Management and Organization
volunteers. Such organizations may be able to operate
Group 8:
Management
Management is to manage people and processes within
both large and small organizations. According to John M.
Ivancevich and Thomas N. Duening management is the
application of planning, organizing, staffing, directing,
and controlling functions in the most efficient manner
possible to accomplish meaningful organizational
objectives. To put more simply, Management is all
about achieving organizational objectives through people
and other resources.
Management includes the activities of setting the
strategy of an organization and coordinating the efforts
of its employees (or of volunteers) to accomplish its
objectives through the application of available resources,
such as financial, natural, technological, and human
resources. The term "management" may also refer to
those people who manage an organization.
Organization
Organization is the idea of putting things together in
a logical order. In other terms, organization is
a group of people who work together. Organizations
exist because people working together can achieve
more than a person working alone. To make sure people
work together, organizations have leaders. Also
organization is a social entity (not necessarily
commercial) uniting people into a structured group
managing shared means to meet some needs, or to
pursue collective goals.
Organizations may also operate secretly or illegally in
the case of secret societies, criminal organizations and
resistance movements. And in some cases may have
obstacles from other organizations but what makes an
organization an organization is not the paperwork that
makes it official. To be an organization there must be
four things:
- A goal in mind
- A leader or committee making the decision
- Action involved
- Communication and members.
Two Types of Organization
A hybrid organization is a body that operates in both the
public sector and the private sector simultaneously,
fulfilling public duties and developing commercial market
activities.
A voluntary association is an organization consisting of
without legal formalities, depending on jurisdiction,
including informal clubs or coordinating bodies with a
goal in mind
which they may
express in the
form of an
Manifesto,
Mission
statement or in
an informal
manner
reflected in
what they do
because
remember
every action
done by an
organization both legal and illegal reflects a goal in mind.
Management Functions
Management is a set of principles relating to
the functions of planning, organizing, directing, and
controlling, and the applications of these principles in
harnessing physical, financial, human and informational
resources efficiently and effectively to achieve
organizational goals.
Planning
Planning is future oriented and determines an
organization’s direction. It is a rational and systematic
way of making decisions today that will affect the future
of the company. It is a kind of organized foresight as well
as corrective hindsight. It involves the predicting of the
future as well as attempting to control the events. It
involves the ability to foresee the effects of current
actions in the long run in the future.
Organizing
Organizing “consists of grouping people and assigning
activities so that job tasks and the mission can be
properly carried out.
Organizing is the second function of management. it
follows the planning. Organizing is a management
process that refers to the relationship between people,
work and resources that is used to achieve goals. In
organizing system top management first fixes the
common objective, way and resources. In organizing the
manager make different kind of department and mixed
the entire department for better work.
Staffing
Staffing is the function of hiring and retaining a suitable
work-force for the enterprise both at managerial as well
as non-managerial levels. It involves the process of
recruiting, training, developing, compensating and
evaluating employees, and maintaining this workforce
with proper incentives and motivations. Since the human
element is the most vital factor in the process of
management, it is important to recruit the right
personnel.
Directing
Directing is the managerial function that initiates action:
issuing directives, assignments, and instructions;
building an effective group of subordinates who are
motivated to do what must be done; explaining
procedures; issuing orders; and making sure that
mistakes are corrected. Directing is part of the job for
every small business owner or
manager. Leading and motivating work together in the
directing function. Leading “is the process of influencing
people to work toward a common goal [and] motivating
is the process of providing reasons for people to work in
the best interests of an organization.
Different situations call for different leadership styles. In
a very influential research study, Kurt Lewin established
three major leadership styles: autocratic, democratic,
and laissez-faire. Although good leaders will use all
three styles depending on the situation, with one style
normally dominant, bad leaders tend to stick with only
one style.
1. Autocratic leadership occurs when a leader
makes decisions without involving others; the
leader tells the employees what is to be done
and how it should be accomplished. However,
this style works when all the information needed
for a decision is present, there is little time to
make a decision, the decision would not change
as a result of the participation of others, the
employees are well motivated, and the
motivation of the people who will carry out
subsequent actions would not be affected by
whether they are involved in the decision or
not. This leadership style should not be used
very often.
2. Democratic leadership involves other people in
the decision making—for example,
subordinates, peers, superiors, and other
stakeholders—but the leader makes the final
decision. Rather than being a sign of weakness,
this participative form of leadership is a sign of
strength because it demonstrates respect for the
opinions of others. The extent of participation
will vary depending on the leader’s strengths,
preferences, beliefs, and the decision to be
made, but it can be as extreme as fully
delegating a decision to the team. This
leadership style works well when the leader has
only part of the information and the employees
have the other part. The participation is a win-
win situation, where the benefits are mutual.
Others usually appreciate this leadership style,
but it can be problematic if there is a wide range
of opinions and no clear path for making an
equitable, final decision. In experiments that
Lewin et al. conducted with others, the
democratic leadership style was revealed as the
most effective.
3. Laissez-faire leadership (or delegative or free-
reign leadership) minimizes the leader’s
involvement in decision making. Employees are
allowed to make decisions, but the leader still
has responsibility for the decisions that are
made.
4. The leader’s role is that of a contact person who
provides helpful guidance to accomplish
objectives. This style works best when
employees are self-motivated and competent in
making their own decisions, and there is no
need for central coordination; it presumes full
trust and confidence in the people below the
leader in the hierarchy. However, this is not the
style to use if the leader wants to blame others
when things go wrong. This style can be
problematic because people may tend not to be
coherent in their work and not inclined to put in
the energy they did when having more visible
and active leadership.
Good leadership is necessary for all small businesses.
Employees need someone to look up to, inspire and
motivate them to do their best, and perhaps emulate. In
the final analysis, leadership is necessary for success.
Without leadership, “the ship that is your small business
will aimlessly circle and eventually run out of power or
run aground.
Don’t Be This Kind of Leader or Manager
Here are some examples common leadership styles that
should be avoided.
 Post-hoc of management. As judge and jury,
management is always right and never to blame.
This approach ensures security in the leader’s
job.
 Micromanagement. This style assumes that the
subordinate is incapable of doing the job, so
 close instruction is provided, and everything is
checked. Subordinates are often criticized and
seldom praised; nothing is ever good enough.
 Mushroom management. These managers
tend to be more concerned about their own
careers and images. Anyone who is seen as a
threat may be deliberately held back. These
managers have their favorites on whom they
lavish attention and give the best jobs.
 Kipper management. This is the manager who
is, like a fish, two-faced because employees can
see only one face at a time. To senior
managers, this person is typically a model
employee who puts business first and himself
last. To subordinates, the kipper will be a friend
when things need to get done and then stab the
subordinates in the back when glory or reward is
to be gained.
Controlling
The Top-Level Management is also referred to as the
administrative level. They coordinate services and are
keen on planning. The top-level management is made
up of the Board of Directors, the Chief Executive Officer
(CEO), the Chief Financial Officer (CFO) and the Chief
Operating Officer (COO) or the President and the Vice
President.
- Board of Directors
- Managing Directors
- General Manager
Middle Management
The Middle level Management is also referred to as the
executory level, they are subordinates of the top-level
management and are responsible for the organization
and direction of the low-level management. The middle-
level managers are in charge of the

Controlling is about keeping an eye on things. It is “the
process of evaluating and regulating ongoing activities to
ensure that goals are achieved.”
Controlling provides feedback for future planning
activities and aims to modify behavior and performance
when deviations from plans are discovered.
employment and training of the lower levels. They are
also the communicators between the top level and the
lower level as they transfer information, reports, and
other data of the enterprise to the top-level. Apart from
these, there are three primary functions of the middle-
level management in the organization.

