India’s school education system doesn’t run on a single engine. Behind every classroom, textbook, and teacher training program is a carefully structured network of national and state-level agencies working in coordination to ensure that education reaches every learner – from a child in a well-resourced urban school to an out-of-school teenager in a remote village. Understanding these key organizations helps us appreciate not just how school education is managed in India, but also why quality, equity, and access remain central goals of the entire system.

Table of Contents

NCERT: the backbone of school education

The National Council of Educational Research and Training (NCERT) is the apex body advising the Government of India on school education policy and practice. Established on 1 September 1961 through the merger of seven government organizations, NCERT operates with a clear mission: to design and support a common system of education that is national in character while also enabling diverse cultural expressions across the country.

Its influence touches virtually every dimension of school education – from the textbooks students read to the way teachers are trained.

Curriculum development and the National Curriculum Framework

NCERT’s most visible contribution is its role in curriculum development. It designs and develops national curricula for schools across India, ensuring alignment with contemporary academic standards and evolving national priorities. The National Curriculum Framework (NCF), prepared by NCERT, serves as the guiding document for syllabus design, pedagogy, and assessment across Indian schools. The NCF sets the blueprint that states and education boards follow in shaping their own academic programs.

NCERT also publishes textbooks for Classes I to XII across multiple subjects and several languages. These textbooks are used widely in CBSE-affiliated schools and are adopted or adapted by numerous state boards as well. Beyond textbooks, the council produces workbooks, teacher guides, supplementary readers, and research journals such as the Indian Educational Review and Journal of Indian Education.

Research and innovation

NCERT conducts educational research to improve teaching methods, learning outcomes, and overall educational practices in the country. Its Educational Research and Innovations Committee (ERIC) funds research by both internal scholars and external researchers, provided the work directly bears on school or teacher education. Findings from this research feed into national policy decisions and program design.

One of its landmark assessment tools is the National Achievement Survey (NAS), which evaluates student learning levels across states and helps identify gaps in the education system. NCERT also collaborates internationally with UNESCO, UNICEF, and UNDP, implementing sponsored programs and assisting the Ministry of Education in cultural exchange agreements with other countries.

On the technology front, NCERT jointly developed the ePathshala platform with the Ministry of Education, making educational resources – textbooks, audio, video, and publications – freely available via mobile and web. Other digital initiatives include DIKSHA, NROER, and PM eVIDYA, all aimed at expanding access to quality learning materials.

Teacher training and professional development

NCERT runs both pre-service and in-service training programs for teachers, teacher educators, and educational administrators at all levels – pre-primary, elementary, secondary, and senior secondary. Its five Regional Institutes of Education (RIEs), located in Ajmer, Bhopal, Bhubaneswar, Mysore, and Shillong, carry out training programs for teachers and teacher educators from across the country. NCERT also works alongside SCERTs and DIETs (District Institutes of Education and Training) to enforce consistent teacher training standards nationwide.

SCERTs: the state-level counterparts of NCERT

While NCERT sets national standards, the State Councils of Educational Research and Training (SCERTs) are the institutions that translate those standards into state-specific action. The National Policy on Education (1986) recommended the creation of a SCERT in each state as a measure of decentralization of functions related to quality education, research, and training.

Every state has its own SCERT, which functions as the primary academic body for school education within that state. Though SCERTs broadly follow NCERT’s guidelines, they contextualize their work to address regional languages, local culture, and the specific needs of their populations.

Curriculum, textbooks, and teacher training at the state level

As an Academic Authority under Section 29(1) of the Right to Education Act, SCERT is mandated to lay down the curriculum and evaluation procedures followed by all schools at the elementary level in the state. It prepares the State Curricular Framework for school education and develops curriculum for the elementary teacher education course. SCERTs also produce textbooks, teachers’ handbooks, manuals, question banks, and supplementary reading materials in regional languages for use across schools and teacher training institutions.

