---------------Organizing---------------- - is the framework that shows how each

component of the company relates to each

- it entails the structuring and groupings other. 
of jobs and ensuring that these are performed by
qualified and competent personnel.  Configurations of Organizational Structure 

- brings all together the human, physical 1. Mechanistic Structure 

and financial resources and integrates them with
related jobs and positions.   Stable and Low Uncertainty Environment 
 Top-Down Hierarchy 
- it also ensures that authority and  Narrow Span of Control 
responsibility are well defined and internally  Specialized Tasks 
coordinated within the organization.   Formal Rules 
 Vertical Communication 
Organization   Structured Decision-Making 

- a social group that has well-

coordinated processes and activities for the
purpose of achieving its objectives and is
connected to the environment where it exists. 

Organization Process by Richard Daft 

1. Develop the Plan 

2. Organic Structure 
2. Translate the Plan 
 Unstable and High Uncertainty
3. Plan Operations  Environment 
 Less Rigid and Horizontal Organization 
4. Execute the Plan   Flexible and Few Rules 
 Two-Way Communication 
5. Monitor and Learn   Participatory Decision-Making 
 Generalized Shared Tasks 
Organizational Design and Structure   Wide Span of Control 

Characteristics 

 Work Activities
 Reporting Relationships
 Departmental Grouping Options
Organizational Design 

- identifies the essential tasks and

operations of the company, establish effective
work relationships and divides the company into
departments that will contribute toward
achieving its goals and objectives. 

Organizational Structure 
Elements of Organizational Structure  -refers to the extended authority and
decision-making is give to a small group of
1. Work Specialization  people in the organization. 

- refers to the way jobs are divided into Types of Degree of Centralization 
steps or individual tasks. 
A. Centralization 
2. Departmentalization 
- authority under top-level managers. 
- refers to the grouping of similar
functions, jobs and tasks into departments.  B. Decentralization 

Types of Departmentalization  -authority under middle-level and low-

level managers. 
A. Functional 
6. Formalization 
- personnel and tasks related to a single
company operation are grouped together.  -the process of standardizing jobs and
establishing rules and guidelines that guide
B. Divisional  employees. 

- groups personnel and resources based Kinds of Organization Structure 

on products, customers, geographic locations. 
1. Simple Organizational Structure 
3. Chain of Command 
- the most basic and is applicable to
- indicated the communication and work small businesses where majority of the power
relationship between employees and managers and decision-making rests on the owner. 
“who reports to whom”. 

Types of Chain of Command 

A. Authority 

- inherent; give directions or tell people

what to do. 
2. Functional Grouping 
B. Responsibility 
- grouping together similar functions
-obligation to perform duties  into departments. 

C. Unity of Command  - tasks and operations are controlled

through a vertical hierarchy. 
- an employee to report to one superior. 

4. Span of Control 

-refers to the number of employees a

manager can effectively and efficiently manage. 

5. Degree of Centralization 
3. Divisional Grouping  Applicable Theories to Organizations as
Ideologies 
- organizes a company into divisions
that correspond to certain products or services or 1. Bureaucratic Management Theory 
geographical division. 
- by Max Weber  

- he emphasized a formal rigid structure

and legitimate authority in organizations.  

- laws and regulations are set for all

employees to follow, and a chain of
command is established and strictly
followed.  
4. Multi-Focused Grouping  - each role within the hierarchy is
defined and employees are organized to work
- combines both the functional and together. 
divisional structures in organizing a company. 
2. Scientific Management Theory 

- by Frederick Taylor  

- the analysis of jobs by identifying and

evaluating specific tasks that allows managers to
distinguish essential tasks from unproductive
ones.  

- another application of SM is in the

careful selection, training, and development of
5. Horizontal Grouping  employees who are suited for a particular job in
the organization. 
- eliminates the complexities of
hierarchies and divisions.  3. Systems Theory 
- it establishes a structure with little or - emphasizes that a system is a
no levels between employees, middle managers collection of parts that are coordinated in
and top management.  accomplishing a particular goal.  
   - the theory holds that the work of a
manager is necessarily complex but
implementing a system removes some
complexities of mgmt. because it enables the
manager to integrate essential tasks into a
unified whole. 