 To carry out the plans of the organization

according
4 STEPS IN CONTROLLING FUNCTION to policies
1. Setting Performance Standards: Standards and
let employees know what to expect in terms directives
of time, quality, quantity, and so forth. laid down
2. Measuring performance: Where the actual by the top
performance or result are determined. level
3. Comparing performance: This is when the manageme
actual performance is compare to the nt.
standard.  T
4. Taking corrective action: Involves making o organize
whatever actions are necessary to get things the division
back on track. or
department
al activities.
Levels of Management  T
o be an
As a small business grows, it should be concerned about inspiration or
the levels or the layers of management. There are create
typically three levels of management: top or executive,
motivation for
middle and first line or supervisory. To meet a
junior managers
company’s goals, there should be coordination of all
three levels. to improve their
efficiency.
- Branch
manager
Top Management
- Production manager
 - Marketing manager technical skills by the small business
- Finance manager owner will depend on the nature and the
- Personnel manager
size of the business.

Lower Management Conceptual skills

The lower level Management is also referred to as the

supervisory or the operative level of managers. They  Determine a manager’s ability to see the
oversee and direct the operative employees. organization as a unified whole and to

The lower level managers represent the management to
the operative workers as they ensure discipline and
efficiency in the organization. The duty of inspiration and
encouragement falls to them, as they strengthened the
workforce. They also organize the essential machines,
tools and other materials required by the employees to
get their job done.
- Foremen
- Office superintendents
- Supervisor
- Department Heads
understand how each part of the overall
organization interacts with other parts.
 These skills are of greatest importance to
top management because it is this level that
must develop long-range plans for the
future direction of a business.
 Conceptual skills are not of much relevance
to the first-line manager but are of great
importance to the middle manager. All small

Management Skills business owners need such skills

 The ability to carry out the process of reaching Interpersonal skills

organizational goals by working with and

 Include the ability to communicate with,
through people and other organizational
motivate, and lead employees to complete
resources. Possessing management skill is
assigned activities.
generally considered a requirement for
 Hopefully building cooperation within the
success. An effective manager is the manager
manager’s team. Managers without these
who is able to master four basic types of skills:
skills will have a tough time succeeding.
technical, conceptual, interpersonal, and
decision making.  Interpersonal skills are of greatest
importance to middle managers and are
Technical skills somewhat less important for first-line
managers.
 The manager’s ability to understand and  They are of least importance to top
use the techniques, knowledge, and tools management, but they are still very
and equipment of a specific discipline or important. They are critical for all small
department. These skills are mostly related business owners.
to working with processes or physical
objects. Engineering, accounting, and Decision making
computer programming are examples of
technical skills. Technical skills are  The ability to identify a problem or an

particularly important for first-line opportunity, creatively develop alternative

managers and are much less important at solutions, select an alternative, delegate