SCERTs propose educational strategies, curricula, pedagogical schemes, and evaluation methodologies to the state’s department of education. They also organize in-service teacher education programs for teachers, administrators, and teacher educators, focusing on innovative educational practices. Through District Institutes of Education and Training (DIETs), SCERTs extend their reach to the district level, supervising teacher training institutions and conducting action research.

Policy support and research

SCERTs assist state governments in formulating academic policies and planning for quality improvement in school education and teacher education. They conduct state-level educational research and use those findings to refine teaching methods and educational programs. They also work with national and international organizations such as NCERT, UNICEF, and SSA (Samagra Shiksha Abhiyan) to implement quality improvement projects across the state.

In essence, SCERTs are the bridge between national educational policy and classroom-level implementation – adapting the broad framework set by NCERT into workable, regionally sensitive programs.

National Institute of Open Schooling (NIOS): education beyond the classroom

Not every learner can attend a regular school. Economic hardship, disability, migration, early dropout, or simply the inability to follow a fixed schedule can push millions of learners outside the conventional system. This is precisely where the National Institute of Open Schooling (NIOS) steps in.

NIOS was established in November 1989 as an autonomous organization under the Ministry of Education, Government of India, in pursuance of the National Policy on Education 1986. It is now recognized as the largest open schooling system in the world, with a cumulative enrolment of over 4.13 million learners in recent years, and it continues to enrol around 350,000 learners annually.

What NIOS offers

NIOS provides a flexible, learner-centric alternative to mainstream schooling through the following programs:

Open Basic Education (OBE): OBE provides primary and upper primary level education through alternate means of open schooling to those unable to attend formal school or who have dropped out without a leaving certificate. It operates at three levels equivalent to Classes 3, 5, and 8.

Secondary and Senior Secondary Education: NIOS offers secondary and senior secondary courses where learners can choose subjects, set their own learning pace, and transfer credits from CBSE or select state boards. Learners get up to nine attempts over five years to pass their exams.

Vocational Education Programs: Covering fields such as agriculture, IT, health, hospitality, business, and engineering, these programs focus on practical training and employability – particularly valuable for first-generation learners and those from marginalized communities.

NIOS operates through a network of 23 regional centres, two sub-regional centres, and over 7,400 study centres across India and abroad – including centres for Indian expatriates in the UAE, Canada, the UK, and several other countries. Its certificates are recognized by the University Grants Commission (UGC), the Association of Indian Universities, and numerous institutions of higher learning, ensuring that NIOS learners have genuine pathways to further education and employment.

Inclusive by design

NIOS caters to learners who want to continue education alongside work or those facing socio-economic barriers to conventional schooling. Its courses are available in multiple languages – including Hindi, English, Urdu, and several regional languages – and study materials are accessible both in print and online. An On-Demand Examination System (ODES) allows students to take exams as per their own readiness, rather than on fixed annual schedules. NIOS has also introduced Indian Sign Language as a subject at the secondary level for learners with hearing impairment, underlining its commitment to inclusive education.

State Open Schools (SOSs): localized flexible learning

Complementing NIOS at the state level are the State Open Schools (SOSs). NIOS has facilitated a number of states to set up State Open Schools to reach out to larger target populations that may not be adequately served by a single national-level institution. States including Rajasthan, Madhya Pradesh, Andhra Pradesh, Chhattisgarh, Haryana, Assam, and Himachal Pradesh have their own state open schools, each functioning as an autonomous body recognized by state and national education authorities.

How SOSs work

SOSs largely mirror the structure of NIOS but operate within the state’s educational and cultural context. State open schools offer Secondary (Class 10), Senior Secondary (Class 12), and vocational courses designed to cater to the needs of school dropouts, working individuals, rural students, and those seeking a second chance to complete their education. They provide self-learning materials in regional languages, operate flexible admission schedules, and allow students to appear for examinations when they are ready.

