ORGANIZATION

G_______________ of P________________ W_________________ T__________________ in order to

A__________________ a C___________________ G______________.

MANAGEMENT
According to Peter Drucker management ….

Is the A______ of G___________ T____________ D_________ through P___________.

According to Ricky W. Griffin management is ….

A S__________ of F_________________ D____________________ at the E______________ and E__________________

U__________________ of R_________________ in the P________________ of

9 M’s or 9 RESOURCES
1. __________________ 1. __________________ 1. _________________
2. __________________ 2. __________________ 2. _________________
3. __________________ 3. __________________ 3. _________________

FUNCTIONS OF MANAGEMENT
P_______________ O________________ S________________ L________________ C________________

FUNCTIONAL AREAS or BRANCHES OF MANAGEMENT

F___________ M__________ H___________ O____________ P____________ I __ __
Management Management R___________ Management Management Management
Management
Financial Statements 8 P’s
1. I_________ P__________
Statement P__________
2.Statement of P__________
C________ in P__________
O_____ E_____
P__________
3.Statement of
P__________
F_________
P__________
P_________
P__________
4. N________

5. Statement of

C_____ F_____
MANAGEMENT THEORIES
 MANAGERIAL LEVELS
_____________________ MANAGERS- focus on long-term organizational concerns, they are also concerned with the
organization’s inter-relationships with their external environment. They have authority over all other human resources of
their organization. Examples: _________________________________________________________________________
_____________________ MANAGERS – are tactical managers in charge of the organization’s middle levels or departments.
They act as go-betweens between higher and lower levels of the organization. Middle-level managers are more aware of the
company’s problems compared to managers in the higher-level. Examples: ______________________
_____________________ or _____________________ MANAGERS - are known as operational managers and are
responsible for supervising the organization’s day-to-day activities. Examples: ___________________________________

MANAGERIAL ROLES
___________________ ROLES – leader, liaison, figurehead
___________________ ROLES – spokesperson, monitor, disseminator
___________________ or ______________-MAKING – disturbance handler, resource allocator, negotiator, entrepreneur

Liason – is needed by unit heads when they interact with persons in other units within and outside the organization
Resource Allocator – distribution of funds, personnel, materials and other resources
Negotiator – Suppliers, Employees, Unions, Pressure Groups, Government, Customers, etc.
Entrepreneurial Role – identification of new opportunities, development of new product, service, method or process

LEVELS OF MANAGEMENT AND THE SKILLS OF MANAGERS

MANAGERS
MANAGERS _________________ SKILLS _____________ SKILLS __________ SKILLS
MANAGERS

ENVIRONMENTAL SCANNING
Environmental Scanning refers to the factors or elements affecting a business organization. The process of seeking for
and sorting through data about the environment.

In___________ Business Environment

-refers to the factors or elements within the organization which may also affect its performance, either positively or
negatively.
Ex___________ Business Environment
-includes the factors and elements outside the organization which may affect its performance, either positively or
negatively

INTERNAL STAKEHOLDERS
Decisions made using accounting information /
Type of User Definition Example of Users
Benefits from accounting information
Founders of the
Existing investors of the company; Mainly concerned with the returns earned from their
company,owners
Owners or Stockholders concerned mostly with the profits of the investment; owners taking active roles in the
,stockholder,partner
company operations of the business; also make decisions
,proprietors
Employees that can make decisions for the Board of directors ,top Uses financial information in making business
Management company; considered the brain of the management,middle-level decisions ;allows management to identify problems
company ,supervisors immediately and to respond accordingly
Persons in the compay aside from laborers, field workers
Check if the business is profitable enough to provide
Employees managers and owners or stockholder ;do ,non-managerial
compensation and other benefits
not have authority to implement decisions employees
 EXTERNAL STAKEHOLDERS
Decisions made using accounting information /
Type of User Definition Example of Users
Benefits from accounting information
Patrons,clients,people
Main source of income of businesses Whether or not to build relationship with the
Customers aquiring goods or services
;acquire goods and services for fee business, to haveany dealings with the business
of a company for a fee
Banks,lending instutution,
Providers of additional funds whe the
wealthy individuals Whether or not to lend resources to the business,try
initial nvestment of owners is exhausted
Creditors ;sometimes the to see if the business is not very risky before lending
;lend resources to businesses usually in
government can also lend funds
the form of money
resources to a company
Providers of additional funds when the
Wealthy individuals, other Whether or not to invest in the business,primary
initial investment of owners is exhausted;
Potential Investors businesses planning to concern is the ability of the business to provide
investment resources in the business
invest acceptable returns
hoping to earn decent returns
An external user whose primary role is to Different government Oversees business operations with the end goal of
regrete businesses ; studies financial agencies,taxing improving the economy;checks the accuracy of the
Government
statement to determine amount of taxes authorities,government financila statements to compute for the correct
payable official amount of taxes payable
Uses information in teaching;researches loopholes
Uses information primarily for academic Proffesors, lecturers
Academe and possible improvements in the field of
purposes ,student,and researchers
management and accountancy
citizens and resident of the country even
Common people not Concerned with the overall perfomance of the
though they do not plan to transact with
General Public connected with the economy;use financial information to estimate
the business;use for financial statements
company economic performance
to gauge the condition of the economy

