MANUEL S.

ENVERGA UNIVERSITY FOUNDATION

MNAB312: Engineering Management

Practical Exercise 3

SUBMITTED BY:

Daniel G. Saberon

BSCE - III

G211 - TUE 03:30 - 05:30

SUBMITTED TO:

Dr. Guillermo M. Rago Jr.

October 22, 2024

I. DEFINE OR DESCRIBE THE FOLLOWING:
1. Morale: The overall emotional and mental state of a group, reflecting their
confidence, enthusiasm, and commitment to their goals.
2. Motivation Incentives: Rewards or benefits that encourage individuals to perform
at their best, which can be financial or non-financial.
3. Motivational Challenges: Obstacles that hinder an individual's or team's ability to
stay motivated, such as lack of resources, unclear goals, or poor leadership.
4. Classical Theories of Motivation: theoretical frameworks that explain what drives
human behavior in the workplace, including different theories such as Maslow's
Hierarchy of Needs, Herzberg's Two-Factor Theory, and McGregor's Theory X and
Theory Y.
5. Workplace Motivation: The processes and factors that drive employees to perform
well in their jobs, influenced by internal and external factors.
6. Directing: The process of guiding and supervising team members towards achieving
organizational goals, involving communication, motivation, and leadership.
7. Power: The ability or capacity of an individual or group to influence others'
behavior or control resources, often categorized into types such as legitimate,
coercive, reward, expert, and referent power.
8. Effective Leader: A leader who successfully inspires and guides others towards
achieving common goals while fostering a positive work environment and
encouraging team collaboration.
9. Leadership: The act of influencing and guiding individuals or groups to achieve
goals, characterized by vision, communication, and the ability to inspire.
10. Control: The process of monitoring performance, comparing it with goals, and
making adjustments to ensure that objectives are met effectively and efficiently.
11. Strategic Control System: A framework used to evaluate the effectiveness of an
organization's strategies, ensuring alignment with goals and making necessary
adjustments based on performance data.
12. Control Process: The steps involved in controlling activities within an organization,
typically including setting standards, measuring performance, comparing it with
standards, and taking corrective action as needed.

II. Give your response about motivation:

1. Identify and explain at least five (5) importance of motivation as a function of
management to the following:
a. For the organization because of the benefits it provides.
 Enhanced Productivity: Motivated employees are generally more
productive. When staff members feel valued and engaged, they are more
likely to put in the effort needed to meet or exceed performance targets,
directly benefiting the organization’s output.
 Reduced Turnover Rates: High levels of motivation lead to increased job
satisfaction, which can significantly reduce employee turnover. This saves
the organization costs associated with recruiting and training new
employees and helps maintain continuity in operations.
 Improved Employee Morale: A motivated workforce contributes to a
positive workplace culture. High morale can lead to better teamwork,
collaboration, and communication, all of which are crucial for
organizational success.
 Innovation and Creativity: Motivated employees are often more willing to
take risks and think creatively. This fosters an environment where
innovation can thrive, allowing the organization to adapt to changes and
stay competitive.
 Alignment with Organizational Goals: When employees are motivated,
they are more likely to align their personal goals with the organization’s
objectives. This alignment can drive the organization forward, ensuring that
everyone is working toward a common purpose.

b. For an individual in achieving organizational goals.

 Goal Achievement: Motivation drives individuals to set and pursue
personal and professional goals. This pursuit helps them achieve
performance targets that contribute to the organization's success while also
enhancing their own career prospects.
 Skill Development: Motivated individuals are more inclined to invest in
their personal growth and development. This often leads to acquiring new
skills and knowledge that not only benefit the individual but also enhance
the organization’s overall capabilities.
  Job Satisfaction: When individuals are motivated, they are more likely to
find satisfaction in their work. This satisfaction can lead to a greater sense
of purpose and fulfillment, which positively impacts their overall well-
being.
 Resilience in Challenges: Motivation helps individuals persevere through
challenges and setbacks. A motivated employee is more likely to view
obstacles as opportunities for growth rather than discouragement, leading to
better problem-solving.
 Enhanced Engagement: Motivated individuals are typically more engaged
in their work. This engagement can lead to a deeper commitment to the
organization and a willingness to go above and beyond in their roles, further
supporting organizational goals.

