Management Planning and Ethics
The planning function of management is perhaps the most important of all management functions, because it provides the strategic framework in which the organization evolves, including its mission, strategic vision, strategic objectives and all other functions derive here from.According to several functions, we can summarize the planning function according to a vision-mission-objectives-goals scheme1. We will follow on each of these points in the educational organization where I work as a teacher assistant and see how each fits.In terms of vision, this is generally a short statement that represents an ideal for the future, a general objective that the organization strives to achieve in all its actions. In our case, the organization's vision can be "providing quality education to all". It is a statement that encompasses all the activities that take place in the organization, with their final objective of providing quality education. Quality is perhaps the key word in this vision statement. There are many schools and are educational structures that provide education, we are interested in providing quality
Another mean to improve quality is internally: send the current staff to different pedagogic-related seminars, training sessions and courses etc. education, in creating people that can approach the labor market with an excellent educational background. Besides adhering the school's code of conduct, additionally measures such as discussions on educational ethics, referring to examples of favoritism and its consequences should also be practiced. For example, one of the objectives referred to both the quality and the numerical quantity of the professorial staff. On the other hand, ethical issues are less obvious than in the case of a profit-making organization, but we may consider, for example, the case of educational favoritism or, even worse, the case of monetary compensation in exchange for higher grades. Motivation policies are also important in increasing quality levels. Training sessions with outside educators, internship programs within our organization, facilitating direct access to our personal educational experience are all means by which the organization can fulfill its social responsibility objectives. Increasing the staff numerically can only be done by recruiting outside people, but the recruiting process itself needs to be defined: where from, how (testing and interviews), how do we attract and retain new employees etc. The mission statement expands on the vision of the organization. On the other hand, issues such as favoritism are bound to often occur in educational organizations. In terms of social responsibility, given the characteristics of an educational organization, it is easier to refer to such matters. As we can see, despite being an organization where profit is not the primary goal, each strategic objective is marked statistically and numerically, it is measurable and attainable in a period of time define in the objective itself. We need to fix objectives that are attainable, measurable, consistent and specific2, so a list of objectives for our school can look something like: increase school average for the graduation exam with 2 % each year over the next five years, increase school total asset value with 10 % yearly, constantly improve the quality of the educational staff with new recruiting policies and motivation schemes, increase staff capacity by 10 % yearly etc. The strategic objectives and goals are transposing the vision and mission statement into clear milestones that will mark this organization's future.
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