the top management level. The need for

 authority to implement a solution, and
evaluate the solution.
Management Decision Making
Making good decisions is never easy, but doing so is
clearly related to small business success. Decisions that
are based on a foundation of knowledge and sound
reasoning can lead the company into long-term
prosperity; conversely, decisions that are made on
the basis of flawed logic, emotionalism, or incomplete
information can quickly put a small business out of
commission.”
Leadership and Motivation
(Group 8: LA2PB2R/Team Barbie)
In addressing leadership and motivation as theories
rather than as scientific fact, there are other issues about
personal behavior that must be considered.
Most basic concepts are that every person is
 Like every other person: Every person is like
every other person in that we have a need for
food, water, shelter, etc.
 Like some other people: We are like some other
people in that we have similar personality traits
which cause us to be more dominant and
aggressive, while others may be more passive
and submissive.
 Like no other person: we are unique in that no
other person has the same genetic make-up,
past experiences, or view of the world.
It is these differences that suggest an analysis of
leadership and motivation can result in general
conclusions about behavior and performance. Human
behavior is as much a reflection of the differences
between individuals as it is a reflection of their
similarities. These individual differences are caused by a
number of influences and characteristics. Our
personality traits focus on individual differences that
make each person a unique human being. Our biological
make-up or genetics concentrates on how we function
as a result of our evolution and human inheritance. Our
behaviour is largely influenced by the system of rewards
and punishments that are present in our environment.
Our cognitive approach focuses on how our thinking and
memory affects our behaviour. The fact that we are here
at this time with immediate influences, and the ability to
express a free will, may present the greatest influence of
all.
Motivation
Motivation can be defined as “the extent to which
persistent effort is directed toward a goal”
 Effort: The first aspect of motivation refers to the
amount of effort being applied to the job apply
tremendous effort to inappropriate tasks that do
not contribute to the achievement of the stated
goals.
 Persistence: The second characteristic relates to
the willingness of the individual to stay with a
task until it is complete.
 Direction: Direction is therefore measured in
terms of how persistent effort is applied in
relation to the goals being pursued.
 Goals: There are two different kinds of goals
being pursued simultaneously. They are
individual goals and organizational goals which
may produce quite different results if they are
not compatible.
Maslow’s Hierarchy of Needs
Abraham Maslow developed a theory that humans have
five sets of needs that are arranged in a hierarchy. He
contends that people start by trying to satisfy their most
basic or compelling needs and progress toward the most
fulfilling. These needs are as follows:
1. Physiological needs: These include the need
for food, water, shelter, clothing and money.
Until an individual has access to these
necessities, there can be no further progress.
These needs are very basic, and for the most
part, society and our social network have
ensured that they are present. Intrinsic values
 include personal comfort and satisfaction, while
the extrinsic values are most often provided by
the organization, the community, or society.
2. Safety needs: These include security, stability,
and a structured environment. Here, the
individual expects and pursues job security, a
comfortable work environment, pension and
insurance plans, and freedom to organize in
order to ensure continuation of these benefits.
Individual’s main objective is to ensure that
benefits are protected or employment needs are
being met rather than contributing to long-term
organizational goals. Again, we see a
dependence on the external environment to
provide these supports. Personal motivation
may include the peace of mind that can be
provided as a result of these needs being
secured.
3. Relationship needs: Relationship needs
include socialization, affection, love
companionship, and friendship. The individual at
this level participates for personal or intrinsic
rewards. Since no person can live for extended
periods without interaction with other people, the
individual may be drawn to participate simply to
fulfill this need. Organizations that provide these
opportunities include social clubs, singles clubs,
seniors clubs and service clubs, depending on
the level of personal need. The organization can
assist by ensuring that the opportunity for social
and relationship expectations are created and
met.
4. Esteem needs: These include feelings of
adequacy, competence, independence,
confidence, appreciation, and recognition by
others. Again, the individual is driven more by
internal or intrinsic needs. The external
environment is needed more to provide
recognition than to provide material rewards. At
this point, the intrinsic value is more important
than that which can be provided by
outside influences. The ego seems to take over
here and the need is to ensure that it is satisfied.
5. Self-actualization: Different people have
different ideas about what they need to achieve
in order to obtain true happiness. For the
wealthy person, money may nolonger be the
motivator, it may now be a need to exercise
power or the adventure and adrenalin rush
created as a result of playing “high stakes
games”. This becomes the intrinsic motivation.
People who pursue self-actualization are more
accepting of reality, themselves, and others.
Organizational requirements may include the
opportunity for creativity and growth. Frequently,
individuals aspiring to this level often operate
outside existing organizations and instead build
their own structures to suit their individual
needs. In discussing this theory, it appears that
the further up the scale an individual moves, the
more the rewards or motivators move from the
external environment to an internal need. It also
becomes more difficult to influence motivation,
since material rewards become less relevant
and internal rewards become more difficult to
identify and address. In order to enhance
organizational performance, it is important that
the organization recognize the individual need
and provide opportunities for satisfaction.
Alderfer’s ERG Theory
Clayton Alderfer developed another needs-based theory
that supports in many ways, the theory developed by
Maslow, but consists of three rather than five basic
needs. Alderfer also sees his three levels which includes
existence, relatedness, and growth (ERG) needs as
being hierarchical, and thus, influenced by personal
growth and extrinsic and intrinsic rewards.
1. Existence needs: These include needs that are
satisfied by material substances or conditions.
They correspond closely to the physiological
needs identified by Maslow and those safety
needs that can be satisfied by material rather
than interpersonal rewards or conditions. They
include the need for food, shelter, pay, and safe
working conditions.
2. Relatedness needs: These are needs that may
be satisfied by communication, or exchange and
interaction with other individuals. There is a
dependence on feedback from other
organizational or community members to fulfill
these needs. Thus, the motivation is provided by
a combination of intrinsic and extrinsic rewards.
These rewards include accurate and honest
feedback, which may involve direction and
advice rather than unconditional pleasantness or
agreement.
3. Growth needs: These are needs that are
fulfilled by strong personal involvement that fully
utilizes our skills, abilities, and creativity. They
include Maslow’s self- actualization as well as
esteem needs that rely on intrinsic rewards.
Both theories are also similar because they are
hierarchical, and individuals will concentrate on the
achievement of the lowest level of need that is not fully
satisfied. Maslow contends that the lowest level of need
must be satisfied before an individual can proceed to the
next higher level. Alderfer theorizes that if a higher level
need is unsatisfied, the individual will regress to a desire
to satisfy lower-level needs. Maslow believes that once a
need is met, it is no longer motivational. Alderfer
theorizes that while an individual may have met a higher-
level need in one’s personal life, for example, they may
still be operating much lower on the scale where skills,
aptitude, and knowledge may affect performance and
confidence
McClelland’s Theory of Needs
Psychologist David McClelland contends that we
develop a relatively stable personality early in life that,
once acquired, remains unchanged. McClelland,
therefore, does not see motivation as hierarchical. He
does not address the issue of growth, but has been
more concerned with the behavioural consequences of
need. The three areas of need he has identified include
the need for achievement, the need for affiliation, and
the need for power.
1. Need for achievement: Individuals in this
category have a strong desire to perform
challenging tasks well. They have a preference
for situations where personal responsibility can
be taken for successful outcomes. The goals
they set provide for moderate and calculated
risk, and the individual seeks performance
feedback to allow for modification and to ensure
success.
2. Need for affiliation: People in this category
display a need to establish and maintain friendly,
compatible relationships. They have a need to
like other people and want others to like them.
They have an ability to create social networks
that will result in meeting these needs.
3. Need for power: People in this category have a
strong need to have influence over others. They
wish to make a significant impact and
impression on those with whom they come in
contact. This need for power corresponds in
many ways to Maslow’s esteem needs where
power is used to get attention or to build
personal prestige.
Since this theory is non-hierarchical, the growth pattern
between intrinsic and extrinsic rewards that are a major
part of the earlier theories, do not appear to contain the
same significance. McClelland contends that people will
be motivated to seek out and perform well in jobs that