4. Contingency Theory 

- by Fred Fiedler
 - this theory recognizes that there is no - defined by the personal relationships
single best way of managing an organization.   established among employees. 

- the theory integrates all the mgmt. - the interaction of employees is based
approaches and identifies a specific approach to on friendship and camaraderie. 
be applied in the situation at hand. 
-------------------Staffing----------------- 
Organization Theories in Actual 
- also known as “human resource
1. Delegation  management”. 
- allocation of tasks to employees.  - is the managerial function of acquiring
and developing human resources for carrying
Delegation of Authority- allows subordinates out and performing the various activities of the
to do tasks or responsibilities outside of their organization. 
regular work, enabling them to exercise certain
level of authority beyond their position; involves - includes recruiting, selecting, training
mutual trust.  and developing people in the organization. 
Three Elements of Delegation  Human Resource Department 
 Duty  - implements human resource
 Authority  management and its related activities for the
 Obligation  company. 
2. Empowerment  Functions of Human Resource Department 
- is the act of making employees A. Primary Function 
accountable for their own actions. 
- human resource planning, job analysis,
- requires that managers trust that their recruitment and hiring, training and
subordinates have the ability to enact decisions development, performance appraisal and
and perform the tasks assigned to them.  management, compensation and employee
relations. 
- trust empowers and motivates
employees.  B. Other Functions 
Two Kinds of Organization  - ensures the company complies with
workplace safety and labor and employment
1. Formal Organization  laws. 
- rests on authority and responsibility.  Staffing Process 
- bound by rules and employees.  1. Human Resource Planning – Job Analysis 
- conflict may arise due to A. Human Resource Planning 
miscommunication regarding the
implementation of rules and policies, the abuse - identifies people with the right skills
of authority by management and poor and assigns them corresponding tasks in the
performance of members.  company. 
2. Informal Organization 
Environmental Planning- finding out the Sources of Applicants 
factors currently affecting the labor market. 
Internal Applicants- company employees who
Forecasting and Estimating the Firm’s are considered for promotion in higher
Manpower Complement- status of employment positions. 
in the organization. 
External Applicants- individuals who are
Gap Analysis- determining the gap between perceived by the company or directly apply to
demand and supply in human resources.  join the company. 

B. Job Analysis  B. Selection 

- the procedure for determining the - the selection process starts when
duties and skill requirements for a job or a applicants who qualify the preliminary screening
position.  are scheduled for the preliminary interview and
psychological testing conducted by the Human
Duties and Skill Requirements  Resource Department. 

 Specific tasks and activities.  Psychological Tests 

 Required behavior on the job. 
 Required job standards.  Mental Ability Test/I.Q. Test- a test of general
 Knowledge, tools and equipment used.  knowledge that consists of questions on
 Work condition (work schedules and linguistic and numerical abilities and abstract
physical environment).  reasoning. 
 Personal characteristics and requirements. 
Aptitude Test- this measure specific abilities
Can be done by the ff.  and the applicant’s inclination to succeed in a
particular field. 
Observation- time and motion study; good for
highly physical jobs.  Personality Test- this is a measure of aspects of
behavior such as cooperation, initiative,
Interview- face-to-face interaction; an dependability, responsibility and sociability. 
opportunity to personally clarify certain
information.  C. Placement 

Questionnaire- the least expensive technique.  -an applicant who accepts the job,
submits the pre-employment requirements and
2. Recruitment – Selection – Placement – New undergo medical exam. 
Employee Orientation – Training and
Development  Status of Employment 

A. Recruitment  Contractual Employees/Project-Based

Employees- they are given a contact to work for
- the process of attracting qualified the company for limited time period. 
applicants to occupy vacant positions in the
company.  Probationary Employee- given a certain period
to work for and after it will be evaluated. 
- to ensure the success of recruitment the
management must know the goals of the Regular Employees- they are now given a long-
organization and the reasons for hiring people.  term contractual relationship with the company. 
D. New Employee Orientation  Reactions- include the actual reaction of the
trainees to the different aspects of the program. 
- after passing the process they are now
hired and are oriented about the company.  Results- includes the result and benefits of the
program as seem in job performance,
- this aims to provide new employees productivity and efficiency. 
with relevant information about the company
and introducing them also to their immediate Recall- includes the participant’s recall of what
supervisor and co-employees within the has been learned and the actual application of
environment.  what has been recalled. 

