European Journal of Education Studies
ISSN: 2501 - 1111
ISSN-L: 2501 - 1111
Available on-line at: www.oapub.org/edu
Volume 3 │ Issue 1 │ 2017
doi: 10.5281/zenodo.250132
A CRITICAL ANALYSIS ON THE IMPACT OF POLITICAL
DYNAMICS ON MANAGEMENT OF PUBLIC SECONDARY
SCHOOLS IN KENYA
Ombasa D. Kengere1i , Ruth W. Thinguri2
1
Mount Kenya University, School of Education,
P.O Box 342-00100, Thika, Kenya
2
Dr., Mount Kenya University, School of Education,
P.O Box 342-00100, Thika, Kenya
Abstract:
Management of public secondary schools has always been a serious issue to
stakeholders including those in government and the civil society. ‚ school is as good as
its ‛oard of Management . This is what prompted on this study, which sought to
critically analyze the impact of political dynamics on management of public secondary
schools in Kenya. The main goals were to critically analyze and find out the impact of
Political Dynamics and how it influences the criteria used in the selection process,
objectives of the ad-hoc nominating committee and the personal attributes of the so
nominated members on the management of public secondary schools. The study made
use of both qualitative survey methods and critical analysis design The study was able
to establish that most Boards of management were either based on clanism, ethnicism,
cronyism, nepotism or political and religious inclinations. All these factors had a
significant influence on how schools were run and the overall effectiveness of the school
boards of management. This study explored new strategies of putting in place an
effective school board of management which focuses more on managerial and
leadership skills rather than clanism, nepotism, cronyism and other political dynamics.
This would enhance efficiency and effectiveness in an effort to realize the school's goals
and objectives. The study recommended that prudent measures be put in place to
ensure that only people of integrity, excellent management and leadership skills with a
commitment to serve the schools
interests are nominated into the board of
management. Those selected into the board be taken through proper induction and
i
Correspondence: email kengeredo@gmail.com
Copyright © The Author(s). All Rights Reserved.
© 2015 – 2017 Open Access Publishing Group
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Ombasa D. Kengere
A CRITICAL ANALYSIS ON THE IMPACT OF POLITICAL DYNAMICS ON MANAGEMENT OF
PUBLIC SECONDARY SCHOOLS IN KENYA
continuous capacity building in leadership and management. The study also
recommended that the ad – hoc nominating committee be transferred into an oversight
board that walks along the board of management and continuously mentors, monitors,
trains and evaluates the management board.
Keywords: board of management, public university schools, political dynamics, ad-hoc
nominating committee leadership skills
1. Introduction
Worldwide, education is considered a key element for social - political, economic and
cultural development. Therefore, management of our public educational institutions
must be founded on well researched and tried professional management practices.
Several countries world over have developed own systems and policies that address
their specific educational goals and aspirations (Okumbe, 1999). According to Mbiti;
Foundations of School Administration, Oxford (2007), Administration refers to the
formalized systems which are geared towards planning, supervising and making
decisions about Worldwide, education is considered a key element for socio-political
,economic and cultural development the different activities that an organization is
engaged in, based on established authority. According to Sharma (1982), effective
decentralization of management is mainly anchored on efficient and effective
leadership. There have been debates on the management by Boards of Management in
schools for effective curriculum implementation in most countries in the Sub-Saharan
Africa and especially in Kenya (Oketch & Ngware, 2012; Orodho, 2014).
The Education Act 2013 provided for the establishment of Boards of
management to run schools on behalf of the Ministry of Education. This has widely
been acknowledged as one way of enhancing management in public secondary schools.
