(MST) Advanced Administration and Supervision in Educational Practices (class report(s)/discussion(s)) DISCLAIMER: I do not claim ownership of the photos, videos, templates, and etc used in this slideshow

1. TOTAL QUALITY
MANAGEMENT (TQM)
Yenna Monica D. P
REINFORCEMENT THEORY
CONFLICT MANAGEMENT
BUREAUCRACY THEORY
BEHAVIORAL THEORY

2. REINFORCEMENT THEORY
Yenna Monica D. P
THIS THEORY FOCUSES TOTALLY
ON WHAT HAPPENS TO
INDIVIDUALS WHEN TAKING SOME
ACTION
IT IS BASED ON
THORNDIKE’S “LAW OF
EFFECT”–behavior which is
reinforced tends to be repeated
(i.e. strengthened); behavior
which is not reinforced tends to
die out-or be extinguished (i.e.
weakened).

3. REINFORCEMENT THEORY
Yenna Monica D. P
FOUR ASPECTS
1. POSITIVE REINFORCEMENT
2. NEGATIVE REINFORCEMENT
3. PUNISHMENT REINFORCEMENT
4. EXTINCTION REINFORCEMENT
Rewards are used to reinforce the behavior you want
and punishments are used to prevent the
behavior you do not want
Extinction is a means to stop someone from
performing a learned behavior. The technical
term for these processes is called operant
conditioning.

4. REINFORCEMENT THEORY
Yenna Monica D. P
POSITIVE REINFORCEMENT
BY MEANS OF REWARD OR A
MOTIVATION… I.E. WHEN
EMPLOYEES WORK HARD OR HAVE
DONE OUTSTANDING WORK, THE
COMPANY REWARDS THEM FOR A
JOB WELL DONE
Positive reinforcement occurs when the
consequence resulting in the behavior
you are attempting to produce increases
the probability that the desired behavior
will continue. For example, if a salesman
performs well, he may receive a bonus,
which reinforces his desire to make sales
because of the positive consequence of
doing so.

5. REINFORCEMENT THEORY
Yenna Monica D. P
NEGATIVE REINFORCEMENT
BY MEANS OF REMOVING AN UNPLEASANT REINFORCER;
THIS MAY STRENGTHEN BEHAVIOR BECAUSE IT
STOPS OR REMOVES AN UNPLEASANT
EXPERIENCE
Negative reinforcement occurs when a negative
consequence is withheld if the behavior
you desire is demonstrated, which will
increase the probability that the behavior
you are seeking will continue. For example,
let's say that your company is opening a
new office in Alaska. No one wants to
move there. The company decides to let
the top ten salespeople in the office pick if
they go to Alaska or stay at the old office.
You work very hard to be in the top ten so
you can avoid the negative consequence of
relocating to Alaska. You will continue to
perform your best to avoid the negative
consequence.

6. POSITVEANDNEGATIVEREINFORCEMENT
Example scenarios
of Positive and
Negative
Reinforcement

7. REINFORCEMENT THEORY
Yenna Monica D. P
EXTINCTION REINFORCEMENT
IMPOSING A NEGATIVE CONSEQUENCE TO
REDUCE AN UNDESIRABLE BEHAVIOR
Punishment is defined as the opposite of
reinforcement since it is designed to weaken or
eliminate a response rather than increase it. While
negative reinforcement involves withholding a
negative consequence to encourage a desirable
behavior, punishment is imposing a negative
consequence to discourage an unwanted behavior.
For example, getting a write-up for being late to work
is a punishment that is imposed on late workers to
discourage workers from being late - an undesirable
behavior OR deducting someone’s pocket money to
punish undesirable behavior.
Note: It is not always easy to distinguish between
punishment and negative reinforcement.

8. CONFLICT MANAGEMENT
Yenna Monica D. P
CONFLICT MANAGEMENT
RECOGNIZING AND RESOLVING
CONFLICT AMONGST PEOPLE, SO
THAT CONFLICT DOES NOT BECOME
SO SERIOUS THAT OPERATION IS
IMPOSSIBLE
All members of any organization need to have
ways of keeping conflict to a minimum - and of
solving problems caused by conflict, before
conflict becomes a major obstacle to
work/tasks.
Conflict management is the process of
planning to avoid conflict where possible and
organizing to resolve conflict where it does
happen, as rapidly and smoothly as possible.