E. Training and Development  Retrieval- refers to how easily information is

recalled from memory and immediately applied
- training is helping employees improve by the participants. 
their skills. 
Note: The training process ensures that the
- development is the enhancement of the implementation of training programs results in
competencies of employees by giving them benefits for employees. 
opportunities for greater responsibilities as well
as challenging tasks that will help them achieve 3. Performance Appraisal – Rewards System
their total growth.  – Employee Movements – Employee
Relations 
Training Process 
A. Performance Appraisal
Step 1: Pre-Training Assessment- to know the
need of employees before training, objectives - performance review/performance
(S.M.A.R.T.) is set.  evaluation.

Step 2: Designing the Program- identifies the - refers to the process where employee
training methods/techniques to be used.  performance is documented and evaluated.
- determines if the employee
Step 3: Training Implementation- delivery of
performance is effective and conforms to
the training program utilizing the selected
techniques.  company standards and expectations.
- it is done periodically.
Step 4: Training Evaluation- to measure the
effectiveness and development of programs.  Purpose of Evaluating

Training Techniques   Needs assessment (provides information

about the specific training needs of employees).
 Lecture 
 Demonstration   Employee movements (for promotion).
 Computer-Based Training   Basis for merit increase.
 Programmed Instruction 
 Virtual Reality   Legal concerns (for certain decisions).
 Case Study 
 Role Playing   Channel of communication.
 Team Building 
 Source of motivation.
Criteria for Evaluation  Methods of Evaluating
Objective Method - employee’s departure from the
organization.
 Measures of actual test.
Reasons for Separation
 Performance Test.
 Resignation (voluntary decision to leave the
Judgmental Method
company).
 Ranking Techniques (comparison to other
 Separation with authorized case (layoff).
employees).
 Separation with just case (terminated due to
 Rating Techniques (comparison to fixed
serious offenses).
standards).
 Retirement (end of a worker’s employment
B. Rewards System
with the company).
- companies also provide additional
D. Employee Relations
payments and benefits on top of the employee’s
basic salaries. - contributes to the success of a company.
- these are part of the company’s reward Characteristics of Employee Relations
systems and are given to motivate employees.
 Drive for commitment.
C. Employee Movements
 Harmonious of terms and conditions of
- these are the results of the employee employment.
evaluation.
 Emphasis on mutuality (the feeling of
Vertical Movement- lower position to a higher managers are part of them).
position.
 Policies and practices for communications.
Horizontal Movement- transfer of an employee
Compensation 
to another department or position with similar
responsibilities or status. - is any tangible equivalent or reward for
Movements services rendered or for the performance of task
performed in the organization and varies
Promotion depending on industry and position. 
- movement to a higher level or promotion. Types of Compensation 
Reasons for Promotion
Direct Compensation 
 Tenure (number of years in service).
- monetary in nature and given in the
 Meritorious performance (excellence or form of salaries, wages, commissions, bonuses
outstanding performance). and allowances. 

