Republic of the Philippines

Province of Cotabato
Municipality of Makilala
MAKILALA INSTITUTE OF SCIENCE AND TECHNOLOGY
Conception, Makilala North Cotabato

CRIMINOLOGY DEPARTMENT
CHARACTER FORMATION

Course Number : CFLM 2 Instructor : KYTHRENE FAITH M. CAMARILLO, RCrim

Course Title : Character Formation 2 Mobile Number : 09090054794
Credits Unit : 3 Units Email Address : [email protected]
Module No :7
Duration : 2 weeks

I. LEARNING OUTCOMES
At the end of this chapter, you should be able to:
1. differentiate administrators from leaders, and administrators from managers;
2. distinguish administration from management; and
3. identify the concepts of administration.

II. TOPICS/SUBJECT MATTER

1. What is Administration
2. What is Administrator
3. Skill of Effective Administrator
4. Relative Importance of Technique, Human and Conceptual Skills
5. How to Handle Typical Administrative Challenges
6. The Fourteen Managerial Concepts

III. REFERENCE

Caballero, Nicholas S. & Barican, Liza Joy B. (2021). Character Formation 2 Leadership, Decision
Making, Management, and Administrator. Philippine Copyright, Wiseman's Books Trading, Inc.

IV. COURSE CONTENT

What is Administration

Administration refers to actions which are concerned with coordinating and managing is an
organization or organization's work. There is also administration of government, charities, and many other
forms of organizations. "Administration" is the performance of tasks needed to operate an agency for general
purposes. It can have a function of course, or of policy. For example, as companies change their plan, it is the
duty of administrative personnel to make the appropriate communication adjustments to end the previous
policy and begin enforcing the new direction. Typically, the administration is defined by the person
representing the organization appointed or elected to a position and is, responsible for the administrative
functions and policy decisions of the organization they are appointed or elected to manage. Administration is
essential to ensure that all departments within the organization work effectively. It is the link between the
managers and the workers. This provides the workforce with inspiration and helps them understand the
organization's goals.

What is Administrator

An administrator is a person who makes sure an organization is running at full capacity. Their
particular roles depend on the form of company, organization, or agency they operate in. An administrator
may be someone assigned to oversee an organization for its affairs.

An Administrator as an Organizer

Administrators formulate short-and long-term strategies that set specific priorities and objectives. To
put it another way, they strive to get the organization where it needs to go. To ensure that these plans work,
the planner must above all understand how, where, and who of the program as a whole. The functions of the
administrators are essential to the organization they operate. Their roles usually involve a wide variety of
duties including filing and administration.

What Makes a Good Administrator

To be a good administrator, a person must be:

a. deadline-driven and possess a high level of organization.
b. capable of balancing multiple tasks simultaneously and delegate when appropriate.
 c. capable of planning and have the ability to think strategically.
d. an excellent communicator, both in person and in writing
e. always looking for opportunities to improve productivity in the organization.

SKILLS OF AN EFFECTIVE ADMINISTRATOR

Ability implies a capacity that can be created, not inherently inborn, and that is expressed in output,
not mere potential. Therefore, the main ability requirement must be successful action under various
circumstances. Although good administrators are widely recognized for their selection and training, there is
surprisingly little agreement among executives or educators on what makes a good administrator. This
subject indicates what could be a more useful approach to manager selection and growth. This is not based
on what good executives are but on what they do.

Three Basic Developable Skills of Administrators

It is assumed here that an administrator is one who:

a. directs the activities of other persons and
b. undertakes the responsibility for achieving certain objectives through these efforts.
Within this definition, successful administration appears to rest on three basic skills, which we will call:
1. Technical
2. Human and
3. Conceptual

Asserting that these skills are not interrelated may be impractical, but there may be real value in
evaluating each person separately and improving them independently.