PESTLED
P________________
-Government Policies (Contractualization, Employee Benefits, Holiday Pay)
- Lobbying/ Pressure Groups /Union Related Groups (Safety and Benefits of Employees, CBA, Company image in the
Community)
-Wage Order Increase (Required Compliance)
E________________
-Domestic Economy (Economic Crisis, Undesirable economic situation may lead to employees’ seeking opportunity
abroad)
-Global Economy (Ex: Global Financial Crisis)
-Taxation Issues
-Exchange Rate (Cost of raw materials brought outside the country)
-Inflation (Impact on raw materials, impact to employees in terms of their net take home pay)
S________________
-Demographics
-Media Views
- Company branding
-New Generation of Customers
T________________
-Technology Development (New methods and systems)
-Technology that may affect labor requirements
L________________
-Current and Future Legislation
-Regulatory Body and Processes (DTI, SEC, CDA, FDA, BFAD, etc.)
-Labor & Employment Law
E________________
-Environmental Issues -Safety of Community and Residents
-Environmental Regulations -Corporate Social Responsibility
 SWOT ANALYSIS

P__ __ __ __ __ __ E N__ __ __ __ __ __ E
SWOT H__ __ __ __ __ L H__ __ __ __ __ L
I__ __ __ __ __ __L
P__ __ __ __ __ T

S__ __ __ __ __ __ __ W__ __ __ __ __ __ __ __ __

1. __________________________________ 1. __________________________________
__________________________________ __________________________________
__________________________________ __________________________________
E__ __ __ __ __ __ _L

O__ __ __ __ __ __ __ __ __ __ __ __ T__ __ __ __ __ __
F__ __ __ __ E

1. __________________________________ 1. __________________________________
__________________________________ __________________________________
__________________________________ __________________________________

Examples of Opportunities:
Demand for Cheaper Product or Service, Demand for other product/service features, Foreign market, Niche
Examples of Threats:
New Legislation, Increased Competition/New Entrants

Michael Porter’s 5 Forces Analysis

BOSTON MATRIX
B_____________________________
B________________ is defined as the process of measuring or comparing one’s own products, services, and practices
with those of the recognized industry leaders in order to identify areas for improvement

PHASES OF ECONOMIC DEVELOPMENT

Economic ______________
– increase in the given amount of goods and services produced by the country’s earnings

Economic ______________
– is a total process which includes not only economic growth or the increase in the given amount of goods and services
produced by the country’s economy, but also considers the social, political, cultural, and spiritual aspects of the
country’s growth.

Gross ____________ Product (G__P)

– total final output of goods and services produced by the country’s economy, within the country’s territory

Gross ____________ Product (G__P)

– total domestic and foreign output claimed by the residents of a country

Inflation Rate
-

MALTHUSIAN THEORY
-Proposed by Thomas Robert Malthus
-The economic growth is inversely proportional
to the population. The smaller the population,
the higher the economic growth and vice
versa.

KUZNETS CURVE
-Proposed by Simon Kuznets
- The Kuznets curve states that as an economy
develops, economic inequality first increases, but
after a certain threshold of development had been
reached, income inequality would eventually decline.

ENVIRONMENTAL KUZNETS CURVE

-States that a country’s environment tends to
degrade as the country grows richer, but after the
country reaches a certain level of economic
development, the quality of its environments begins
to improve.

POST DEMOGRAPHIC TRANSITION

-Proposed by Warren Thompson
- Is the transition from high birth and death rate to
lower birth and death rate as the country develops
from pre-industrial to an industrialized economic
system.
ROLES OF BUSINESS
1. Profit
2. Employment - employs people to work for them
3. Income - employees provides products & services and in return they get paid
4. Choice – allows consumers to be able to choose the different features, quality and price of the product they want.
5. Innovation – allows new ideas
6. Entrepreneurship – people can start and operate their own business
7. Wealth & Quality of Life – makes our life easier

FIVE CULTURAL DIMENSIONS ACCORDING TO GEERT HOFSTEDE

1. Power Distance – unequal distribution of power among people in organizations and the institutions of society.
The use of “Sir” and “Madam” by Philippine employees indicates high power distance unlike the US who just use the
name or nickname of their bosses when addressing them.
2. Uncertainty Avoidance – the degree to which society is comfortable with risk, change, and situational uncertainty
Managers in the US are risk takers, while Filipinos are seguristas
3. Individualism-Collectivism – individual accomplishments vs collective accomplishments
US and Australia have individualistic cultures unlike the Philippines who prefer group or team work
4. Masculinity-Femininity
Filipinos are very motherly
5. Time Orientation – short-term thinking vs long-term thinking

