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Improving Quality Educational Administration and Management for Sustainable Development in Nigeria

Audu Godwin Ankeli (PhD)

Abstract

Focusing on how to improve the quality of educational administration and management for sustainable national development in Nigeria, the study implicated the fact that once quality education is assured, the outcome of it is development. Discussion in the paper pointed out the fact that school administrators and managers have a lot to do for schools to achieve their goal of ensuring quality education. It is however noted in tertiary institutions that despite accreditation instituted they are found wanting in the area of ensuring improved quality education and hence stunted development observed over the years. Corruption and examination malpractice are identified to be rubbishing every efforts made towards attainment of improved quality education that could guarantee sustained national development in Nigeria. It was recommended that accreditation exercise in tertiary institutions be strengthened and as well extended to primary and secondary schools to help in instilling consciousness on the managers and other stake holders. That school managers or administrators should be monitored to ensure that they faithfully carry out their statutory duties and that concerted efforts should be made by school proprietors, managers, teachers, parents and the society to curb corruption and examination malpractice in schools

Keywords

Quality EducationSustainable DevelopmentEducational AdministrationEducational ManagementEducational Managers

References

Achor, E. E., Ejima, S. O., Bello, A. A., Onimisi, J. A. & Ejigbo, M. A. (2006). Report on Kogi State government action research on examination malpractice, July 2006. Adedipe N. O. (2007). University quality assurance, funding strategy and task allocation. A paper presented at the workshop on tertiary education financing, university of Lagos, April 23 – 24. Adegbesan, S. O. (2010). Establishing quality assurance in Nigerian education system: Implications for educational managers. Educational Research and Reviews, 6(20, 147-151; www.academicjournals.org/ERR

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