match their needs. These needs may include either of
the three categories identified above and are not
contingent on any progression from one category to
another.
The testing of these three theories has resulted in some
conclusions that help us identify the strengths and
limitations of each approach. While Maslow’s theory is
complicated and contains more steps than the others,
there is recognition of the
progression from one level to the other. Alderfer’s three
levels seem to be simpler, less rigid, and therefore, may
be more satisfactory to those who wish to understand
and apply a model to individual behaviour. Results of
McClelland’s research has been applied in
organizational settings and have been supportive of the
idea that particular needs are motivational. Our former
theme, ‘when all else is consistent, the individual is
different’, suggests that the application of any theory of
motivation has strengths and weaknesses that allow
insight into individual motivation and provide escapes for
those times when the theory will let us down. All theories
contribute to a better understanding of human behavior
in general, but specific application of theory depends on
factors that respond to individual needs.
Motivational Goals
Carol Dweck theorizes that all goals a person might
pursue fall into two distinct categories: performance
goals and learning goals.
1. Performance goal - is one in which the individual
is concerned with acquiring favorable judgement
from his or her peers, supervisors, or authority
figures.
2. Learning goal -is one in which an individual uses
feedback to increase his or her competence.
If this theory is correct, it contains some further
implications for motivation. Firstly, it provides for a much
better understanding of intrinsic and extrinsic rewards in
relation to performance. While favorable judgment from
peers provides extrinsic rewards, the intrinsic rewards
come from both the acceptance of this judgment, and
the direction that it provides for further learning. The
performer sees learning as a life-long process, thus
creating even greater levels of motivation.
Secondly Theory provides a better understanding about
failure and its impact on the individual. Since we all fail
sometimes, our ability to respond is an important factor
in motivation. A person with a learning goal will respond
to failure by trying even harder to succeed the next time.
A person with a performance goal may respond to failure
by concluding that they cannot complete the task and
may therefore, give up.
Dweck further theorizes that some people believe that
personal qualities such as intelligence and ability are
fixed and unchangeable. This belief may lead people
with performance goals to conclude that they don’t have
what it takes, and as a result, give up, while others
believe that intelligence and ability can change with time,
education, and experience. Their goal, therefore, is not
to prove their competence but to increase it, thus
success and failure are learning experiences that cause
them to try even harder next time. Failure may even be
seen as creating a greater challenge.
LEADERSHIP
In many circles, there is continuous debate about
whether leaders are born or developed. If we reflect on
our earlier discussion about motivation, we will see that
humans are very complicated and are made up of a
number of traits. As with motivation, these influences are
both inherited and acquired from our environment and
influences, and consequently, leadership theories will
continue to be debated in the future. Furthermore, for the
purpose of this unit, we will not distinguish between
leaders and managers, but will use the term leader to
apply to any earned or appointed role that carries with it
the exercise of power and influence over others. The
Leader is responsive to the group agenda and is secure
only as long as he or she remains responsive. Since
most people are easily influenced and may change their
minds as a result of immediate or emerging needs,
support is difficult to maintain.
Leadership may be defined as: the influence that
particular individuals (leaders) exert upon the goal
achievement of others (subordinates) in
organizational context. An earlier unit on Board
Governance addresses in a limited way, the impacts of
leaders on performance, stated that leaders have an
ability to see how different aspects of a situation fit
together and influence each other. They seek out
alliances, opportunities, and approach goals in a
proactive way. They have a positive effect on others,
which attracts support from those who have similar
needs for accomplishment. Their self-confidence creates
a belief in other people’s abilities; therefore, emphasis is
placed on empowerment and freedom.
Leadership has two distinct aspects:
1. The individual who exerts influence,
2. Those who are the objects of this influence.
Successful leadership depends to a large extent, on the
environment and situation in which these dynamics exist.
There are other issues that must also be acknowledged.
Two types of leaders:
1. Emergent Leaders - those who earn leadership
positions through their expertise, skills, abilities
to influence others, or personal acceptability by
the group. Emergent leaders hold their position
as a consequence of their appeal to Leadership
and Motivation.
2. Assigned Leaders - those who are given power
to exercise influence through appointment. In
general terms, both emergent and assigned
leaders fulfill two different functions: (1) they
must be able to provide social and emotional
support to the group by listening,
acknowledging, team building, and supporting
other members in the group. This is referred to
as social-emotional support. (2) To provide
direction and assistance to the group in
accomplishing their tasks.
 Successful leaders have the ability to identify
and apply the appropriate strategy at the right
time.
an
 A group that is confused about the goals of the
organization, for example, will not respond well
to a social-emotional approach, nor will a group
that is experiencing internal conflict and in need
of team building skills respond very positively to
a request to improve individual performance.
The Search for Leadership
What are the qualities that make successful leaders?
While some general characteristics of leaders emerged,
there were no conclusions whether personality traits
made up the leader or if the opportunity for leadership
produced the traits.
Emergent Leaders
 The biggest weakness in the trait approach to
leadership identification is its failure to take into
account the task, the subordinate, and the
setting or environment in which work is
performed.
  The study of emergent leaders gives some
good clues to what qualities appointed leaders
must have to be successful.
 Their role is safe only as long as the group is
attracted to these attributes and conditions.
Should these positions change, or the group
finds other influences, a lack of support or
outside forces may undermine the leader’s role.
 The role, therefore, is dependent
performance and any real or perceived faltering
will quickly translate into lack of support. The
present incumbent after losing support
becomes “dethroned” or replaced.
 This fledgling type of leadership is what we
most often observe in community groups and
organizations, politics, and citizen-led efforts.
Assigned Leaders
 Draw their power and influence from sources
outside the group, and in most cases, have
been given some power to assign tasks, and
hand out rewards and punishments based on
performance.
 Rewards may include compliments, tangible
benefits, and deserved special treatment. When
well thought out, with clear criteria rewards that
compliment individual needs can be very
motivational.
 On the other hand, leaders who have no
authority to provide rewards may attempt to
create them by giving compliments and praise
and making promises they can’t deliver.
 Over time, this tends to demotivate, leads to a
loss of loyalty, creates dissension
eventually causes the group to become
dysfunctional.
 Punishments may include reprimands,
unfavourable task assignments,
withholding of raises, promotions, and other
rewards. At best, punishments seem to have
minimal impact on satisfaction or productivity.
 Leaders who have access only to punishments
often resort to identifying degrees of
unfavourable behaviour, and dole out
punishment accordingly
House’s Path- Goal Theory
According to Robert House, the most important activities
of leader are those that clarify the path to various goal of
interest to subordinates, thus effective leaders form a
on connection between subordinate goal and organizational
goal. House’s Theory is concerned with four different
kinds of leader behavior. These include:
 Directive Behavior: This includes
scheduling work, maintaining performance
standards, and letting subordinates know
what is expected from them.
 Supportive Behavior: A leader displaying
this behavior is friendly, approachable, and
concerned with pleasant interpersonal
relationships.
 Participative Behavior: Leaders who
practice this behavior consult with their
subordinates, and consider their opinion.
 Achievement Oriented Behavior: This
behavior encourages subordinate to exert
higher efforts and strive for a higher level of
goal accomplishment. Leaders
demonstrating this behavior express
confidence that subordinates can reach
these goals
Situational Factor
Subordinate characteristics and environmental factors
greatly influence the success, and create the opportunity
for successful leadership.
 Firstly, individual characteristic affect the
achievement levels that can reasonably be
expected.
 Secondly, subordinates have individual needs
that must be met if their performance and
and motivation level is to remain high.
 Thirdly, subordinate’s aptitude and abilities will
affect both the performance and the response
of other co- workers.
Environmental factors that impact on leadership includes
and the following:
 The appropriateness of the leader’s style to the
situation will have a major impact on the
behavior of the group.
  Task clarity, urgency and subordinate empathy Cons:
will affect performance and motivation.
 Leader qualifications and knowledge will build Waste of time decision
group confidence and loyalty.
 There is probably no substitute for being in the This style is only useful when all subordinate are
right place at the right time. educated.