Membership into Boards of management is drawn from the sponsor; special needs
representative, special interest group representative County Education Board
representative, Students representative and parent representatives. The principal of the
school is the Secretary to the ‛oard whereas the students representative is only an exofficio member of the Board. The ad-hoc nominating committee that considers and
actually nominates members into the Board consists of the Member of the County
Assembly, Area Chief, The representative of the sponsor, The County Education Board
representative, Member of the National Assembly, County Director of Education and
The School Principal. The researcher chose to investigate the factors that come into play
in the process of electing and nominating members into the Board of management and
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Ombasa D. Kengere
A CRITICAL ANALYSIS ON THE IMPACT OF POLITICAL DYNAMICS ON MANAGEMENT OF
PUBLIC SECONDARY SCHOOLS IN KENYA
how it affects the envisaged effective discharge of duties as provided for in the Board of
Education Act 2013.
2. Statement of the Problem
There exists evidence that Boards of Management in public secondary schools face
numerous challenges in trying to fulfill their mandate as spelt out in the Education Act
2013. This is despite the fact that schools have got legally constituted Boards which are
charged with the responsibility of running schools on behalf of the Ministry of
Education. Why then are there issues of mismanagement in public secondary schools?
Why are Boards of management not effectively discharging their duties and obligations
as stipulated? How is the management affected by the process of nominating its
membership? How efficient and committed is the Board of management towards
achieving the school and Ministry of Education objectives? What are the priorities and
interests of the Ad-hoc nominating committee in the selection of members into the
school Board of Management? These issues need to be critically analyzed if
decentralization of management of public secondary school is to bear fruit. The study
therefore sought to establish the impact of political dynamics on the management of
public secondary schools in Kenya.
3. Purpose of the Study
The study sought to critically analyze how issues of political dynamics impact on the
quality and efficiency of leadership and management levels in public secondary schools
in Kenya.
4. Objectives of the Study
1. To critically establish the criteria applied during nomination and election of
members into school boards of management in public secondary schools in
Kenya.
2. To critically establish if the goals and objectives of the nominating ad-hoc
committee are in tandem with goals and objectives of the school and Ministry of
Education in public secondary schools in Kenya.
3. To critically determine the relationship between the nomination process and
challenges faced by Boards of Management in public secondary schools in Kenya
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4. To critically determine personal attributes of members of the school Boards of
Management in public secondary schools in Kenya
5. Research Questions
1. How are members of the Board of management nominated in public secondary
schools in Kenya?
2. To what extent is the nominating ad-hoc committees objectives similar to
objectives and goals of the ministry of Education in public secondary schools in
Kenya?
3. What is the relationship between the nomination process and challenges faced by
the resulting Boards of Management in public secondary schools in Kenya?
4. What are the personal attributes of the members of Boards of Management
including leadership skills in public secondary schools in Kenya?
6. Research Methodology
The study intended to established and analyze the relationship between political
dynamics and the management of public secondary schools in Kenya. Therefore, the
researchers used qualitative research methodology with a critical analysis research
design. The researchers choose this design because it gives room for constructive critical
analysis better than the statistics results used in similar qualitative research. Here the
researchers argue their critique as positive evaluation of impact of political dynamics on
managements of Public Secondary schools in Kenya.
7. Significance of the Study
The intention of the study was to critically examine and find out the relationship
between the effectiveness of school Boards of Management and the criteria of selecting
the numbers It sought to bring new knowledge to guide in the nomination of numbers
based on positive individual attributes devoid of political dynamics. The ad-hoc
nominating committee needs to be transformed into a body that walks along the school
Board of Management, progressively mentoring and evaluating its performance and
achievements. Positive personal attributes of potential Boards of Management
.members and their collegial leadership skills should be overriding factors during the
nomination process. This study sought to inform future policy on the nomination
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process which may enhance management of public secondary schools resulting into
improved academic and societal outcomes.