The Assam State Open School (ASOS), for example, was set up with the objective of offering flexible and inclusive learning opportunities, especially for school dropouts, working individuals, and students from remote and underprivileged areas. Similarly, the Himachal Pradesh State Open School (HPSOS) specifically focuses on reaching out-of-school girls and women, rural youth, and working men and women who could not continue their education in the formal system.

The distinctive value of SOSs

While NIOS has a pan-India presence, SOSs provide a locally responsive layer of open schooling. Their study centers are embedded within the state’s own school network, making support more accessible in regional languages and local contexts. With options like NIOS and state open boards, students from dropouts to gifted performers can access quality education tailored to their needs. Together, NIOS and SOSs form a complementary ecosystem that ensures the open schooling pathway is available to learners regardless of their geography, financial status, or personal circumstances.

SOSs also address a critical equity concern: in a country where about sixty per cent of school students leave school at different stages before reaching Class 10, providing recognized, flexible certification at the state level is not a peripheral concern – it is an essential part of ensuring universal secondary education.

How these agencies work together

NCERT, SCERTs, NIOS, and State Open Schools are not isolated institutions – they form an interconnected system. NCERT sets the national framework; SCERTs contextualize it for their states; NIOS and SOSs extend the reach of formal education to those the mainstream system leaves behind. Each institution fills a distinct but complementary role. NCERT and SCERTs focus on the quality of school education within the formal system, while NIOS and SOSs address access and inclusion outside it. Taken together, they represent India’s multi-layered commitment to ensuring that quality school education is neither limited by geography nor by personal circumstance.

What do you think? Given that nearly 60% of Indian students drop out before Class 10, do you think the current reach of NIOS and State Open Schools is sufficient to bring them back into education – or are there structural gaps that still need addressing? And how can SCERTs better align their teacher training programs with what NCERT recommends at the national level?

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References
  1. https://ncert.nic.in/
  2. https://en.wikipedia.org/wiki/National_Council_of_Educational_Research_and_Training
  3. https://www.vedantu.com/full-form/ncert-full-form
  4. https://www.21kschool.com/in/blog/functions-of-ncert/
  5. https://ebooks.inflibnet.ac.in/ae01/chapter/role-of-ncert-in-development-of-educational-technology/
  6. https://en.wikipedia.org/wiki/State_Council_of_Educational_Research_and_Training,_Delhi
  7. https://scert.goa.gov.in/?page_id=56
  8. https://kashmirreader.com/2022/01/09/role-functions-of-state-council-for-educational-research-and-training-scert/
  9. https://scert.assam.gov.in/about-us/detail/function-and-objectives-1
  10. https://www.nios.ac.in/
  11. https://dsel.education.gov.in/en/nios
  12. https://www.uil.unesco.org/en/articles/case-study-national-institute-open-schooling-nios
  13. https://nios.website/
  14. https://en.wikipedia.org/wiki/National_Institute_of_Open_Schooling
  15. https://services.india.gov.in/service/detail/national-institute-of-open-schooling-nios-1
  16. https://files.eric.ed.gov/fulltext/EJ1149173.pdf
  17. https://rsosrajasthan.org/
  18. https://assamstateopenschool.org/
  19. https://www.21kschool.com/us/blog/open-schooling-board-in-india/

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Institutional Management

1 Classroom Management (Instructional Management)

  1. Concept of Classroom
  2. Need for Classroom Management
  3. Concept of Classroom Management
  4. Schools of Thought on Classroom Management
  5. Components of Classroom Management
  6. Other Determinants of Classroom Management
  7. Indices of Effective Classroom Management
  8. Discipline and the Management of Misbehavior in Classrooms

2 Curriculum Transaction

  1. Curriculum in informal, formal & non-formal education
  2. Curriculum – two major perspectives
  3. Curriculum transaction – the concept
  4. Planning for curriculum transaction
  5. Executing the curriculum transaction
  6. Methods of curriculum transaction (Teacher Centred)
  7. Methods of curriculum transaction (Learner Centred)
  8. Methods of curriculum transaction (Group Centred)
  9. Media support in curriculum transaction
  10. Formulating strategy for curriculum transaction
  11. Evaluation of curriculum transaction process