2. Enumerate five (5) differences between motivation and morale.

A. Definition:
 Motivation: Refers to the internal and external factors that stimulate individuals
to take action toward achieving specific goals. It’s often driven by personal
aspirations, rewards, or recognition.
 Morale: Refers to the overall mood, attitude, and spirit of a group or team. It
reflects how employees feel about their work environment, colleagues, and the
organization as a whole.
B. Focus:
 Motivation: Primarily focuses on individual performance and the drive to
accomplish tasks or goals. It’s about what compels a person to act.
 Morale: Centers on group dynamics and collective feelings. It encompasses the
general sense of well-being and satisfaction within a team or organization.
C. Influencing Factors:
 Motivation: Influenced by personal goals, incentives, job satisfaction, and
external rewards. It can vary greatly from one individual to another.
 Morale: Influenced by team cohesion, leadership style, workplace culture, and
communication. It tends to be more consistent across a group than individual
motivation.
D. Duration:
  Motivation: Can be short-term or fluctuate based on circumstances, tasks, or
personal goals. For instance, an employee might feel highly motivated for a
specific project but less so afterward.
 Morale: Generally reflects a longer-term sentiment within a team or
organization. While it can change, shifts in morale often occur over time rather
than in response to immediate tasks.
E. Measurement:
 Motivation: Typically assessed through individual performance metrics,
feedback, and goal achievement. It can be gauged through self-assessments or
productivity outcomes.
 Morale: Often measured through surveys, team feedback, and observations of
group behavior. It includes indicators such as employee satisfaction and
engagement levels.

3. Give ten (10) ways/techniques for self-motivation to cope with the

problems/issues of present pandemic situations.
 Set Clear Goals: Define short-term and long-term goals. Break them into
manageable tasks to create a sense of accomplishment.
 Establish a Routine: Create a daily schedule that includes work, exercise,
meals, and leisure time. A structured day can provide stability and purpose.
 Practice Gratitude: Keep a gratitude journal to note things you're thankful
for each day. This practice can shift your focus from negativity to positivity.
 Stay Connected: Maintain relationships through virtual hangouts or phone
calls. Social support is crucial for mental well-being.
 Engage in Physical Activity: Regular exercise can boost mood and energy
levels. Find activities you enjoy, whether it’s yoga, dancing, or walking.
 Limit News Consumption: Stay informed but set boundaries on how much
news you consume to avoid feeling overwhelmed.
 Learn Something New: Take up a new hobby or online course. Learning
can provide a sense of achievement and keep your mind engaged.
 Mindfulness and Meditation: Practice mindfulness or meditation to
manage stress and improve focus. Even a few minutes a day can help.
  Celebrate Small Wins: Acknowledge and reward yourself for achieving
small milestones, which can boost motivation and reinforce positive
behavior.
 Positive Affirmations: Use positive self-talk and affirmations to reinforce
your strengths and capabilities. This can help build confidence during tough
times.

III. Give your ideas about leading as a function of management.:

1. Identify five (5) Civil Engineers/Geodetic Engineers in the Philippines.
Describe his/her leadership style. Are there important changes that have to
be made in his style? List down the proposed character change applicable.
 Emil K. Sarmiento (Civil Engineer)
Leadership Style: Participative; values team input and fosters a
collaborative environment.
Proposed Changes: Strengthen decision-making skills to expedite
project timelines.

 Engr. Jose A. De Jesus (Civil Engineer)

Leadership Style: Results-oriented; focuses on meeting project goals
efficiently.
Proposed Changes: Enhance communication skills for better
stakeholder relations.

 Engr. Wilfredo C. Magallanes (Civil Engineer)

Leadership Style: Authoritative; provides clear direction and
expectations for his team.
Proposed Changes: Adopt a more inclusive approach to empower team
members.

