8/12/2019 Final Exam on EM11

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Course code/title: EM educational leadership

Name: John Francis N. Cardel

Professorial lecturer: DR. HERMY ESTRABO

FINAL EXAMINATION

1. The different theories and principles of motivation, leadership and management;

A. Hierarchy of Needs by Abraham H. MaslowPeople have a variety of need, and needs manifest themselves in many

forms. Maslow placed human needs in a hierarchy of relative prepotency scheme; there are lower-order needs and

higher-order needs. The lower order needs are prepotent in the sense that they highly determine behavior until they are

satisfied. Once satisfied, they cease to act as motivators. That is when the higher-order needs are activated and they inturn organize behavior until they too are gratified.

B. E-R-G Model by Clayton Alderferhe made a similar point when he proposed a need hierarchy with only three

instead of five levels. He redefined the basic human needs as existence, relatedness and growth needs and postulated

that they may be activate as motivators simultaneously.ERG model doesnt presume a strict progression from need level

to another. So therefore, it accepts the possibility that all three needs may be activate at any time, instead of any of

them being activated only upon substantial satisfaction of the others.

C. Motivation-Hygiene Theory by Frederick Herzberghis two-model is depicted in to two different sets of needs which

involved the need to avoid pain and the need for achievement and psychological growth. The stimuli inducing pain and

avoidance behavior are the Hygiene factors. They relate mainly to job context. These are company policy and

administration, supervision, working conditions, salary and status. The stimuli for achievement and growth needs are

the motivators. They relate to job content, examples are recognition for achievement, the work itself, responsibility,

growth and advancement.

D. Theory X and Theory Y by Douglas McGregorhe provided important insights as to the origin of leadership style. He

argued that managerial decisions and actions stem from assumptions that a manager holds about human behavior.

Theory x indicates the traditional view of human nature. Theory Y, on the other hand, assumes the non-traditional view

of human nature.

E. The Managerial Grid by Robert Blake and Jane Moutonthey develop the managerial grid to represent various

leadership styles. It has two dimensions namely, concern for production and concern for people. Concern for production

refers to the amount of emphasis a manager places on achieving production. Concern for people on the other hand has

to do with the degree of importance a manager puts in meeting the needs of people.

F. Contingency Model by Fred FiedlerIt focuses on a leaders/managers styles of leadership or management. It states

that a leaders success is contingent on two factors; first is leadership style, the leaders typical way of interacting with

the group; and second is situational control, the degree to which the leader has control over the situation.G. Situational Model of Leadership by Paul Hersey and Kenneth Blanchardit suggests that the choice of an appropriate

leadership style depends on the development level of subordinates and it also refers to an employees job performance.

Leaders examine developmental level by looking at two ingredients that determine a persons performance or

achievement: competence and commitment.

H. Maturity and Immaturity Continuum by Chris Argyris - According to him, seven changes should take place in the

personality of individuals if they are to develop into mature people over the years. First, a state of increasing activity.

Second, develop a state of relative independence. Third, behaving in many ways. Fourth, develop deeper and stronger

interests as adults. Fifth, the time perspective increases to include the past and the future. Sixth, move to equal or

superior positions with others as adults. Seventh, as children, they are able to control "self."

I.

Human Motivation Theory by David McClelland - also known as Three Needs Theory, Acquired Needs Theory,

Motivational Needs Theory, and Learned Needs Theory.His theory gives us a way of identifying people's motivatingdrivers. This can then help us to give praise and feedback effectively, assign them suitable tasks, and keep them

motivated.

J. Peters Principle byLaurence J. Peter andRaymond Hull - the Peter Principle is based on the notion that employees

will get promoted as long as they are competent, but at some point will fail to get promoted beyond a certain job

because it has become too challenging for them. Employees rise to their level of incompetence and stay there. Over

time, every position in the hierarchy will be filled by someone who is not competent enough to carry out his or her new

duties.

2. Project Proposalthat will contribute to the attainment of the vision of DepEd.

I. PROJECT TITLE: non school going children project

II. PROJECT PROPONENT: JOHN FRANCIS N. CARDEL

III. RATIONALE:

At present, there are innumerable numbers of non school going children and adolescents in our country, who

are involved with this project. As a product of ACCES, stated in Deped order no. 83 s.2012, it is the ultimate outcome of

communities/barangays working together to protect the right of every child for education and better life, thus,

Education for all is not out of reach at all. Right to Education for every child should be a reality and needs to be

translated into action to bring a visible change through involvement of the people who deserve it most. In this mission

we have to ensure participation and direct involvement of all the community people and to include the existing facilities,

resources and the system in our work area.

Having project, Community members are now very much glad and proud. They participate in all the activities of this

project as their own work. This is for the first time; they have realized the need of such community based education for

http://en.wikipedia.org/wiki/Laurence_J._Peterhttp://en.wikipedia.org/wiki/Raymond_Hullhttp://en.wikipedia.org/wiki/Raymond_Hullhttp://en.wikipedia.org/wiki/Laurence_J._Peter

8/12/2019 Final Exam on EM11

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their own empowerment. The parents have realized the importance of these community centers for the education of

their non school going and dropped out children. Children have found back their interest in schooling because of

interesting learning materials and innovative learning style.

IV.OBJECTIVES:

GENERAL:

1. Ensure participation and direct involvement of all the community people and to include the existing facilities,

resources and the system in our work area.

SPECIFIC:

Spread awareness and motivate parents in target locations on importance of childrens educationDevelop a model of Child friendly education system and to create interest amongst the children towards formal

education system

Create a participatory model of Community Schooling through integrating the existing education / school and support

systems.

V.STRATEGY:

Guronasyon Foundation Inc. N.H.S will work as per the following strategies:

1. Conduct a study and assess actual needs realized by the target children and community

2. Ensure community participation and create a community schooling method.

3. Coordinate with other organizations / stakeholders involved with the bigger gamut of the whole project, bring and

keep synergy to work towards achieving the holistic approach of the project.

4. Work within the existing resources and systems, strengthen and making it more functional and no attempt to create

any parallel alternative.

5. Involve the family and the environment within the work area.

6. Give priority to child rights in respect of education.

VI. BUDGETARY REQUIREMENTS

Man power and Materials/machine for creating the

various models

100,000.00 per annum

VII. SOURCES OF FUNDS

Local school boards special education fund

Social responsibility from Grandspan Development Corporation in Bilibiran

Social Responsibility from thunderbird in Angono

VIII. TARGET BENIFICIARIES

The direct beneficiaries of this project will be the children, more specifically street children, slum children, workingchildren, and children of families.

VIII. PROJECT EVALUATION AND MONITORING

1. Note that project stakeholders, including particularly vulnerable groups, will be involved in monitoring & evaluation of

project progress.

2. Note that the project will track both intended and unintended impacts of project activities.

3. Consider including indicators which monitor the policy and institutional environment for adaptation.

3. My Educational Leadership Model

The model depicts the notion that excellence, growth and development as well as satisfaction and high morale

are achieved through adaptation and innovation. The organization is seen as a system with at least five interacting

variables: strategy, structure, technology, products/services and people. People have been located at the center

because it is they who link all other variables in a productive way.

As advocates of educational leadership, adaptation can achieve in a proactive way in a manner when

organizations are forward-looking. They initiate changes in anticipation of pressures in the future and there is also an

internal desire for creativity and innovation. Proactive leaders can bee seen as changing their environments as well as

themselves.

External

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ORGANIZATION INTERNAL

ADJUSTMENT

MODIFICATION OF

GOALS