3 Management of Evaluation

  1. Concept of Evaluation
  2. Need of Evaluation
  3. Approaches of Evaluation
  4. Structure of Examination Body
  5. Evaluation Strategies of Institution
  6. Management of Evaluation
  7. Need of Management of Evaluation

4 Management of Academic Resources

  1. Meaning of Academic Resources
  2. Types of Academic Resources
  3. Features of Most Commonly Used Academic Resources
  4. Need for Management of Academic Resources
  5. Basics of Academic Resources Management

5 Management of Curricular & Co Curricular Programmes & Activities

  1. Curricular & Co-Curricular Activities
  2. Curricular Activities in an Educational Institution
  3. Steps involved in Management of Curricular Activities
  4. Co-Curricular Activities in an Educational Institution
  5. Steps involved in Management of Co-Curricular Activities

6 Educational Finance – Meaning, Importance and Scope

  1. Educational Finance: Meaning
  2. Criteria for Educational Finance
  3. Mobilisation of Physical and Financial Resources
  4. Financing of School versus Tertiary Education
  5. Sources of Educational Finance
  6. Expenditure on Education
  7. Plan-wise Outlay on Education in India

7 Cost and Budgeting

  1. Concept and Need for Costing and Budgeting
  2. Costing
  3. Classification of Cost
  4. Some Basic Concepts
  5. System of Costing
  6. Techniques of Costing
  7. Methods of Costing
  8. Budgeting
  9. Why Do We Need Budgets?
  10. Types of Budgets
  11. Budgetary Control

8 Accounting and Auditing

  1. Accounting – The Concept
  2. Basic Accounting Concept
  3. The Money Measurement Concept
  4. The Cost Principle
  5. The Matching Principle
  6. The Going – Concern Concept
  7. The Realization Concept
  8. The Accrual Concept
  9. The Conservatism or Prudence Concept
  10. The Convention of Full Disclosure
  11. The Dual Aspect Concept
  12. The Basic Accounting Equation
  13. Debits and Credits
  14. Types of Accounts and Debit Credit Rules
  15. The Accounting Cycle
  16. Journal – Book of Original Entry
  17. Ledger: Classifying Transactions
  18. Trial Balance
  19. Financial Statement to be Prepared At The End Of The Year
  20. Receipt and Payments Account
  21. Income and Expenditure Account
  22. Balance Sheet
  23. Auditing Concept
  24. Objectives of Auditing
  25. Types of Audit
  26. Audit Report

9 Resource Mobilisation In Education

  1. Taxonomy of Resource Mobilisation
  2. Internal Resource Mobilisation
  3. Graduate Tax
  4. Education Cess
  5. Prarambhik Shiksha Kosh (PSK) in Elementary Education
  6. Community Resource Mobilisation
  7. Fees
  8. Principles of Resource Mobilisation Through Cost Recovery
  9. Other Sources
  10. New Approaches
  11. External Resources for Education
  12. Policy Options in Resource Mobilisation

10 Management of Student Support System

  1. Student Support Services: The Concept
  2. Student Support Services in the Higher Education Sector
  3. Managing Student Support System
  4. Pre-Course Information
  5. Admission Related Information
  6. Teaching Learning Strategy
  7. Evaluation Methodology
  8. Contextualising Student Support System
  9. Support Service in Conventional System
  10. Support Service in Open Education System

11 Management of Administrative Resources

  1. Concept of Management
  2. Management Process
  3. Administration and Management
  4. Educational Administration and Management
  5. Educational Administration in India
  6. Administrative Setup for Education
  7. Scientific Management and its Implication for Education
  8. Administrative Resources
  9. Human Resources
  10. Communication Resources
  11. SWOT Analysis as a Resource
  12. Quality Resources
  13. Financial Resources
  14. Infrastructural Facilities as a Resource
  15. Management Information System (MIS) as a Resource
  16. Material Resources
  17. Information Technology and Communication as a Resource