Demotion Indirect Compensation 

- movement to a lower level or promotion. - is given in the form of services and
Transfer non-monetary benefits such as hospitalization,
summer outings, vacation leaves and sports fest. 
- movement to another position or branch.
Compensation Guidelines  
Separation
 Minimum Wage Law (Php 537 a day for  Merit Pay  
NCR and can be lower in other regions).   Price Rate Pay (paid a fix rate per product
 Compensation is usually time-based.  produced) 
 Commission (achieved through sales quota) 
Types of Payment   Group Incentives (a team who achieved a
particular sales) 
Salary 
Payment based on skills 
- refers to compensation given to
professionals on a monthly or semi-monthly - in order to avail of this compensation
basis.  an employee must acquire a certain skill/s
presented by the company.
Wage 
Payment based on knowledge or credentials
- refers to the compensation usually
given on a weekly or daily basis.  - compensation is given to employees
who attend seminars and conferences and gain
Basic Pay  additional knowledge that improve their
performance in the company.
- fixed part of pay; the minimum
payment for the task rendered by the employee Executive Payments
based on his/her position or job title. 
- payment given to C.E.O.
Incentives- is something that motivates or Special Payment
drives one to do something or behave in a
certain way.   - compensation given in special cases:
overtime pay, holiday pay, premium pay, night
Common Modes of Payment  differential pay, service charge, severance or
separation pay, retirement pay, thirteenth month
Payment for time worked  pay.
- monthly-paid and daily- Employee Benefits
paid employees. 
Government Mandated Benefits
Types of Payment for Time Worked
- required by law.
 Across the Board Increase (fair increase to Voluntary Benefits
all employees) 
 Merit Increases (based on performance)  - voluntarily given by the employments.
 Cost-of-Living Allowance 
 Seniority Pay (based on the number of years -----------------Directing-----------------
of service) 
- is the process in which managers instruct,
Flat Rates  guide and monitor the performance of
employees.
- no incentives added. 
- entails imposing protocols and measures
Compensation through incentives  that must be followed by all members of the
organization, setting overall tone that defines
- payments based on output. 
coordination and cooperation within the
Types of Compensation through Incentives company.
 - it involves close interaction between - it helps explain the connection between
superiors and subordinates, camaraderie and basic human need and human desires.
synergy within the organization.
- puts forward that people are motivated by
Leadership five basic categories of needs: physiological,
safety, love/belongingness, self-esteem, self-
- refers to a process of social influence that actualization.
enables a person to encourage others and enlist
their aid and support in performance of task and 2. Alderfer’s E.R.G. Theory
in achieving a particular goal.
- developed by Clayton Alderfer (1969).
- not primarily based on power and
- integrated the levels of Maslow’s
authority, but a product of social interaction and
hierarchy of needs and identified three major
defined by personal characteristics such as
types of needs: existence, relatedness, growth.
charisma, intelligence and other traits.
- states that a person can satisfy the needs
Motivation
from several levels at the same time.
- is the psychological process of directing
3. McClelland’s Learned Need Theory
behavior.
- developed by David McClelland (1960).
- this is significant as it determines the
willingness of a person to use his/her ability to - also known as “achievement motivation
the utmost in performing a task. theory”.
Motivational Process - human behavior is defined by three
motivators: achievement, affiliation and power
1. Motive
on which are learned and shaped by a person’s
- identifies the needs. life experiences.

- either primary or secondary needs. 4. Herzberg’s Two-Factor Theory

2. Behavior - developed by Frederic Herzberg.

- searches for ways to fulfill needs. - states that employee satisfaction is defined
by two factors: hygiene and motivators.
- selects a way to fulfill needs.
- any changes in these factors will bring
- performs to satisfy. about satisfaction or dissatisfaction among
employees.
3. Goals
5. Adam’s Equity Theory
- achieves goals.
- developed by John Stacey Adams
- receives feedback.
- proposes that employees become
Theories of Motivation motivated when they feel they are treated fairly.
1. Maslow’s Hierarchy of Needs - comparison is considered an important
- developed by Abraham Maslow (1943). factor in determining motivation and
satisfaction.
6. Vroom’s Expectancy Theory Position Power- refers to the amount of power a
manager has in directing workers and in giving
- developed by Victor Vroom.
rewards and punishments.
- explains that employees are motivated to
4. Transactional Theory
work when they expect to achieve something
from their jobs - considers the relationship between
followers and leaders as the key to achieving
- this assumes that employees know exactly goals.
what they have to do to be rewarded.
- it involves motivation and directing
Leadership Theories and Skills subordinated by appealing to their self-interest.
1. Great Man Theory - the power of transactional leaders comes
- developed by Thomas Carlyle. from their formal authority and responsibility in
the organization.
- this theory was formulated by analyzing
the behavior of renowned men especially 5. Transformational Theory
military leaders. - defines leadership with a moral dimension
where the leader and follower engage each other
- there is the assumption that leaders are
and bring each other to greater levels of
born with innate qualities and renowned leaders
aspiration.
are destined to lead.
Barriers to Communication
2. Theory X and Theory Y
- developed by Douglas McGregor. 1. Physical Barriers
- refers to areas that bar people from
- Theory X assumes that workers inherently
entering or gaining access, such as, closed office
dislike work and will avoid it as much as
doors, screens and separate areas for employees
possible; therefore managers must emphasize
of different ranks.
external motivation (guidelines, punishment
rewards). 2. Perceptual Barriers
- Theory Y assumes that workers take the - a problem arises when people have
initiative in their work and view it as a pleasant different perspectives about their situation or
and productive endeavor. environment.