 Engr. Arnel S. Dela Cruz (Geodetic Engineer)

Leadership Style: Analytical; emphasizes data-driven decision-making.
Proposed Changes: Foster creativity within the team to explore
innovative solutions.
  Engr. Rolando J. Ocampo
Leadership Style: He exemplifies a servant leadership style,
prioritizing the needs of his team and community. He focuses on empowering
team members, fostering collaboration, and ensuring that projects benefit the
public.
Proposed Changes: It can be enhanced by developing a clearer long-
term vision for projects, increasing professional development opportunities,
implementing stronger accountability mechanisms, focusing on proactive
conflict resolution, and fostering a culture that rewards innovation. These
changes would strengthen his effectiveness and improve team performance.

2. Identify twenty (20) successful leaders in the country. Provide his/her

achievements and accomplishments.
 Andres Bonifacio: Founder of the Katipunan, he played a crucial role in the
fight for independence from Spain.
Achievements: Mobilized grassroots support for the revolution,
fostering a spirit of resistance and solidarity against colonial rule.

 Jose Rizal: National hero known for his writings that inspired the Philippine
Revolution against Spanish colonization.
Achievements: Inspired a national movement through his writings,
promoting unity and a sense of identity among Filipinos.

 Emilio Aguinaldo: First President of the Philippines and leader during the
Philippine Revolution.
Achievements: Unified various revolutionary factions, effectively
leading the fight for independence and establishing the first Philippine Republic.

 Corazon Aquino: First female president, known for leading the People
Power Revolution against Ferdinand Marcos.
Achievements: Exemplified democratic leadership by restoring civil
liberties and fostering a culture of accountability after martial law.
 Leni Robredo: Former vice president, recognized for her humanitarian
initiatives and advocacy for good governance.
 Achievements: Advocated for inclusive governance and community-
driven initiatives, empowering marginalized sectors.

 Miriam Defensor-Santiago: Prominent senator and advocate for anti-

corruption, known for her fierce oratory and legal expertise.
Achievements: Challenged corruption and inefficiency in government,
using her platform to advocate for transparency and reform.

 Jesse Robredo: Former DILG secretary, praised for his transparency and
effective local governance initiatives.
Achievements: Led by example in local governance, emphasizing
transparency and citizen engagement, earning respect for his integrity.

 Dado Banatao: Filipino-American engineer and venture capitalist, notable

for innovations in technology.
Achievements: Influenced the tech industry through innovation and
mentorship, encouraging entrepreneurship and technological advancement.

 Sergio Osmeña: A significant figure during the Commonwealth era, he

succeeded Manuel L. Quezon and worked to strengthen the government and
promote education.
Achievements: Strengthened the Commonwealth
government and prioritized education, laying the foundation
for future democratic governance.

 Manuel L. Quezon: Known for establishing the National Language and

advocating for social justice and education reforms during his presidency.
Achievements: Advocated for the establishment of a national language
and social justice programs, significantly impacting Filipino identity.

 Cecilia Muñoz-Palma: First female Chief Justice, she advocated for the rule
of law and judicial reform in the Philippines.
Achievements: Advanced judicial independence and integrity,
influencing reforms in the Philippine legal system as Chief Justice.
 Ramon Magsaysay: Known for his integrity and populist policies, he
focused on rural development and anti-corruption efforts during his
presidency.
Achievements: Known for his “people’s administration,” he focused on
anti-corruption, rural development, and social welfare initiatives.

 María Rosa Henson: The first documented Filipina comfort woman, she
became a symbol of the fight for justice and recognition of wartime abuses.
Achievements: Advocated for recognition of wartime abuses,
highlighting issues of gender violence and justice in historical narratives.

 Ninoy Aquino: His assassination galvanized opposition against the Marcos

regime, making him a martyr for democracy and paving the way for the
People Power Revolution.
Achievements: His assassination mobilized a mass movement for
democracy, leading to the end of the Marcos regime and inspiring future leaders.

 Senator Risa Hontiveros: Advocated for health care reforms and women’s
rights, using her platform to address social issues and promote public health
initiatives.
Achievements: Promoted the Universal Health Care Act, pushing for
better access to health services for marginalized communities. Actively
advocated for gender equality and women's rights, addressing issues such as
reproductive health and violence against women.