8. Theoretical Framework
The study was based on Functional Leadership Theory. The Leadership theory (Hack
man and Walton, 1986; McGrath, 1962 Posner, 1995) is a leadership theory responding
to specific leaders behavior aimed to positively develop to organization or to increase
its effectiveness at different levels. It requires that the leader s main function is to give
the necessary support needed for an organization to reach its goals. That means a
successful leader is one who contributes to group effectiveness and cohesion by so
carrying the functions such as providing conducive environment, supervising
organizing subordinate activities, educating and facilitating coordination of junior
staffs, motivating co-workers and participates actively in the team work. A summary of
(Kalousek, et al., (1996); (Zaccaro Et Al. (2001), Hack man & Walton (1986). Therefore,
the Board of Management should ensure that there is effective cohesiveness amongst its
members so as to realize its objectives. It should not work for its personal gains but acts
as a link between the school administration, the teaching and non-teaching staff, the
school community, student s council and other students. The principal should be a
motivator for any progress and little advancement of the student council. The Board of
Management should do what it takes to provide a conducive environment, monitor
effective running of the school and mobilize resources towards realizations of the
school goals. If the Board Of management actively applies this theory, each member
will feel much thrilled to support the school and build bridges to enhance unity,
harmony and teamwork that will impact on the overall good of the school.
Application of this theory may enable the Board of Management to overcome issues of
clanism, ethnicism, cronyism, nepotism or political and religious inclinations.
9. Critical Literature Review
9.1 Critical Analysis on Boards of Management of Public Secondary Schools in
Kenya
Educational administration is essentially the art and science of management applied to
education. Participation in policy making processes, Setting of both short and long term
goals, planning on strategies of achieving the set goals, Proper management of human
and capital resources and carrying out continuous evaluation, all of which are the
educational administration. The Ministry of Education or even its Cabinet Secretary
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cannot promote education without the cooperation of other stakeholders. These include
Parents Associations and Boards of Management. It should also not be lost to Kenyans
that Religious Organizations such as Church Missions played a big role in establishing
learning institutions and still continue doing so up to now. For this reason, the
Education Act recognized their importance and gave provision for them to be
represented at various levels of school management.
Henry Fayol (1949), in his classical definition of management stated that
Management has to do with forecasting, planning, organizing, commanding,
coordinating and controlling. This was further eluted by Okumbe (2001) citing Koontz
and O Donnell who looked at management as an operating process that can primarily
be best explained by analyzing, planning, organizing, staffing, directing, leading and
controlling. The school handbook on effective management (2008) also states that
management of schools involves planning, organizing, directing, coordinating,
monitoring and controlling the education process. It involves focusing or planning for
all the education resources including financial resources, material resources, time and
human resources for best utilization and in the best interests of the school. In any
organization there is need to focus on efficiency, effectiveness and human relations,
Clearly spelling out Aims and objectives, promotion of Division of labor,
observing hierarchy of authority, ensuring
unity of command and the importance
for coordination
9.2 Critical Analysis on the Nomination of Boards of Management in Public
Secondary Schools in Kenya
According to the basic education act 2013, members of Boards of Management are
nominated by a committee comprising of County Assembly representative, the Area
Chief, the Sponsor, the County Education Board representative, the school Principal,
Member of the National Assembly and the County Director of Education. The members
so nominated into the Board of Management should be drawn from the three
representatives of the sponsor, one person representing people with special needs,
person representing the special interest groups, one a representative of the County
Education ‛oard and six Parents representatives The principal of the school is an
automatic member and acts as the secretary to the ‛oard. The president of the students
council is also an ex-officio member of the Board. Members of boards of management
should be persons with proven commitment, competence and experience which can be
harnessed so as to enhance management and development of learning institutions.
A board member should not tender for any Project in the school while in office
and should be a person of high morals and ethics. Due to their crucial role, the
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Kamunge report (1988) emphasized the need to have boards in time and their
membership wisely selected so as to ensure that they have high levels of commitment
and with complementary talents to enrich management and maintenance of high
education standards. However, no clear parameters have been set to evaluate
performance and level of achievement of Boards of Management. When vested interests
in the nominating process override and influence the committee decisions, the school
and ministry s goals and objectives may not be realized. Nepotism destroys morale of
the staff, creates public suspicion and becomes an impediment to teamwork,
effectiveness and efficiency which are requirements in quality performance.