12 Management of Human Resources

  1. Human Resource: The Concept
  2. What Constitutes Human Resources?
  3. Importance of Human Resources
  4. Management of Human Resources: The Need
  5. Approaches for Management of Human Resources
  6. Human Resource Planning
  7. Job Analysis
  8. Staffing
  9. Staff Training and Development
  10. Staff Motivation and Reward Management
  11. Staff Supervision and Discipline
  12. Performance Appraisal
  13. Potential Appraisal
  14. Self Renewal System

13 Concept, Importance and Need of Infrastructure Management

  1. Resources for Financing Higher Education
  2. Financing Education in Pre-Independent India
  3. Financing Education in Post-Independent India
  4. Role of Coordinating Bodies
  5. University Grants Commission (UGC)
  6. All India Council for Technical Education (AICTE)
  7. Mechanisms of Generating Grants
  8. The Constraints Involved
  9. Consideration for Management of Resources
  10. Approaches to Budgeting
  11. Impact on Resource Generation Measures
  12. Impact of ICT and ODL

14 Management of Physical Resources

  1. Physical Infrastructure Planning
  2. Concepts Underlying Planning of Physical Infrastructure
  3. Process of Planning for Physical Facilities
  4. Need and Importance of Physical Facilities
  5. Need for Buildings
  6. Multidisciplinary Task
  7. Increasing Numbers
  8. Addressing Quality Concerns
  9. Physical Comfort
  10. Deciding the Size of Furniture, Rooms and School Sites
  11. Determining the Quality of Construction
  12. Ensuring Safety
  13. Role of Technology

15 Utilisation of Infra-structural Resources

  1. Optimum Utilisation of Physical Resources
  2. Space Utilisation
  3. Flexibility in Utilisation
  4. Utilisation of Library
  5. Laboratory Management and Utilisation
  6. Maintenance of Physical Resources
  7. Impact of Technology on Utilisation of Physical Infrastructure Resources

16 Quality Control, Quality Assurance and Indicators

  1. Understanding Quality
  2. Criterion of Quality
  3. Dimensions of Quality
  4. Facets of Quality
  5. Quality Control
  6. Quality Assurance
  7. Quality Indicators
  8. Quality Gap
  9. Total Quality Management
  10. Quality Education
  11. Quality Education: Ideas of Quality Gurus

17 Tools of Management

  1. Categories of Tools of Management
  2. Brainstorming
  3. Nominal Group Technique (NGT)
  4. Focus Group Discussion (FGD)
  5. Histogram
  6. Pareto Chart
  7. Scatter Diagram
  8. Trend/Run Chart
  9. Control Chart
  10. Cause and Effect Diagram
  11. Flow Chart
  12. Affinity Diagram
  13. Tree Diagram
  14. Matrices
  15. Interrelationship Digraphs
  16. Radar/Spider Chart
  17. Force Field Diagram
  18. Benchmarking

18 Strategies for Quality Improvement

  1. Strategies for Total Quality Education
  2. Clarifying Purpose and Mission
  3. Structure through Systems Thinking
  4. Building Interpersonal Relationships
  5. Implementing TQM in Education

19 Role of Different Agencies

  1. Agencies Associated with School Education
  2. Examining Boards at School Level
  3. Other Agencies in School Education
  4. Bodies at Higher Education Level
  5. All India Council for Technical Education (AICTE)
  6. Distance Education Council (DEC)
  7. Professional Councils in Higher Education
  8. Specialized Higher Education Institutions

20 Quality Concerns and Issues for Research

  1. Status of Research in Educational Management
  2. Issues and Concerns for Research in Educational Management
  3. Priority Areas of Research in Educational Management
  4. Educational Institutions and Research in Educational Management
  5. Quality Dimensions in Research of Educational Management