Technical Skill

Technical skills require an understanding and expertise of a particular form of operation, particularly
one involving methods, processes, procedures, or techniques. It requires advanced expertise, analytical skill
within that field, and facility in the use of the particular discipline's methods and techniques. Technical skills
are perhaps the most common of the three skills mentioned in this topic because they are the most practical
and because they are the skills needed by the largest number of people in our age of specialization. Most of
our on - the-job and vocational training programs focus largely on developing this specialized technical skill.

Human Skill

The person with highly developed human ability is aware of his own emotions, opinions and
perceptions about other individuals and groups; he can see the importance and weaknesses of those feelings.
Through acknowledging the presence of various perspectives, opinions, and values than his own, he is able to
consider what other people actually mean through their language and actions. He is similarly skillful at
expressing what he means by his actions to others in their own ways. Human skill is the ability of the
executive to function efficiently as a member of the community and create cooperative effort within the team
which he leads.

Conceptual skill

This competence is the unifying, organizing component of the administrative process, and of
overwhelming ultimate significance because the overall performance of an organization depends on the
strategic capacity of its executives to formulate and execute policy decisions. Conceptual competence requires
the ability to see the organization as a whole; it includes understanding the organization's different functions
depend on one another, and how all the others are influenced by changes in any component.

RELATIVE IMPORTANCE OF TECHNICAL, HUMAN AND CONCEPTUAL SKILLS

We may recognize that analytical ability represents understanding of the organization's technological
as well as human aspects in a very real sense. However, the definition of skill as the ability to turn
information into practice will allow one to differentiate between the three skills of conducting the technical
tasks (technical skills), knowing and motivating individuals and groups (human skills), and organizing and
combining all of the organization's tasks and objectives towards a common purpose (conceptual skills).

At Lower Levels

Technical expertise is responsible for many of modern organizations and enterprise's great advances.
Effective activity is indispensable. Even at the lower levels of government it is of utmost importance. When the
administrator ventures farther away from the actual physical activity, this need for technological expertise is
less important, given that he has professional subordinates and can help them solve their own problems. At
the top, technological abilities may be almost non-existent, and if his interpersonal and analytical abilities are
highly established the executive will still be able to work effectively.

At Every Level

Human skill, the skill to collaborate with others, important for successful management at all levels. A
current research study has shown that human capacity at the supervisory level is of greatest importance,
finding out that the supervisor's chief role as an administrator is to attain the cooperation of people in the
working group.

At the Top Level

As demonstrated in the preceding article, analytical capacity is increasingly important in more

accountable executive roles where its effects are maximized and easiest to observe. Nevertheless, recent
research results lead to the conclusion that this analytical capacity is the most essential attribute of all at the
highest level of administration. As the president of Bridgeport Bras» Company Herman W. Steinkraus said:
“One of the most important lessons which I learned on his job (the presidency) is the importance of coordinating
the various departments into an effective team, and, secondly, to recognize the shifting emphasis from time to
time of the relative importance of various departments to the business."

Developing the Skills

This approach indicates that executives should not be recruited on the basis of their apparent
possession of a variety of habits, attributes or personalities, but on the basis of possessing the necessary
skills for the particular degree of responsibility involved.

Technical Skill

Creation of technical skills has been attracting tremendous attention from industry and educational
institutions for many years, and much progress has been made. Strong grounding in the individual specialty's
values, systems, and procedures, combined with real practice and experience through which a person is
supervised and encouraged by a superior, appears to be most successful.

Human Skill

Nevertheless, human ability was much less known and systematic progress has only recently been
made in improving it. Today through organizations and experts are following several different approaches to
the development of human skills. Many of these methods find their application in “applied psychology,"
"human engineering," and a host of other forms that involve professional technicians to support the
businessman with his human problems. However, as a practical matter, the executive must develop his own
interpersonal skills, instead of relying on others' advice. To be effective, he must develop his own personal
point of view toward human activity, so that he will:

a. recognize the feelings and sentiments which he brings to a situation;

b. have an attitude about his own experiences which will enable him to re-evaluate and learn from
them;
c. develop ability in understanding what others by their actions and words are trying to communicate
to him; and
d. develop ability in successfully communicating his ideas and attitudes to others.