Collaborative/Group: The leader shares the problem with

subordinates as a group, obtains their collective input
Vroom’s and Jago’s Leadership Styles and tries to reach consensus on the solution. The leader
acts as a facilitator or chairman, trying not to influence
Leadership style options:
input and accepting any solution that the group may
Autocratic: This style states that the leader solves the suggest.
problem or makes the decision using information
HOW COLLABORATIVE LEADERS OPERATE
available to him or her at the time. In some cases, the
leader may consult with subordinates to obtain 1. Facilitating Conversations
information, but at no time does subordinate input 2. Sharing information and knowledge
include decision-making. The decision is passed on to 3. Encouraging Idea Collaboration
subordinates for implementation. 4. Synthesizing the available information
5. Making the right decision
Pros:
6. Communicating the decision to others
Effective when action is needed during
Leader Qualities
emergency
It is apparent that leaders must possess many qualities
Cons:
in order to be successful and maintain the support of
Communication is one way. subordinates. The following is a partial list of these
qualities.
Stressful on followers.
1. Intellectual stimulation: People are stimulated to
Unilateral decision-making
think of problems and solutions in new and different
Consultative: The leader shares the problem with ways. This depends on creativity, novelty and the ability
subordinates and gets their input. Subordinate to help people empathize with a new situation.
involvement is seen as either a collective or individual
2. Energy: The leader must be willing to exert the
request for information which may or may not influence
energy and effort that is necessary to see the task
the decision. The leader reserves the right to make that
through to completion.
decision.
3. Self-confidence: Leaders are self-assured and
Pros:
possess a confidence in the task, their ability to perform,
Employee can develop leadership quality and the abilities of subordinates to contribute.

Discipline 4. Assertiveness: Leaders express their feelings

Employee’s contribution in decision making honestly and directly inappropriate, spontaneous, and