Cronyism is defined as partiality to close friends, especially by appointing them
or influencing their appointments to positions of authority irrespective of their
qualifications and abilities. Cronyism can also be defined as participating in any
employment decision or awarding of contracts, which may appear to be considering
more of the close or long standing friendship, business partnership or professional,
political, commercial connections that would lead to partisan treatment or
compromising any evidence of fairness.
Cronyism often involves friends, families or colleagues and other connections.
Cronyism is a practice found within a closely knitted group of insiders – the good old
boys
who reciprocate favours to each other. A report released by the Manhattan
Borough president,. Dinkrins (1987) said cronyism and conflicts of interests on public
school boards are depriving New York city school children of good education while the Board of
Education
an isolated fortress
looks the other way. Cronyism is another form of
favoritism, specifically practicing partiality or preference towards acquaintances,
connections and other associated networks of persons. It has always been said before
that it is not usually what you know that matters but who you know or according to
Ferguson, it is not what you don’t know but rather who is known to your college roommate
Cronyism interferes with fairness by giving undeserved treatment to someone who
does not necessarily qualify or deserve the preferential treatment. It also undermines
our common good.
Clanism, racism and ethnicism have too found their way into public secondary
school Boards of management. According to KUPPET and KNUT, the star 22/8/2014,
political and religious interference were to blame for declining education standards in
Kisii and Nyamira Counties The Daily Nation of 14/7/2016 also reported that politicians
had exerted influence on who sits on the school Boards of management. Over the recent
arson cases in public secondary schools, educationists in Kisii decried the interference
in school administration and management by some board members and politicians who
elect principals based on ethnicity, clanism and political or religious inclinations instead
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of performance and merit .Some school boards had been hijacked by local politics and
clanism. All these thrive on the assumption that if school leadership is not from their
area, then they do not benefit from the school. The above analysis points to a strong
relationship between political dynamics and effectiveness of Boards of management in
public secondary schools in Kenya.
9.3 Critical Analysis on the Similarities between the Nominating Committee's
Objectives and Those of the Ministry of Education
In Kenya, the basic education act 2013 stipulated that all basic education institutions be
managed by Boards of Management on behalf of the cabinet secretary, Ministry of
education. Shared governance of the school is emphasized strongly in education
literature world over. It is therefore imperative that the concept of decentralization be
adequately embraced. Persons entrusted with the responsibility of school leadership
must be able to effectively work with others. All should acknowledge that inputs from
other stakeholders are necessary to achieve optimum results in performance. In Kenya,
education continues to enjoy significant support from other stakeholders including
Development Partners, the private sector, civil society and other individuals such as
parents.
Landers and Myers (1977) noted that in America the school board is that agency
of government created by the state and given the legal power to govern the affairs of
the local school on behalf of the government. Smolley (1999) carried out a research
about effectiveness of school boards in Delaware United states of America. The
intention was to find out the level of effectiveness of the boards and strategies that
could improve their performances. Duttweiler and Hord (1989) said that educational
leaders who are exemplary in their work will always have a participatory leadership
and supervision style. These are leaders with the ability to encourage, motivate and
stimulate others in the school set-up so as to participate in school improvement
programs. The Functions of the Board of Management include Recruitment of teachers,
Management of financial resources, Management physical facilities, Promotion of
school-community relations, Recruitment of support staff, Promotion of equality
education and Ensure student/staff welfare.
In discharging the above functions, the board of management works closely with
politicians, sponsors, local administration, alumni members, business people, NGOs
and other stakeholders including government officials. This enhances communication
between stakeholders which facilitates incorporation of options, ideas, advice and
suggestions into the school programs (Okumbe, 2001). To effectively perform their
duties members require certain minimum competences. Magni (2005) noted that after
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the nomination of members, they were normally not taken through a proper induction
so as to prepare them for the huge responsibilities a head. They therefore performed
most of their responsibilities by experimenting, resulting into under-performance and
misplaced priorities. The same study indicated that members usually lamented that
there were no clear guidelines in school policies and objectives.
