MANAGEMENT AND OPERATION OF A.

PASCUAL ELEMENTARY SCHOOL

by

FEENA RITZ HERLY D. BARIA

INTRODUCTION

A. Pascual Elementary School is located in Barangay A. Pascual, San Jose City, Nueva Ecija. It is under the San Jose City West District. It is a complete elementary school with monograde class. Having four teachers who are currently enrolled in Master of Arts (Major in Guidance and Major in Educational Management) and members of the teaching force of A. Pascual, is an important factor in the performance of the pupils as the graduation rate of APES in the past three years is 95 % and there is 0% drop-out rate. Furthermore, the achievement rate is gradually increasing. From 82.40 % in S.Y. 2009-2010 it increased to 84.05 for S.Y. 2010-2011 and this school year, the target is to increase it up to 85.73%. (Nocum, 2011) It has three buildings with three classrooms for teaching-learning process, one home economics building (presently used as room for Pre Elementary) and one administration building. One of the three buildings needs to be reconstructed because it is already dilapidated. However, the rooms are still used, one as the canteen, the next one as stockroom and the other one as the mess hall for the BLT (Busog Lusog Talino) program of the school. Necessary materials like chairs/desks, teacher's table and chair and chalkboards are available in each classroom. It has an adequate supply of electricity and electric water system. The community is supportive of the schools program and activities. This school year, Busog Lusog Talino (BLT) program is being implemented under the supervision of the new school head. PTCA officers and members, specially

the parents of the 40 pupils included in the said program devote their time and support. Likewise, the school gets support from the barangay as the Barangay Education Coordinator donated additional eating utensils for the benefit of the less fortunate pupils. The building which needs to be reconstructed was not yet allotted with any funds because according to DepEd Order No. 3 (s.2011) the priority for fund allotment for school building will be based on 50% School-Age Population, 40% Classroom Shortage and 10% Reserved Funds. Likewise, the DepEd is allocating SBP funds in accordance with the provisions of RA 7880 which requires that 50% of the fund be allocated to all legislative districts based on the student population. This is, however, no longer applicable under existing condition where a number of schools have already adequate or more than enough classrooms. There is no classroom shortage in A. Pascual Elementary School if we are to consider the DepEd classroom-pupil/student ratio which is 1:45 because the school only has 116 as the total population so the ratio is roughly 1:20. (DepEd, 2011) Based on the data, even if there are enough classrooms, the school still needs the other building to be reconstructed in order for the school to have an area for its library, science laboratory and industrial arts which are required according to the DepEd Scope and Coverage of Educational Facilities. The school lacks technological advancement. The community says it is due to the location of school, since it is located in the barrio. The school has inadequate resources needed to procure computers since the profit from the

agricultural area is used for the needs and supplies of the office, and for the pupils, when they join various contests outside the school. Likewise, the school has limited quality computer system that can be accessed by the faculty, which is a big help in accomplishing the needed reports; moreover by the pupils who will benefit most by acquiring new knowledge with the help of technological advancements (internet connection) since there is only one computer set in the school, located at the principal's office. A study about the management and operation of an institution will be very useful for everyone to look into the details and delve deeper on how the school can be improved and be developed at its best.

THEORETICAL AND CONCEPTUAL FRAMEWORK An organization is a structured social system consisting of groups of individuals working together to meet some agreed-on objectives." It is assumed that workers are primarily social beings driven by a need for belonging and acceptance. (Barley, 2002) This was also mentioned in Maslows hierarchy of needs.

Social interaction and group affiliation were deemed necessary for human fulfilment and harmony in the workplace. So, managers, school heads (for education department) needed to affect social norms to enhance integration.

The organization (school-based) is also affected by the environment. It is an adaptive social culture, facing problems independent of its creation. (Selznick, 2004) Every adaptive structure evolves to meet its basic needs for survival, and develops methods of self-defense. One can explain organizational behaviour by examining the function of the organization in relation to these needs. The organization strives for security and stability.

Organizations learn what strategies to adopt, where to locate themselves and how to allocate resources. They are subject to reinforcement, doing activities that were successful in the past and not ones associated with failure. (Hackman, et al 2005)

Some of the factors mentioned above are further reiterated in the School Based Management (SBM). The main objective of SBM is to improve the school

performance, especially improving student learning outcomes. However, in practice often deviates so the results deviated from the main goal. (Paterson, 2001)