process
non-manipulative ways. Assertiveness communicates
respect for others while acting in one’s own best interest.
5. Dominance: When appropriate, successful leaders
must be able to take control and dominate an issue,
environment or situation. The successful leader also
knows when to relinquish control and involve others.
6. Motivation: Successful leaders know what they want,
have a clear path to achieving it, and are “driven” by
intrinsic rewards. Whether it’s Maslows need for self-
actualization,
Alderfer’s growth needs, or McClelland’s need for power,
leaders are driven by a need for success and
achievement.
7. Honesty and Integrity: To be recognized for the right
reasons, leaders must be seen as being above
reproach. Honesty and integrity are two factors that
allow leaders to enjoy the support of subordinates.
Without these qualities, there is a perception of mistrust
which leads to a lack of confidence.
8. Charisma: Charismatic leaders possess the personal
qualities that give them the potential to have
extraordinary influence over others. They tend to
command strong loyalty and devotion and in turn, inspire
enthusiastic dedication and commitment to the leader
and his or her mission. Dedication is inspired from an
emotional commitment and followers come to trust and
identify with the leader. Charismatics tend to possess all
of the qualities noted above, and there is some
argument that charisma is in itself a style of leadership.
GROUP 7
What is a commissary?
A commissary is a facility that is approved as a base of
operation for commissary users where food, containers,
or supplies are kept, handled, prepared, packaged or
stored and is constructed and operated in compliance
with the City and County of Denver’s Food
Establishment Rules and Regulations.
Who needs a commissary?
A commissary is required for a temporary retail food
establishment, mobile retail food establishment, catering
operation or other food operations that need a facility to
safely handle, prepare, package or store food for retail
sale to consumers.
Where can a commissary be located?
A commissary must be located within 30 minutes or 30
miles of where the intended area of operation is located
or otherwise approved by the Department prior to use.
What makes a facility eligible to act as a
commissary?
• A commissary must have adequate equipment and
storage for the menu that is going to be prepared unless
otherwise provided at the location of operation.
• Amenities that might need to be provided by the
commissary include but are not limited to, cooking
equipment, cooling equipment, dry storage area,
refrigerator space, freezer space, ware washing
facilities, clean water and/or gray water disposal.
• A standalone commissary, restaurant or other
approved facility may be a commissary. The approval of
the commissary will be decided by the Department after
review of the menu and amenities required by the
commissary user.
How does the Department recognize a facility as a
commissary?
The commissary operator must enter an agreement, for
use of their facility, with the commissary user by
completing an Affidavit of Commissary. The affidavit
must be submitted to the department for approval prior
to use. The affidavit holds the commissary operator and
the commissary user accountable for remaining in
compliance with the City and County of Denver’s Food
Establishment Rules and Regulations.
How does the Department recognize a facility as a
commissary?
The commissary operator must enter an agreement, for
use of their facility, with the commissary user by
completing an Affidavit of Commissary. The affidavit
must be submitted to the department for approval prior
to use. The affidavit holds the commissary operator and
the commissary user accountable for remaining in
compliance with the City and County of Denver’s Food
Establishment Rules and RegulationsHow does the
Department recognize a facility as a commissary?
The commissary operator must enter an agreement, for
use of their facility, with the commissary user by
completing an Affidavit of Commissary. The affidavit
must be submitted to the department for approval prior
to use. The affidavit holds the commissary operator and
the commissary user accountable for remaining in
compliance with the City and County of Denver’s Food
Establishment Rules and Regulations.
How often does the Affidavit of Commissary need to
be updated?
An Affidavit of Commissary must be updated on an
annual basis and is required to obtain or renew the
commissary user’s business license. If a commissary
user choses to utilize a different commissary at any time,
an updated affidavit must be provided to the Department
for approval prior to the change of commissary location.
Employee Management
The effort to help employees do their best work
each day in order to achieve the larger goals of
the organization.Using an employee
management system can help your business
improve its efficiency, teamwork, and
communication. There are many tasks and
duties that fall under employee management,
but almost all of them can fit into one of five
categories.
Task/Duties under Employee Management
Selection
Selection entails finding and hiring the right
candidates to fill open positions to keep teams
and departments running smoothly.
Monitoring
Monitoring includes the measuring and
evaluation of employee performance, also called
performance management.
Interaction
Interaction covers the day-to-day exchanges
between manager and reports, as well as
among peers, to communicate job expectations,
company culture, feedback, and more.
Reward
The reward aspect of employee management
includes the praise, recognition, monetary
prizes, and other incentives that managers may
offer employees as a result of high
performance.
Discipline
Discipline describes the measures that
managers may take to improve low
performance, correct mistakes, and enforce
company policies.
Effects of Good Employee Management
Effective employee management often hinges
on individual managers and their ability to
motivate, communicate, and build trust with their
reports. The best managers act as coaches for
their employees, recognizing the great work
they’re doing now while challenging them to
improve.
Ways to Keep Employees
From Leaving
Treating everyone equally. As bad as
it might sound, not everybody is equal.
Some produce more, some less results.
Tolerating mediocrity. Some of the top
performers might not be excellent team
players. Putting them together with a
bunch of C-players is not good for
anyone.
Having dumb rules. We need rules to
make sure everything runs smoothly.
That doesn't mean these rules can be
dumb.
Not recognizing outstanding
performance and contributions. It's
just that important, give your employees
feedback and recognize the behavior
you want repeated.
Not having any fun at work. Even
when you're dealing with serious
challenges, it doesn't mean you have to
be serious all the time. Workplace can
and should be fun.
Not keeping your people informed.
Once again, we are back to
emphasizing the importance of internal
communications.
Micromanaging. Did you know, that
38% of employees would rather do
unpleasant activities – like opt for more
work or sit next to someone who eats
noisily – than sit next to
their micromanaging boss.
Not developing an employee
retention strategy. Do you have a list
of people you can't afford to lose? What
are you doing to keep them engaged?
Not conducting employee retention
interviews. It's already too late when
your top-performer walks out the door.
You need to be able to guess their
thoughts beforehand.
 Making the onboarding program an
exercise in tedium. Your new hires are
most impressionable during the first two
months on the job.
Retention
Salary and benefits must be
competitive
A recent Glassdoor survey of people in
recruitment, HR, and hiring managers
found that for 45% of employees who
quit, the top reason is salary. This
reason was followed by career
advancement opportunities, better
benefits, and location.
Hire the right person at the start
Glassdoor found that 35% of those
doing the hiring of new employees are
doing so with the expectation that more
employees will be quitting in the coming
year. It’s a little disheartening to know
that those doing the hiring are already
envisioning over one-third of their hires
walking out the door.
Reduce employee pain
You can’t expect employees to function
like robots. When an employee’s work
and life balance is out of whack, there’s
pain. If your employee feels like she
spends most of her life working instead
of living, the job becomes the bad guy.
Have leaders, not bosses
Few people want to be leaders, but
everyone wants to be the boss.
Remember, though, that people follow
leaders, while they abandon bosses. A
boss is a dime a dozen while leaders
are rare.
Keep an eye on your managers
Chances are pretty good that one of the
first things you’ll hear is griping about a
manager or boss, not the products, the
customers, or other co-workers. Keep
an eye on your managers. People follow
as they’re led, and a bad manager
creates a negative mess all around.
Make employee engagement possible
According to a Gallup poll, 56% of
somewhat disengaged and 73% of
actively disengaged employees are
actively looking for a different job.
Be a brand they can be proud of
Employees who are passionate and
care about the impact their lives have on
the world will consider working for a
positive branded business a serious
benefit.
* Just remember that your employees aren’t
automatons, chugging along only for a
paycheck. They care about where they work,
how they work, and who they work with. When
competing in a tight job market, it’s important to
keep that in mind instead of getting in an
unwinnable wage bidding war that could wipe
out your bottom line. *
LAWS AND REGULATIONS ON COMMISSARY
SERVICE OPERATION
Central Commissary Unit - A unit in Financial
Services reporting to the Assistant
Commissioner for Contracts & Financial
Services Division. This unit has the responsibility
for and authority to procure approved
merchandise, maintain adequate supplies,
monitor inventory and authorize the transfer of
goods for all of the Department commissaries.
Manager of Commissary - The individual
holding the title of Commissary Manager, or in
the absence of an individual with the title of
Commissary Manager, the individual (uniformed
or civilian) assigned by the facility's
Commanding Officer to manage the day-to-day
commissary operations at a correctional facility
pursuant to the policy and procedures of this
Directive.
IFCOM - The Inmate Financial Commissary
Management system is the computerized
operating system employed by the NYC
Department of Correction to electronically
perform the accounting functions for inmate
accounts, commissary transactions, and
commissary inventory.
 IFCOM Entry - All IFCOM entries, reports and
actions are to be performed in accordance with
the IFCOM User Manual
Inmate Receipt - An IFCOM issued printout or
in some instances, a manually prepared listing
of merchandise purchased. This receipt must
contain the purchasing inmate's name and book
and case number. The inmate receipt must
define the item, quantity, unit cost, item total and
the total cost of each item purchased.
Physical Inventory - The physical counting, by
non-commissary personnel, of each item of
merchandise stored in the commissary,
including any and all areas in which commissary
merchandise is stored, the IFCOM entering of
the actual count for each commissary item, the
comparison of the physical inventory count with
the IFCOM “on hand count” at the time the
physical inventory count was accomplished, the
reconciliation of any discrepancies, and approval
for physical inventory count.
Bar Code - The Uniform Product Code (UPC)
found on most commissary items that is
comprised of vertical bars with Arabic numbers
below. Bar codes may be scanned by IFCOM to
electronically inform IFCOM of the stock
number. Physical inventory, merchandise
receipts, and sales are to be accomplished by
employing bar codes. Scanning of bar codes is
the required method of entering item information
into the IFCOM system.
Transfer - Movement of product from one
facility's commissary inventory to another
facility's commissary inventory.