Conceptual Skill

Conceptual ability was not generally understood, as was human abilities. A variety of methods have
been attempted, with varying results, to help improve this skill. Some of the best outcomes were often
obtained by superior "coaching' of subordinates. One way a superior can support his subordinate "Coach" is
by assigning a specific task, and then by asking for feedback or thoughts instead of providing answers if the
subordinate needs assistance. Benjamin F. Fairless, chairman of the board of the United States Steel
Corporation, described his coaching activities: "When one of my vice presidents or the head of one of our
operating companies comes to me for instructions, I generally counter by asking him questions. First thing I
know, he has told me how to solve the problem himself."

HOW TO HANDLE TYPICAL ADMINISTRATIVE CHALLENGES

1. Vacations- Once people get a chance to relax and refresh, productivity and work satisfaction increase. Yet
worker absences may create vacancies that can spread out too far to cover other workers. Bringing
temporary workers to bridge those gaps helps maintain smooth running of things. While the idea of
getting a temporary professional up to speed might seem like an additional administrative challenge
 alongside the vacancy staffing. Many experienced workers want to make a career out of temporary work
because they might not be able to take time off when they need a full-time job.

2. Leaves of Absence- As Chief Executive, when an individual needs to take time off for maternity or
paternity leave, extended illness or other personal matters, you are compassionate and supportive.
Even, it can leave you scratching without a star player in your line-up.

3. Busy Seasons and Special Projects- When you encounter seasonal peaks or land a special project at your
company or organization, bringing in part-time employees will help alleviate core working people at
these instances. Specialized recruiting firms will recommend applicants who completed similar tasks
and have the skill set you need to fill out the team on a project-based basis.

4. The Unexpected Loss of an Employee or Personnel- If an employee quits suddenly, you will be saddled
to get a handle on in-progress work concurrently and find a replacement- perhaps with as little as two
weeks’ notice. In addition to recruiting skilled applicants looking for temporary-to-full-time jobs, a
professional staffing agency Will even have applicants ready to meet you the very next day. This quick
turnover can also give your outgoing employee time to help with your new hire onboard. A company or
organization may decide to revamp the job, restructure the department or merge positions upon the
leave of an employee or staff.

Administrative Theory (Henri Fayol)

Henri Fayol's developed the administrative philosophy is also known as 14 management principles.
Henri Fayol was born into a French family in the year 1841. He was a prolific writer on technological, science,
and management matters. The' Financial and General Management' was his most excellent writing. He named
to a Mining firm as an engineer. By 1888 he had risen to the company's position of Managing Director. He
retired from the Executive position in 1918. He was the company's managing director until his death. Henri
Fayol was an accomplished management practitioner.

The Fourteen Managerial Concepts are:

1. Division of Work: This principle the same as Adam Smith's Division of labor'.
2. Authority: Manager must be able to give the order. Authority gives this right.
3. Discipline: Employees must obey and respect the rules and regulations which governs the
organization.
4. Unity of Command: Every employee should receive order or direction from only one immediate
superior.
5. Unity of Direction: Each group of the organization should be direction by one manager using one
plan.
6. Subordination of Individual Interests to the General Interest: The management must see that
the aims of the businesses are always supreme.
7. Remuneration of Personnel: The labours must be paid a reasonable salary tor their work.
8. Centralization: The process of transforming a assigning decision making authority to a higher level
of an organizational hierarchy, it is centralization that should follow this.
9. Scalar Chain: Line of authority from top management to the lower ranks represents the hierarchy
or scalar chain.
10. Order: people and materials should be in the right place at the right time.
11. Equity: In running a business, a combination of kindness and justice is need.
12. Stability of Tenure of Personnel: Staffs work is well if job safety and career improvement are
guarantees to the team.
13. Initiative: Allowing all personnel to show their initiative in some way is a source of stretch for the
organization.
14. Esprit de Corps: Promoting team spirit will build unity and harmony within the organization.