3. Contingency Theory 3. Emotional Barriers

- developed by Fred Fiedler. - fear, mistrust and suspicion.

- emphasizes that there is no particular 4. Cultural Barriers

leadership style that is the best for all situations.
- joining a group may have both positive
Leader-Member Relationships-refers to how and negative impacts.
well the managers get along and the trust and the
confidence the latter places on the former. 5. Language Barriers
- differences in words, expressions and
Task Structure- refers to how well the workers
even gestures hamper communication.
know how to accomplish tasks.
6. Gender Barriers 3. Comparison of the Actual Performance
with Standards.
- there are distractions in the speech
patterns of men and women that may cause - management can gather data from
miscommunication. performance measurement and compare it with
the established standards.
---------------Controlling----------------
- the company can also conduct
- an ongoing process that involves members benchmarking.
at all levels of the organization.
4. Taking Corrective Analysis and Realigning
- it anticipates problems, so that immediate Processes when Necessary
corrective actions can be employed.
- when the company has determined that its
- it is retrospective because it looks back performance is deviated from the standard,
and review previous actions and operations in corrective actions should be taken and applied.
order to determine which aspects conform to
Control Methods and Systems
standard and which need improvement.
1. Feed forward Control (Input)
- this is an end function because this is
performed after all other functions are done. - anticipate the occurrence of possible
problems so that prevention measures can be
- constant monitoring is a vital component
implemented before the actual operations.
of the control process.
2. Concurrent Control (Process)
Control Process
- implemented while the activity is in
1. Establishment of Standards
progress.
- developing criteria by which performance
will be measured. 3. Feedback Control (Output)

- standards can be quantitative or expressive - done after the activity.

in terms of non-measurable elements.
- feedback enables managers to gather
Time Standards- set goals based on the length information and determine whether the activity
of time devoted to task. is a success or a failure.

Cost Standards- expected financial expenses. 4. Administrative Control

Income Standards- include the gain or financial - entails establishing procedures and
rewards. policies that ensure efficiency in the activities of
the company.
2. Measure of Performance
5. Delegation
- measured by identifying strategic control
points: income, expenses, inventory, product - assigning an employee to take
quality, number of work hours put in by responsibility.
employees.
6. Evaluation
- can be measured by actual observation.
 - involves the collection and analysis of Current Assets- assets that are expected to be
information in order to make decision. converted into cash within a year.

7. Financial Reports Non-Current Assets- assets that are long-term

investment of the company for more than a year.
- provide information on how money is
spent and how profits are maximized by the Intangible Assets- assets that lacks physical
company. substance.

Liquidity Ratio- measures the company’s B. Liabilities

ability to meet its current debt obligations.
- obligations of the company to
Leverage Ratio- assess the organization’s use creditors.
of debt to fiancé the asset.
Notes Payable- amount of loans due based on a
Activity Ratio- measures the efficiency of the written agreement.
company in using its assets to meet its various
financial obligations. Account Payable- obligation to suppliers
without a promissory note.
Profitability Ratio- measures the efficiency of
the company in generating profits. S.S.S./PhilHealth Payable- obligation of the
company to the government.
8. Performance Appraisal
Income Tax Payable- remitted as taxes to the
- employee performance is documented government.
and evaluated.
C. Owner’s Equity/Stockholder’s Equity
9. Policies and Procedures
- shows the amount of capital the
- implementation of policies and owners have invested.
procedures within the workplace.
Common Stock- this represents ownership of
10. Quality Control corporation.