Price List An IFCOM printout of commissary
merchandise and its corresponding selling price
of commissary inventory available for sale on
the day of the printout.
Fiscal Year - The City of New York's year begins at the
opening of business on July 1st and ends at close of
business on June 30th.
IV. ADMINISTRATION
A. Commissary Committee shall be
responsible for approving for sale new
commissary items that have previously not been
sold in Department of Correction commissaries.
1. Committee Members
The Commissary Committee shall consist of the
following members of the Department of
Correction, or their designee:
Chief of Department;
Chief of Custody Management;
Chief of Facility Operations; and
Deputy Commissioner for Budget & Finance
(Chair).
Committee Responsibilities
a. Commissary Items The Commissary Committee
shall establish a process by which it will review
requests for additions and deletions of
merchandise from the commissary product line.
The Commissary Committee shall establish
standards by which requests for a change of
commissary merchandise will be fairly
evaluated. The Commissary Committee shall
notify, in writing, the Assistant Commissioner for
Contracts & Financial Services Division of any
decision changing the items sold in the
commissary. The Assistant Commissioner for
Contracts & Financial Services Division, through
the Central
b. Commissary Unit, is responsible for procuring
any new commissary item, and will report to the
Commissary Committee Chair within thirty (30)
days of approval of a new item with a timetable
of when that new item will be available for sale.
Inmate SpendingLimit the Commissary Committee
shall have the responsibility for establishing the
maximum spending limit per inmate, per week.
Commissary Item Limits the Commissary Committee
shall have the responsibility for establishing the selling
limit of any commissary item.
1. Receipt of Commissary merchandise;
2. Transfer of Commissary merchandise;
3. Condemnation of Commissary merchandise;
4. Sale of Commissary merchandise to inmates; and
5. Inventory Corrections.
Assistant Commissioner for Contracts & Financial
Services Division The Assistant Commissioner for
Contracts & Financial Services Division shall be
responsible for the implementation of procurement policy
mandated by the Commissary Committee.
Procurement of Items the Assistant Commissioner for
Contracts & Financial Services Division through the
Central Commissary Unit is responsible for the
procurement of all commissary merchandise as
approved or otherwise directed by the Commissary
Committee.
Inventory Monitoring The Assistant Commissioner for
Contracts & Financial Services Division through the
Central Commissary Unit has the exclusive responsibility
for maintaining an adequate supply of inventory at each
commissary through the procurement or transfer of
commissary merchandise.
Commissary Items The Assistant Commissioner for
Contracts & Financial Services Division through the
Central Commissary Unit is responsible for ensuring that
the sale price of items authorized by the Commissary
Committee are priced in accordance with the authorized
markup percentage establish by Financial Services
Division.
a. Procurement of contracts and /or purchase
orders;
b. Proper scheduling of all deliveries for all
commissaries; and
c. Authorization of transfer of commissary
merchandise from one commissary's inventory to
another, as required.
Commissary Revenues The Assistant Commissioner
for Contracts & Financial Services Division, through the
Central Commissary Unit, is responsible for optimizing
commissary sales and curtailing expenses by examining
and monitoring commissary operations.
Quarterly Commissary Financial Report The Assistant
Commissioner for Contracts & Financial Services
Division shall be responsible for issuing a quarterly
commissary financial report to the Commissary
committee.
a. Statement of revenue collected from inmate
accounts;
b. Statement of Gross Margin on Sales;
c. Statement of all Commissary items, including the
selling price and unit cost as stated on the IFCOM
system;
d. Statement of the value of inventory on hand at the
end of the fiscal quarter as recorded on the IFCOM
system;
e. Statement of the number of operating hours
during the fiscal quarter as recorded on the IFCOM
system;
f. Statement of the number of sales transactions to
inmates during the fiscal quarter as recorded on the
IFCOM system;
g. Statement of the total dollar value of
condemnations during the Fiscal quarter as
recorded on the IFCOM system;
h. Statement of the total dollar value of variances
during the Fiscal quarter as recorded on the IFCOM
system;
i. Statement of all promotions, rebates and
discounts received during the Fiscal quarter; and
j. Statement of facility Weekly Report activity.
Physical Count Adjustment Report The Assistant
Commissioner for Contracts & Financial Services
Division, through the Central Commissary Unit, shall be
responsible for conducting a monthly analysis of the
dollar values associated with the adjustments to identify
any patterns or trends. Categories of adjustments
associated with large dollar values will be the subject of
follow-ups and investigations as appropriate.
Deputy Commissioner Information Technology The
Deputy Commissioner, Information Technology is
responsible for maintaining all technologies affecting
commissary operations, providing all technical supports
for commissary operations, and providing IFCOM
training to commissary personnel.
COMMISSARY OPERATIONS
The Manager of Commissary is responsible for the
daily operation of commissary, including transactions
and the attendant IFCOM entries and adjustments.
Sanitation
The facility commissary must be kept clean and well
organized.
The facility commissary is to be painted as often as
necessary.
The facility commissary lighting shall be in good working
order with lighting fixtures free of dirt.
The facility commissary shall be kept free of insect and
rodent infestation.
The facility commissary refrigeration must be kept clean,
inside and out, operational, and used for all merchandise
requiring refrigeration.
Security The facility commissary must be secured at all
times. Access to the facility commissary must be limited
to commissary supervisory and dedicated commissary
staff. Unauthorized staff are not permitted in the
commissary, or in any storage area of the commissary at
any time.
Inmate Price List The facility must generate and post a
price list from IFCOM each operating day prior to
shopping the first inmate. The price list shall be posted in
a highly visible area, accessible to inmates using the
commissary.
Receipt of Merchandise
General Delivered commissary merchandise will be
received in accordance with established Departmental
policy as stipulated in Departmental Directive # 2305,
Inventory Control Policy and Procedure - Section 3 -
Receiving.
There are certain commissary merchandise delivery
standards that must be met:
a. 75% product shelf life remaining at time of
delivery;
b. Crushed or water damaged cases must be
refused;
c. Any case leaking contents must be refused;
d. No product invoiced for a different facility will be
accepted by another facility without the approval of
the Central Commissary Unit; and
e. Most importantly, the shipping count must match
the delivery count.
f. All commissary personnel must adhere to
published Department Directives, General Orders,
Operations Orders, and any other Departmental
communication regarding access to institutions of
non-Departmental employees.
g. Delivery agents must be given the opportunity to
deliver merchandise in a timely matter. Any delay in
accepting merchandise may affect the delivery of
merchandise to another facility.
h. Commissary merchandise received by an
institution must be immediately transferred to
commissary control and entered into IFCOM. The
storage of any merchandise without IFCOM entry is
strictly prohibited.
Receiving Area
a. Institutions Having A Dedicated Commissary
Receiving Area It is the responsibility of the
facility's Commanding Officer to establish,
institute and implement through the issuance of
an Institutional Order all procedures necessary
for the facility, to ensure that all commissary
merchandise received by the facility is
accurately counted prior to acceptance,
forwarded to the commissary storage area, and
immediately entered into the IFCOM system in
accordance with the IFCOM Operation Manual.
b. Institutions Not Having A Dedicated
Commissary Receiving Area It is the
responsibility of the facility's Commanding
Officer to establish and implement, through the
issuance of appropriate Institutional Orders, all
procedures necessary to ensure that all
commissary merchandise delivered and
received by the facility is accounted for and
delivered to the facility commissary immediately
Incorrect IFCOM Receiving Entry It is the responsibility
of the facility's Commanding Officer, through the Deputy
Warden for Administration, to ensure that all commissary
merchandise received by the facility is being entered
correctly into the IFCOM System.
The following steps are to be followed for all receiving
inventory corrections:
a. When any incorrect IFCOM receiving entries
occur, the Manager of Commissary must notify the
Administrative Captain or Business Manager and the
Central Commissary Unit immediately upon
discovery and verbally request an inventory
adjustment.
b. The Manager of Commissary will complete the
Inventory Correction Form (Appendix 2). It must be
detailed and forwarded to Financial Services.
c. If the receipt is for less than the amount ordered,
the Central Commissary Unit will contact the vendor
and request the remainder of the delivery. The
Central Commissary Unit will contact the Manager of
Commissary and advise when the remainder of the
order will be delivered.
d. the Manager of Commissary should accept only
the ordered amount.
e. The facility Business Manager is responsible for
verifying the adjustment.
f. The Facility Business Manager is responsible for
sending the Commissary Verification Form
(Appendix 3) to confirm the transaction and gain
access to the appropriate IFCOM screen to the
Central Commissary Unit.
g. The Central Commissary Unit will accept only the
mandated Verification form. The inventory
correction will not be approved if an alternate
method of notification is employed.
h. The Manager of Commissary will maintain a hard
copy of all Verification forms on file in the facility for
a period of seven (7) years.
Submission of Receiving Paperwork It is the
responsibility of the facility's Commanding Officer,
through the Deputy Warden for Administration, to ensure
that all receiving documents are submitted to Financial
Services: attention: Payment Unit, within twenty-four (24)
hours of the receipt of commissary merchandise.
Documents that must be submitted by facility
commissaries are:
a. The original of the delivery ticket, invoice, or
packing slip must be stamped (Appendix 4) and
 signed by the receiver. The receiver must clearly
print the stock number, the quantity of
commissary merchandise received by selling
unit, the quantity of merchandise received by
delivery unit, date and time received, and clearly
affix a legible signature with shield or
identification number to the delivery document.
b. An attached copy of the printed inventory receipt
report generated by IFCOM.
c. All inventory receipt reports must be verified by
the Deputy Warden for Administration or
designee. All documents must be signed, dated
and forwarded within twenty-four (24) hours after
the merchandise was received to the Financial
Services Payment Unit.
Maintenance of the Receiving Document
Records It is the responsibility of the facility's
Commanding Officer, through the Deputy Warden
for Administration, to ensure that all receiving
commissary merchandise receiving documents and
inventory receipts reports are maintained in a
retrievable and auditable fashion within the facility
for a period of seven (7) years.
Processing of Vendor Payments Financial
Services will process commissary vendor payments
in accordance with the Policy Procurement Board
Rules and Comptrollers' Directives.
Commissary Sales It is the responsibility of the
facility's Commanding Officer, through the Deputy