9. CONFLICT MANAGEMENT
Yenna Monica D. P
CONFLICT MANAGEMENT
The differences between "competition" and
"conflict"
"Competition" usually brings out the best in people,
as they strive to be top in their field, whether in sport,
community affairs, politics or work. In fact, fair and
friendly competition often leads to new sporting
achievements, scientific inventions or outstanding
effort in solving a community problem. When
competition becomes unfriendly or bitter, though,
conflict can begin - and this can bring out the worst
in people.
COMMON CAUSES OF CONFLICT
Causes or sources of organizational conflict can be
many and varied. The most common causes are the
following:
•scarcity of resources (finance, equipment, facilities,
etc)
•different attitudes, values or perceptions
•disagreements about needs, goals, priorities and
interests
•poor communication
•poor or inadequate organizational structure
•lack of teamwork
•lack of clarity in roles and responsibilities

10. CONFLICT MANAGEMENT
Yenna Monica D. P
CONFLICT MANAGEMENT STYLES
When trying to solve conflict, there are several conflict
management styles to choose from, including avoidance,
accommodation, competition, compromise, and
collaboration.
The avoidance conflict management
style attempts to ignore the disagreement altogether but is
useful when people need time to cool off and think about
the issue.
The accommodation conflict management
style is used when one party tries to end the conflict by
giving in to the wishes of others. Accommodation is
typically used by people who seek the approval of others or
when the conflict is of little importance to the person
accommodating.
The competition conflict management
style occurs when the objective is to win and to make the
other lose, no matter the expense. Competition is mostly
about power or the ability to influence the other party to
accept their point of view as the best position.
The compromise conflict management
style attempts to resolve a conflict by finding a middle
ground. The compromise is considered a lose-lose strategy
because for each party to get something that they want,
they have to sacrifice something that they would prefer not
to give up.
The collaborative conflict management style is
the win-win conflict management style that works to find a
solution that both parties are satisfied with without feeling a
sense of sacrifice.

11. CONFLICT MANAGEMENT
Yenna Monica D. P
The aim of conflict management
is to enhance learning and
group outcomes, including
effectiveness or performance
in organizational setting
Properly managed conflict can
improve group outcomes

12. BUREAUCRATIC THEORY
Yenna Monica D. P
What is Bureaucracy?
Bureaucracy refers to the
management of large
organizations characterized by
hierarchy, fixed rules,
impersonal relationships, rigid
adherence to procedures, and a
highly specialized division of
labor.
Characteristics Of
Bureaucratic Organizations
The basic characteristics of a bureaucracy
are:
Rules and job responsibilities are written
down and clearly stated
Clear hierarchy of power is concentrated
among a few high-ranking managers
Appointments and promotions of officers
are formal, because these officers will be
held accountable
Employees are hired based on their skills
and knowledge, not because of favoritism
or luck
Salaries are tied to a pay-grade system
Bureaucracies are unable or unwilling to
adapt to changing conditions quickly
Micro-managing is common

13. BUREAUCRATIC THEORY
Yenna Monica D. P
Weber’s Ideal Bureaucracy
•Job Specialisation
•Authority Hierarchy
•Formal Selection
•Formal Rules and Regulations
•Impersonality
•Career Orientation
PRINCIPLES:
(1) specification of jobs with detailed rights,
obligations, responsibilities and scope of
authority,
(2) system of supervision and subordination,
(3) unity of command,
(4) (extensive use of written documents,
(5) training in job requirements and skills,
(6) application of consistent and complete rules
(7) assign work and hire personnel based on
experience.Weber's bureaucracy is based on
logic and rationality which are supported by
trained and qualified specialists

14. BUREAUCRATIC THEORY
Yenna Monica D. P
Limitations in Bureaucratic
Theory
1. Informal Relation is
not considered.
2. Outdated System
3. Inadequate means

15. BEHAVIORAL THEORY
Yenna Monica D. P
Behavioral management theory was
developed in response to the need to
account for employee behavior and
motivation. The shift moved management
from a production-orientation
(classical leadership theory) to a
leadership style focused on the
workers' human need for work-related
satisfaction and good working
conditions.
Behavior is defined as the way a person conducts
themselves towards others. When workers are treated as
humans rather than machines, they respond to their
particular work situation in a positive way - by increasing
individual productivity.
While salary is important, it is not the only important
consideration. Workers had more intrinsic motives for
working, like:
•Self-fulfillment
•Autonomy and empowerment
•Social status
•Personal relationships with co-workers

16. BEHAVIORAL THEORY
Yenna Monica D. P
Motivation is the internal process that directs enduring
behavior.
this means workers are often inspired from within, not
always as a result of external factors, to work. Motivation
comes from many factors:
•Position in the company
•Pay and stability
•Benefits
•Incentives and rewards
•Interesting work assignments
•Common beliefs and values
An incentive program for example…
Incentive programs can lead to a more satisfied set of
workers.
These factors, in combination with things like:
•Positive feedback and appraisals
•Good communication
•Good working conditions
•Involvement with decision-making
•Common goal setting
•Group processes
•Good leader-worker relations
•led to a more productive and satisfied set of workers
because behavioral management theory relies so
heavily on behavioral and motivational factors.

17. TOTAL QUALITY
MANAGEMENT (TQM)
Yenna Monica D. P
END
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