- relies on the quality of products and Preferred Stock- preference in the distribution.
services as a basis for establishing performance
standards and comparing results with the Retained Earnings- net income of the
standards. corporation less dividends.

Management Control Applications 2. Income Statement

Accounting or Financial Controls - reports profits earned or losses

incurred by the company over a given period.
1. Balance Sheet
A. Revenue
- provides a summary of the company’s
financial position over a period of time. - income from the production and
selling of goods.
A. Assets
B. Expenses
- things/resources a company owns.
- costs incurred in the operations.
C. Net Income - determines the profitability of the
company activities and identifies where the
- lists the revenue and expenses incurred company is making or losing money.
by the company and the total expenses is
subtracted from the total revenues. - profitability is analyzed by product,
segment, territory, customer, order size and
- net income = revenue – expenses trade channel.
Marketing Controls 5. Efficiency Control
1. Strategic Control - this keeps track of the efficiency of
marketing expenditures such as sales force, sales
- refers to the processes implemented to promotion and distribution.
control the formulation and execution of
strategic plans. - these are analyzed to ensure that they
are being utilized for the achievement of
Marketing Effectiveness- the effectiveness of company objectives.
the strategies done in marketing.

Marketing Audit- past and present strategies. ------------Functional Areas-----------

2. Annual Plan Control Functional Areas of Management in the

Organization
- uses annual marketing targets as
performance standards to determine whether the - these are significant areas that
planned results or outcomes were achieved. contribute to the operation of the organization.

Sales Analysis- the analysis on sales over a 1. Human Resource Management

period of time. - includes tasks and activities performed
Market Share Analysis- comparison of by human resource managers, human resource
products in the same line brand. specialists and operating managers (supervisors,
managers, department heads, directors, vice
Marketing Expense to Sales Ratio- presidents)
measurement on the ratio of sales and expenses.
- the success of any organization
3. Customer Tracking depends primarily on the hiring, placement and
development of employees.
- these are methods to determine
customer behavior and their reactions to A. Human Resource Managers
marketing activities.
- outline the different positions.
- includes consumer panels, collecting
data on returns and complaints, customer - recruit, conduct interview and manage
surveys and sale force reports. benefits based on company policies.

- customer tracking provides a good - see to it that employee potentials and

basis for direct consumer feedback on abilities are utilized to the fullest and that their
satisfaction with the products and services work satisfaction remains high.
offered. B. Recruitment Managers
4. Profit Control
 - responsible for screening, hiring and - in charge of publicity and ensures that
placement of candidates in suitable positions in the company maintains its reputable image.
the organization.
D. Advertising Managers
C. Compensation and Benefits Manager
- supervise all creative works including
- develop salary structures, analyze conceptualizing and creating storyboards and
prevailing salary rates in the market and classify contacting media and promotion agencies.
benefits based on job positions, levels and
lengths of service. E. Promotions Manager
- supervise all promotional activities of
D. Training and Development Managers
the firm.
- enhance and improve the skills of the
employees through the implementation of F. Sales Manager
appropriate training program. - take charge of selling the product or
service by establishing sales objectives.
E. Employee Relations Manager
- take charge of formulating policies, 3. Operations Management
creating employee handbooks and manuals, - focuses on designing and controlling
coordinating with labor groups, managing production and business operations related to
employee complaints and concerns and dealing productions.
with their violations.
- it involves management of facilities,
2. Marketing Management processes, distribution and resource planning.
- involves overseeing the development
A. Production Manager
of new products, advertisements, promotions
and sales. - deals with the resource and service
requirements of manufacturing of production.
A. Marketing Director
- manage quality specification,
- has extensive knowledge in
inventory control.
advertising, finance and planning are crucial in
this position. B. Production Supervisors
- effectively manage the budgeting and - assigned to specific parts of the
the creative process. assembly line.

B. Marketing Managers C. Production Operators

- tasked with developing strategies for - do the actual production work.
the brand by analyzing the demand for the
product or service. 4. Financial Management

C. Public Relations Manager - also known as “Finance”.

- take charge of promoting the company - is the lifeblood of the business.

or organization to the public and enhancing its
- defines as the art and science of
corporate image.
making money.
 - effective acquisition and management are of good quality and purchased at competition
of the assets of the organization. prices.