Warden for Administration, to ensure that each
inmate is given the opportunity to purchase
commissary merchandise at least once per week.
IFCOM System It is the responsibility of the facility's
Commanding Officer, through the Deputy Warden
for Administration, to ensure that all commissary
sales to inmates are processed through IFCOM.
Manual Sales (IFCOM Inoperable) Manual
shopping by inmates is permitted only when the
IFCOM system is unavailable. When the facility
Commanding Officer determines that manual
shopping by inmates is necessary, the facility
Commanding Officer must notify the Assistant
Commissioner for Contracts & Financial Services
Division.
a. A physical inventory (manual sales opening
inventory) of all commissary merchandise must be
undertaken prior to the first manual sale transaction.
b. Manual commissary sales are only to be made to
inmates who have sufficient funds in their Inmate
Account, but cannot exceed the current weekly
spending limit on commissary sales set by the
Commissary Committee.
c. The Manual Sales Form (Appendix 6) MUST be
completed, totaled and signed by an inmate prior to
the issuance of merchandise.
d. A physical inventory of all commissary
merchandise must be taken after the last manual
sales transaction, but prior to the first IFCOM
transaction.
e. A complete reconciliation of the manual sales
process must be performed prior to shopping the
first inmate using the IFCOM system.
f. Reconciliation of Manual Sales Process
Selling Merchandise The facility's Commanding Officer,
through the Deputy Warden for Administration, will be
responsible for the following conditions relative to the
sale of commissary merchandise to inmates:
1. Manager of Commissary It is the responsibility of the
Manager of Commissary to limit damage, loss, theft and
ensure freshness of commissary merchandise. The
Manager of Commissary must pay particular attention to
the proper rotation of commissary stock using the First In
First Out (FIFO) method of inventory.
2. Inmate Price List The facility must generate and post
a price list from IFCOM each operating day prior to
shopping the first inmate. The price list shall be posted in
a highly visible area, in plain sight of the inmates using
the commissary.
3. Item Display At least one (1) sample or facsimile of
each commissary item available for sale must be on
display for inmate viewing.
4. Inmate Limits There will be neither a dollar nor item
limit placed upon any commissary purchases by an
inmate unless authorized by the Commissary Committee
or, in emergency circumstances, by the Chief of
Department, or, if IFCOM is inoperable, by this directive.
5. Identification When doubt exists as to the identity of
the inmate about to purchase commissary merchandise
the Administrative Captain and/or Business Manager,
will be notified for assistance. No sale to the inmate will
occur until the proper identity of the inmate is
established.
Inmate Receipt of Merchandise Inmates may not
physically take receipt of commissary merchandise until
the IFCOM receipt is printed and presented to the
purchasing inmate and the inmate has signed the
Commissary Sales Log.
Inventory Rotation All commissary, merchandise must
be maintained using the First In First Out (FIFO)
principle.
All commissary merchandise must be stored properly.
a. All commissary merchandise should be stored in
accordance with manufactures' requirements, as
specified on the packaging.
b. When at all possible, all commissary merchandise
should be stored in areas that are climate controlled (air
conditioned in the summer and heated in the winter).
c. All commissary merchandise not requiring
refrigeration must be stored on shelves, skids, pallets or
specifically constructed grating with a minimum of four
(4) inches of clearance from the floor.
d. All commissary merchandise requiring refrigeration
must be stored in a refrigerator on shelves or on skids,
pallets or specifically constructed grating with a minimum
of four (4) inches of clearance from the floor of the
refrigerator.
Audio Equipment
a. Radio - Each radio must be approved by the
purchasing inmate. In addition, each radio sold must be
engraved with the inmate's book and case number.
b. Battery - Each battery must be tested to ensure
sufficient operating strength.
Commissary Sales
a. All commissary sales to inmates are final.
b. There will not be any provisions to return merchandise
to commissary for eithercredit or exchange, except for
commissary merchandise sold using bagging operation
procedures.
c. Bagging Operation
The following measures are to be taken when bagging
commissary merchandise:
i. Inventory/Account Debit Inmate selected
merchandise is debited from inventory and
payment made from the inmate's account
prior to any merchandise leaving the
physical confines of the commissary.
ii. Bagging Operation Sales Form A dedicated
sales form must be used for a bagging
operation. Each form must be geared toward
the facility's distinct needs.
iii. Inmate Signature The inmate signature of
receipt of commissary merchandise is to be
made a part of the record for the day's sales
and maintained by the institution in auditable
chronological order for a period of seven (7)
years.
iv. Commissary Merchandise Return Bagged
commissary merchandise is returnable only
when the commissary merchandise is
undeliverable to the purchasing inmate
because the inmate is no longer housed in
the selling facility or in the custody of the
Department.
v. Coupons are not acceptable or redeemable
as credit toward any purchase of
commissary merchandise.
Institutional Order Any promulgated Institutional Order
shall not conflict with this Directive nor contain any
amended procedures that may be in conflict with this
directive.
Condemnations On occasion it will be necessary to
condemn commissary merchandise due to its physical
condition, shelf life expiration, compromised packaging
integrity, insect or rodent damage, or extreme
environmental conditions such as heat, cold, moisture,
or humidity.
The following steps are to be followed for condemnation
inventory corrections:
a. The Condemnation Form
b. The Central Commissary Unit will provide
access to the appropriate IFCOM condemnation
screens.
c. The Manager of Commissary is responsible for
entering the condemnation.
d. After the condemnation entry is made, the
Manager of Commissary will notify the Business
Manager to verify the transaction with an IFCOM
generated reference number.
e. The Business Manager is responsible for
verifying the condemnation.
f. The Business Manager is responsible for
contacting the Central Commissary Unit for
access to the Verification Screen and for
sending the Verification form (Appendix 3) to
confirm the transaction with the Central
Commissary Unit.
g. The Central Commissary Unit will only recognize
the appropriate Verification form. The
condemnation will not be approved if an
alternate method of notification is employed.
Physical Inventory The physical inventory must be
conducted prior to the manual sales when IFCOM is
inoperable, and at the end of manual commissary sales.
Processing Physical Inventory
a) The physical inventory must be conducted after
the last inmate is serviced.
b) All inventory corrections must be completed as
outlined in section V., E., 4 prior to the beginning
of the physical inventory process.
c) An IFCOM Commissary Stock Status report and
IFCOM Physical Count work sheet must be
printed after the last inmate has been serviced,
but prior to the start of the physical inventory.
d) The physical inventory will commence using the
IFCOM Physical Inventory Work Sheet. The
 results of the physical inventory must be entered
into the IFCOM System.
e) An IFCOM Physical count Report must be
printed.
f) Each retail (unit price) inventory dollar variance
(positive or negative) per stock number must be
fully investigated and documented by the facility.
Variances in similar types of items (Ex: plain
potato chips, barbeque potato chips, Bravos)
although having separate stock numbers should
be investigated together and documented as
one variance (positive or negative).
g) The IFCOM Physical Count must be approved
by the facility’s Commanding Officer or the
facility's Commanding Officer's designee. An
IFCOM Stock Status Report must be printed
after the physical inventory is approved and
before the initial commissary sale of the new
business day.
h) A copy of all monthly physical inventory
documents (the pre-physical inventory Stock
Status Report, the Physical Count Report, and
the post physical inventory Stock Status Report)
must be signed by the facility’s Commanding
Officer and received within three (3) business
days by the Assistant Commissioner for
Contracts & Financial Services Division.
Year-ended Physical Inventory A year-end inventory
must be completed after the last purchase on the last
commissary sales day of the fiscal year.
The fiscal year ending physical inventory is critically
important as it is:
a) Used to establish the gross margin of sales
revenue for the Department.
b) The only method by which the Department can
officially state the inventory for the beginning of
a fiscal year.
Transfers It will be necessary on occasion to transfer
IFCOM received merchandise from one institution's
commissary to another, due to delivery difficulties or
inmate population changes.
The following Steps are to be followed for transfer
transactions:
a) The Manager of Commissary for the “transfer
out” facility must notify and fax the commissary
Transfer Form to the Central Commissary Unit
immediately after the merchandise was picked
up by the “transfer in” facility.
b) The Central Commissary Unit will initiate the
transfer transaction on the IFCOM system by
following the steps outlined in the IFCOM
Commissary User Manual.
c) The Central Commissary Unit will indicate the
system generated reference number on the
commissary Transfer Form.
d) After the transfer entry is made, the Central
Commissary Unit will notify the Manager of
Commissary to verify the transaction with an
IFCOM generated reference number.
e) The Manager of Commissary is responsible for
verifying the transfer.
f) The Manager of Commissary is responsible for
sending the Verification Form (Appendix 3) to
confirm the transaction with the Central
Commissary Unit.
g) The Central Commissary Unit will only recognize
the appropriate Verification Form.
h) The inventory adjustment will not be approved if
an alternate method of notification is employed.
i) The facility Business Manager is responsible for
approving the transfer.
j) The facility will maintain the original transfer
form along with commissary sales, inventory and
merchandise receipt records.
Weekly Report Facility Commanding Officers will be
required to forward to the Central Commissary Unit a
Weekly Report of commissary activity detailing
favorable, adverse or unusual conditions that impacted
commissary operations of the previous week.
IFCOM COMMISSARY SYSTEM USE
a) Training The facility's Commanding Officer,
through the Deputy Warden for Administration,
must ensure that all staff authorized to operate
IFCOM have received the appropriate training.
b) Access Codes and Passwords
1. The issuance of IFCOM access codes
and passwords for commissary
personnel; and
2. The termination of IFCOM access codes
and passwords when a holder no longer
is assigned to commissary.
c) IFCOM User Manuals The facility's
Commanding Officer, through the Deputy
Warden for Administration, must have available
at the command level a sufficient number of the
IFCOM User Manuals.
d) IFCOM System Records It is the responsibility
of the Assistant Commissioner for Contracts &
Financial Services Division in conjunction with
the Deputy Commissioner for Information
Technology to make available all information
stored on the IFCOM system.
These reports should be accessed in
accordance with the Commissary User Manual.
1. Commissary Financial Report;
2. Commissary Inmate Report;
3. Commissary Inventory Report;
4. Commissary Price Report;
5. Commissary Sales Journal;
6. Condemned Inventory Report;
7. Inventory Receipts Report;
8. Transferred Inventory Report;
9. Physical Count Report;
10. Physical Inventory Worksheet;
11. Stock Status Report; and
12. Sales Summary Report.