 Gabriela Silang: A revolutionary leader who fought against Spanish

colonial rule, she became a symbol of women’s empowerment and
resistance.
Achievements: Took command of revolutionary forces after her
husband’s death, continuing the fight against Spanish oppression. Became an
enduring figure for women's rights and empowerment, inspiring future
generations of leaders and activists.
  Antonio Luna: A general during the Philippine-American War, he was
known for his military prowess and modernization of the Philippine Army,
advocating for nationalism and unity in the fight for independence.
Achievements: As a general during the Philippine-American War, he
organized and modernized the Philippine Army, emphasizing discipline and
strategy. Promoted strong national identity and unity among Filipinos in the
fight for independence, advocating for military and political cooperation.

 Maria Clara Lobregat: A prominent public servant and mayor of

Zamboanga City, she championed infrastructure, education, and women’s
rights, significantly improving local governance and disaster preparedness.
Achievements: As a congresswoman and mayor of Zamboanga City, she
focused on infrastructure development, education, and healthcare access for her
constituents. A strong advocate for women's rights, she promoted legislation
aimed at enhancing the status of women in society.

 Isabel II: A historical figure known for her advocacy of education and
cultural patronage during colonial times, she focused on improving access
to education and fostering national identity among Filipinos.
Achievements: Promoted educational reforms during her time, focusing
on access to education for all Filipinos, especially women and marginalized
groups. Supported the arts and culture, fostering a sense of national identity and
pride among Filipinos during colonial rule.

 Apo Whang-Od (Maria Oggay): A revered traditional tattoo artist from the
Kalinga tribe, she is the last mambabatok known for her skill in hand-
tapped tattooing.
Achievements: A revered traditional tattoo artist from the Kalinga tribe,
she is the last mambabatok known for her skill in hand-tapped tattooing. At over
100 years old, she has become a symbol of indigenous heritage, advocating for
the preservation of her culture and the rights of indigenous peoples.

3. Describe President Bongbong Marcos as a leader. What is his leadership

style?
 President Bongbong Marcos is known for his pragmatic leadership style, often
focusing on continuity and stability. He emphasizes economic development and infrastructure
projects, aiming to attract foreign investment and promote job creation. His approach tends to
be collaborative, seeking to build alliances across various sectors. Additionally, he has faced
challenges related to public perception due to his family's political history, which influences
his efforts to strengthen his administration's credibility and connect with diverse
communities. Overall, his leadership reflects a blend of traditional and modern governance
strategies aimed at national progress.

IV. Give your ideas about controlling.:

1. Why is the controlling function of management important?
- The controlling function of management is essential for aligning an
organization's performance with its goals. By monitoring progress against established
standards, it holds individuals accountable and identifies deviations that require
corrective action. This function optimizes resource use, enhances decision-making,
and supports goal achievement while promoting organizational stability by
minimizing risks. Additionally, it fosters continuous improvement through feedback
and ensures alignment with overall strategy. Ultimately, effective control boosts
employee morale by recognizing efforts, making it crucial for maintaining efficiency
and effectiveness in achieving organizational objectives.

2. What is the controlling process of management?

- The controlling process of management involves several key steps: first,
establishing clear and measurable performance standards based on organizational
goals. Next, managers measure actual performance by collecting relevant data. This
data is then compared to the established standards to identify any discrepancies. If
deviations are found, corrective actions are taken to address the issues and align
performance with the standards. Finally, ongoing feedback and review ensure that
both the corrective measures and the standards remain effective in achieving
organizational objectives. This systematic approach helps maintain efficiency and
drive performance improvements.

3. In your opinion, is controlling the last function of management?

 - I don’t think so. I can say that controlling is often viewed as a crucial
function of management, however it isn't necessarily the last one. While it ensures
that organizational goals are met by monitoring progress and making adjustments,
management is cyclical. After controlling, managers typically return to planning,
which incorporates insights gained, making it an ongoing process. Thus, while
controlling is essential, it serves more as a component within a continuous
management cycle rather than a final function.