Research has consistently shown that principals play a significant role in school reform efforts. As the accountability movement gained momentum during the 1980s and 1990s, research on school effectiveness, generally referred to as effective schools research, focused on principals and their role. These studies consistently found that the principal was the key to cope with an ‘effective school management’. Research found that the unique position principals hold, as the one person in a school who is responsible for and empowered to oversee the entire school, places them in a powerful position to coordinate the entire school operation and move it forward. The research further revealed that the most effective principals had a clear vision of how the school could serve its students; had aligned resources and priorities with the vision; and could engage other key players, within and outside the school, in achieving the goals through the other principles of management planning, organizing, leading and controlling embedded in the vision. 2. INTRODUCTION
A business/organization develops in course of time with complexities. With increasing complexities managing the organization has become a difficult task. The need of existence of management has increased tremendously. Management is essential not only for business concerns but also for schools, colleges, banks, hotels, religious bodies, charitable trusts, hospitals etc. Every organization has some objectives of its own. These objectives can be achieved with the coordinated efforts of several personnel. The work of a number of persons is properly co- ordinate to achieve the objectives through the process of management. All organizations – business, political, social and cultural are involved in management because it is the management that helps and directs the various efforts towards a definite purpose. It has been described as a social process involving responsibility for economical and affected planning and regulation of operation of an organization in the fulfillment of given task. It is a dynamic process consisting of various elements and activities. These activities are different from operative functions like marketing, finance, purchase etc. Rather these activities are common to each and every manager irrespective of his/her level and status. Managers are responsible for the processes of getting activities completed efficiently with and through other people and setting and achieving the firm’s goals through the execution of four basic management functions: planning, organizing, leading, and controlling. Both sets of processes utilize human, financial, and material resources. Of course, some managers are better than others at accomplishing this! There have been a number of studies on what managers actually do the most famous of those conducted by Professor Henry Mintzberg in the early 1970s.After following managers around for several weeks; Mintzberg concluded that, to meet the many demands of performing their functions, managers assume multiple roles. A role is an organized set of behaviors, and Mintzberg identified ten roles common to the work of all managers. As summarized in the following figure, the ten roles are divided into three groups: interpersonal, informational, and decisional. The informational roles link all managerial work together. The interpersonal roles ensure that information is provided. The decisional roles make significant use of the information. The performance of managerial roles and the requirements of these roles can be played at different times by the same manager and to different degrees, depending on the level and function of management. There are different theories and concepts on management but my main focus is on ‘School Management’. School management is the combination of different administrators and their roles in the operation of a school. The main functions of management play a vital role in the life of a school manager. The...
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* SERGIOVANNI, THOMAS J. 2001. The Principal ship: A Reflective Practice Perspective, 4th edition. Boston: Allyn and Bacon.
* D. Lamond, “A Matter of Style: Reconciling Henri and Henry,” Management Decision 42, no. 2 (2004): 330–56.
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