A. Finance Manager B. Buyers/Purchasing Officers

- raise funds, invest in assets and - they write requests for bids, proposals
manage them effectively in an economically and quotas and evaluate information regarding
unstable environment. procurement.

- they allocate resources efficiently to Competitive Bidding- the process where

ensure that these contribute to the growth of the prospective suppliers submit their bids which
organization. indicate their willingness to provide products
and services to the company at certain prices.
B. Chief Financial Officer (C.F.O.)
6. Office Management
- reports to C.E.O.
- involves the proper handling and
C. Treasurer maintenance of the clerical aspects, as well as,
- involved in investment, financing and the facilitation of proper communication,
asset management. coordination and storage of data.

D. Controller - it employs a pool of secretaries, office

managers and executive assistants.
- tasked with preparing financial reports.
- the administrative department is under
E. Credit Managers this management.
- develop credit policies and monitor A. Administrative/Office Managers
collection of accounts.
- perform diverse tasks in the conduct of
F. Cash Managers office management, but mostly concentrate on
monitoring and reviewing office operations to
- monitor and establish control
determine the best work processes.
mechanisms on the flow of cash receipts and
disbursements. 7. Information and Communications
Technology Management
5. Material and Procurement Management
- implementation of technology in
- charged with the acquisition of
information management requires the creation of
materials and resources for the different
information system to handle data specific to
departments in the organization.
certain organizations.
- the purchasing department is under this
- information systems are organized
management.
systems or networks that collect, store and
Procurement- is the act of purchasing or disseminate information required to support key
acquiring goods and services for company use. organizational functions.

A. Purchasing/Procurement Managers A. Sales and Marketing Information System

- evaluate and approve requests for - engaged in sales forecasting, pricing

acquisition and ensure that materials purchased analysis and order processing.
B. Finance and Accounting Information B. Engagement/Charisma-
System enthusiasm; taking positive actions to improve
business reputation and interest.
- monitor’s the company’s assets and
fund flows and is indispensable in budgeting, C. Delegation- when a manager divides
accounts receivable and financial planning. a work and allocates it to his/her subordinates.

C. Human Resource System D. Respect- establishing a sense of

harmony and values among employees and other
- keeps track of employee records, firms.
skills, performance and training and is utilized in
compensation analysis, training and 3. Business Competencies
development and human resource planning.
A. Business Vision- the plans that are
D. Information System Managers set-up in the business to achieve its goals.

- take charge of establishing an B. Resource Management- utilizing

information system, managing its components natural and human resources effectively,
and programs and rendering technical support. efficiently and economically.
C. Networking Skills- aimed at
--Entrepreneurial Competencies-- generating business and ensuring loyal
- the underlying characteristics such as customers.
generic and specific knowledge, motives, self- D. Negotiation Skills- the way on how
images, social roles and skills that result in you deal with other customers and firms in order
venture birth, survival and/or growth. for them to agree on your agreement.

1. Personal Competencies ---------Opportunity Seeking---------

A. Creativity- stems from the - entrepreneurs are innovative
imagination. opportunity seekers.
B. Determination- having the
- essential to an entrepreneur’s
commitment to pursue what you have started
opportunity seeking are the entrepreneurial mind
despite the obstacles.
frame, heart flame and gut game.
C. Integrity- being incorruptible; doing
what is right. 1. Mind Frame

D. Tenacity- being persistent; having - allows the entrepreneur to see things in

the grit (passion). a very positive and optimistic light in the midst
of crisis or difficult situation.
E. Emotional Balance- proper handling
of emotions; ability to work under pressure. 2. Heart Flame

F. Self-criticism- self-assessment; - driven by passion, they are drawn to

knowing your strengths and weaknesses. find fulfillment in the act and process of
discovery.
2. Interpersonal Competencies
- it is also about emotional intelligence
A. Communication- the way of being
manifested in the entrepreneur’s efforts to
open with ideas and sharing it to others and the
plans involved.
nurture relationships with customers, employees
and suppliers.

3. Gut Game
- refers to the ability of the entrepreneur
to use his/her intuition.

- it also connotes courage.