The implementation will be successfully through the following strategies: First, schools must have the autonomy to the four issues of its power and authority, knowledge of sustainable development, information access to all parts and awards to everyone who worked. Secondly, there must be existence of active community participation in terms of financing, decision-making process of curriculum and instructional and non-instructional. Third, the school leadership that is able to mobilize and utilize every resource of the school effectively. Fourth, the existence of democratic decision-making process in the life of an active school council. Fifth, all parties must understand the roles and responsibilities seriously. Sixth, the relevant guidelines of the department so as to encourage the process of education in the schools efficiently and effectively. Guidelines was not to be regulations that curb and handcuff school. Seventh, the school must have a minimum of transparency and accountability embodied in the accountability reports each year. Eighth, the application of SBM should be directed to the achievement of school performance and more specifically is to improve student learning achievement. Ninth, the implementation begins with the socialization of the concept of SBM, identifying their respective roles, conduct training on his new role, the implementation of the learning process, evaluation of the

implementation in the field and made improvements. (Oswald, 2005)

MANAGEMENT Management Style and Decision Making Management of Resources School Improvement Planning Communication and Public Relation MANAGEMENT AND OPERATION OF A. PASCUAL
ELEMENTARY SCHOOL

OPERATION Resource Generation Community Involvement Transparency Accountability

Figure 1. Research Paradigm Showing the Interplay Between the Independent and Dependent Variables of the Study

STATEMENT OF THE PROBLEM

1) How may the profile of A. Pascual Elementary School be described in terms of: 1.1 Personnel 1.2 Physical Facilities 1.3 Pupils Performance 2) How may the management of A. Pascual Elementary School be described in terms of: 2.1 Management Style and Decision Making 2.2 Management of Resources 2.3 School Improvement Planning 2.4 Communication and Public Relation 3) How may the operation of A. Pascual Elementary School be described in terms of: 3.1 Resource Generation 3.2 Community Involvement 3.3 Transparency 3.4 Accountability 4) Is there any significant relationship between the independent and dependent variables?

HYPOTHESIS OF THE STUDY

1) There is no significant relationship between the management and operations of A. Pascual Elementary School in terms of: 1.1 Management Style and Decision Making 1.2 Management of Resources 1.3 School Improvement Planning 1.4 Communication and Public Relations 1.5 Resource Generation 1.6 Community Involvement 1.7 Transparency 1.8 Accountability

SIGNIFICANCE OF THE STUDY This study will put emphasis on the interrelationship of management styles and decision making, management of resources, school improvement planning, communication and public relations, resource generation, community

involvement, transparency and accountability with the management and operation of A. Pascual Elementary School. This study will benefit the school heads and teachers in various schools when it comes to new knowledge because this will determine the important factors which need to be considered in the management and operation of a school.

LIMITATION OF THE STUDY

This study seeks to determine the significance of the management styles and decision making, management of resources, school improvement planning, communication and public relations, resource generation, community

involvement, transparency and accountability to the management and operation of A. Pascual Elementary School. This study will be conducted from August 2011 to September 2011.

OPERATIONAL AND CONCEPTUAL DEFINITION OF TERMS

Management is the act or art of managing or looking after making decisions. It is also regarded as making and keeping under ones control. (Webster, 2005) Operation it is the act, process, method or result of operating. It also referred as the quality or state of being able to work of function. (Webster, 2005) Management Styles - is the pattern of behaviour of managers in performing their functions and in their dealings with employees. (Webster, 2005) Decision Making - can be regarded as the mental processes (cognitive process) resulting in the selection of a course of action among several alternative scenarios. Every decision making process produces a final choice.[1] The output can be an action or an opinion of choice. (Sage, 2009) Management of Resources - is the efficient and effective deployment for an organization's resources when they are needed. (PMI, 2004) School Improvement Planning is a three to five-year education development

plan that embodies the vision and mission of the school. It also contains the profile of the school and the community, problems and needs assessment, goals, objectives, standards and targets, implementation plan, monitoring and evaluation plan, communication and advocacy plan, documentation and reporting to stakeholders and signatories. (www.fbhs-makati.edu.ph/SIP.pdf) Communication - is the sharing of ideas and information. It is also defined as giving or exchanging of information, signals, or messages as by talk, gestures, or writing. (Webster, 2005) Public Relations often abbreviated as PR primarily concerns enhancing and maintaining the image for businesses, non-profit organizations, events or high-profile people, such as celebrities and politicians. (Cohen, 2009) Resource Generation is the process of acquiring additional resources from various individuals and organizations. (BD, 2005) Community Involvement - involvement is a component of environmental health investigations (public health assessments, exposure assessments, epidemiological studies) which identifies community health concerns and provides a mechanism for community participation. (CDPH, 2001) Transparency means lack of hidden agendas and conditions, accompanied by the availability of full information required for collaboration, cooperation, and collective decision making. (Webster, 2005) Accountability it is the responsibility for giving an account (as of ones acts) or the capability of being accounted for. (Webster, 2005)