communication, organize

resources and human talent, foster adequate work environment, promotes
teamwork, motivates and stimulates, verifies development and makes feedback.

Management styles: the direction of the institution is determinated by the style of

direction assumed by those who direct them. There are four styles: autocratic,
paternalistic, permissive or democratic-participative directive.

Autocratic management

This kind of method has a vertical relationship with it’s components like a boss-
subordinate degree, the way the decisions are taken by directors are non-consulted
because of the basis “If I grant my regime then I lose my athority”, this kind of
managment is out of date as there is no conensus because is the director who has
the last Word.

Paternalistic management

This kind of management is kind and cordial to the educational community and
institution need but has the idea that “no one could do it better than himself” that’s
why although decisions are consulted is the director who has the last Word because
“he knows what’s best for you”, this kind management genereates dependant as
they don’t have responsabilities”

Persimissive management

It’s under the idea that “directing is not directing” in this way institution has total
freedom to take decisión but avoids collective decisions because it creates conflict
to get an agreement with the other individual”, that’s why individual decisions are
privileged more often tan collective.

Democratic or participatory style: The democratic leader is characterized by

taking decisions with his collaborators through strategies such as participation and
consensus.

 For the democratic leader, the growth and development of the members of
the educational community is of vital importance.
 it is important that leadership be shared between the different actors of the
institution
 A manager gives a special interest to interpersonal relationships as a basis
for problem-solving.

Leadership in the managerial function:

Peter Senge (1992) states that the leader is guides, this leader marks a north and
has the ability to align the members achieve goals, and shared vision.

 Transformational leadership

Is an essentially role of the leader in educational organization.

They support and produce things in problematic situation

Is your responsibility integrate mission, vision, values and principles of institution.

Jose luis bernal talk about the solver the different problems that leader can make
this is like a culture of change his is very important to institutions.

Characterisitics f leader by bernal agudo:

-charisma.

- Inspiration.

-culture of participation

- Intellectual stimulation.

-psychological tolerance.

-teamwork.

-continuous training.

The transformational leader consider like a symbolic role of authority (institutional

representative) this person hard work coheren mission, vision, values of the
organization.

This isn’t a symbol of power

This person need collaborators to facilitation they work.

Managerial competence:

Competences appear in the comtempory management of human resource, when

starting from empirical studies out in the united states, during the sixties exits and
discover important qualities like technical knowledge to enter in to motivation,
character trait, self-concept, attitudes, values , skills, cognitive abilities and
performance.

Talking about competence exits three types of managerial competence: strategies,

intra an personal effectiveness.

Strategi competences: group of competences that refer to the ability of manager

and its relationship with the external environment of the organization. They are:

-view

-problem resolution

-resource management
-user orientation respond

-newrwork of effective relatonships.

-negotiation

-intrategic competences

-communication.

-organization.

- empathy.

-delegation.

-personal development.

-self-criticism.

-Self-knowledge.

-personal change.