9.4 Analysis on Challenges Faced by Board of Managements in Public Secondary
Schools in Kenya
According to the study of Ibrahim (2012) main obstacles faced by Board of management
in the management of secondary schools are inadequate funding lack of enough
teaching and learning resources, insufficient inductions and training for some Board of
management members and lack of commitment by some board members to school
matters shown by lack of enough quorum during board meetings. In addition Board of
Management Leadership styles was found not to be a major challenge since democratic
leadership styles which involved consultation among board Of Management members
has always been used.
Even though, many schools have experienced negative effects due to inadequate
school resources preventing effective learning and teaching. According to (Waweru,
2005). Many studies have pointed out pitfalls of Boards of Management owing to
rampant issues of inefficiency in school management (Njenga, 2003; Anyang' 2003).
They also mentioned irregularities and corruption in recruitment of teachers in most
parts of the Kenya to an extent of the Teachers Service Commission nullifying the
outcomes of the exercise. In addition, Mumo (2004) found out lack of managerial skills,
low levels of education, dishonesty and vested interest in school tenders Government
reports such as the Kamunge (1988); Koech (1999) and task force on students discipline
and unrest in secondary school, (2001) showed that Board of Management in Kenya
faces many challenges. The Koech report (1999) documented dissatisfaction in
management of physical facilities, curriculum & instruction and poor community
relations. On the other hand, Board of Management have been accused of misallocation,
mismanagement and even embezzlement of school funds, Daily nation 11th May (2013).
Other challenges regarding staff personnel and students discipline have resulted to
public cry, strikes, up heels and disasters such as destruction of property and loss of
lives, Standard May 18th (2014).
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9.5 Critical Analysis on Leadership Skills of Board of Managements in Public
Secondary Schools
Staff qualifications and leadership skills are necessary and useful to the Board of
Managements in promoting the collective expertise for the quality and improvement of
the school. Effective and efficient management of public secondary school requires
professionalism and training in leadership skills. Kindiki (2009), documented that the
Ministry Of education should put compulsory training vocations for all board of
management members after nomination to equip them with the necessary managerial
skills. Due to changing trends in curriculum implementation there was need to facilitate
short courses for the Board Of management. Findings of Kindiki established that
Members with bachelors and PhD Degree make better curriculum implementers
contrary to those who owns secondary and Diploma level Education
Among the responsibilities of the school board of management is recruitment of
human resource both teaching and non-teaching staff. Hiring an employee who is a
relative, family member or a close friend to a member of the board of management is
one form of nepotism. In this case, an employee gets a position due t o a relationship or
familiarity rather than merit. The board of management is also mandated to manage
schools physical facilities and ensure students and staff welfare. Nepotism manifests
itself when tender for a school project is awarded based on family relationship rather
than merit and competence. The same case applies to procurement of goods and other
services. Due to heavy task vested on them, they should be of ethical moral and people
of integrity. After selection they should be inducted on their constitutional mandates
and professional roles
10. Conclusion
From the findings above, it is evident that political dynamics have got an impact on
management of public secondary schools in Kenya. These elements of nepotism,
cronyism, ethnicism, clanism and racism influence the appointment and operations
of boards of management to the detriment of the general good goals and aspirations of
the ministry of education and the country as a whole.
11. Recommendations
On the strength of the above findings and conclusion, the study came up with the
following recommendations:
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1.
The ad-hoc nominating committee should be replaced by an oversight board
that not only does recruitment/ nomination but walks along the Board of
Management.
2.
The oversight board should mentor, monitor, train and continuously evaluate
the performance of the school board of management.
3.
Board members, upon nomination should be adequately inducted.
4.
Each member should accept and sign against the specific duties and
responsibilities.
5.
The ministry of education should prepare short refresher courses to
enhance management and leadership skills.+
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