LOCAL & INTERNATIONAL BUSINESS ENVIRONMENT

GLOBALIZATION
I_______________________ and I___________________ among P____________ and
O__________________ A______________ the W______________.
FORMS OF BUSINESS ORGANIZATION / ORGANIZATIONAL DESIGN
S_________________ ORGANIZATIONAL DESIGN
STRENGTHS WEAKNESSES
 Flexible  Risk that overdependence on a single person
 Fast Decision-Making and Results  No longer appropriate as the company grows
 Clear Accountability
F_________________ ORGANIZATIONAL DESIGN
STRENGTHS WEAKNESSES
 Cost-Saving Advantages  Managers have little knowledge of other units’
 Management is facilitated because workers functions
with similar tasks are grouped together
D_________________ ORGANIZATIONAL DESIGN
STRENGTHS WEAKNESSES
 Focused on Results  Possible duplication of activities and resources
 Managers are responsible for what happens to  Increased cost and reduced efficiency
their products and services

T_________________ ORGANIZATIONAL DESIGN

STRENGTHS WEAKNESSES
 Empowerment of team members  Great pressure on teams to perform
 Reduced barriers among functional areas
M_________________ ORGANIZATIONAL DESIGN
STRENGTHS WEAKNESSES
 Specialists are involved in the project  Double Chain of command
 Two managers – Functional area manager &
divisional Area manager
 Task and Personality Conflicts
P_________________ ORGANIZATIONAL DESIGN
STRENGTHS WEAKNESSES
 Flexible designs  Complexity of assigning people to projects
 Fast decision making  Tasks and personality conflicts
B_________________ORGANIZATIONAL DESIGN
STRENGTHS WEAKNESSES
 Not limited to traditional organizational  Unclear Chain of command
designs  Task and Personality Conflicts
 No departmentalization/no boundaries
V_________________ORGANIZATIONAL DESIGN
STRENGTHS WEAKNESSES
 Not limited to traditional organizational  No security of tenure
designs  Lack of control
 Highly flexible and responsive  Problems in communications
 TYPE OF BUSINESS
DEFINITION INPUT OUTPUT ADVANTAGES DISADVANTAGES EXAMPLES
ACCORDING TO ACTIVITIES

●Inability to provide
Firms that generally ● Absence of
the same quality or
use their employees inventory
Service to provide services
Labor Intangible; Service
● No production
standard service
●Maintaining
to consumers facilities
employees

Firms that buy

finished or almost Goods or
● Visible products
finished goods from Merchandise Tangible; ● Managing
Merchandising their suppliers and bought from Merchandise/Goods
● Less conversion,
Inventory
time, and effort
resell the same to Suppliers
customers

●Generally need
production facilities
● Cost of quality
Raw materials, Tangible;
Firms that create ● Quality control control
Manufacturing their own products
labor, over- Manufactured
●Visible products ● Managing
head Products
inventory
●High conversion
costs
 PLANNING FUNCTION
PLANNING
- Is a very essential component of management
- Proper coordination minimizes wastes
- Goals and standards established during planning may be used for controlling
- Is a process that involves the setting of the organization’s goals, establishing strategies for accomplishing those goals,
and developing plans of action or means that managers intend to use to achieve organizational goals

IMPORTANCE OF PLANNING
- Provides direction to all of the organization’s human resources-both managers as well as employees.
- Reduces uncertainty. It involves the consideration of future events that may affect their company
- Minimization of wastes. Proper coordination of activities due to planning, ineffectiveness, and inefficiencies could be
easily detected and can be corrected or eliminated.
ILLUSTRATIVE GOALS & OBJECTIVES FOR A DEPARTMENT STORE

GOALS OBJECTIVES
Increase sales by 10% each year in the next five
Improve Market Standing
GOAL years.
Increase product lines or services to include
- Is a b__________ primary outcome supermarket, boutiques (for upper middle
- D___________ e______ Become more Innovative
income group), sports products and jewelry
items and increase the share of revenues from
GOALS vs OBJECTIVES these products to 25% of total sales at the end of
- five years.
Complete installation of computer systems to
GOALS vs PLANS Improve Productivity facilitate inventory control and faster service at
the cashier's area within three years.
- Goals are the target or desired ends while plans are the actions Double total parking space in five years.
or means used to achieve organizational goals Upgrade Physical and
Complete new annex building to house new
botiques, etc., at the end of the third year.
GOAL SETTING Financial Resources
Increase the proportion of borrowed funds to
- The identification of targets or desired ends 25% of total assets.
Maintain a minimum of 20% ROI (Return on
that management wants to reach Profitability Investment) on stockholders'equity for the next
5 years.
Install a formal performance appraisal system
Improve Managerial for Managers and establish in-house supervisory
Capabilities and Attitudes training programs by the end of the next two
VMOST years.
Install in-service training programs and organize
Improve Worker Skills
VISION and Attitudes
Total quality Control Circles by phases in all
store locations.
- A m_________ image of what the organization will be in the future, Allocate 2% of annual profits to undertake
Enhance Company's
as desired by the company management and employees projects or programs to improve image in
Image for Public
community such as donations for scholarship
Responsibility
MISSION grants and donations to calamity victims.
- B___________ p___________ of an organization
and range of their o________________
OBJECTIVES
- Steps needed in order to a____________ d___________ e_____
- Is a specific and measurable milestone that must be achieve in order to reach a goal

CHARACTERISTICS OF AN OBJECTIVE
S_______________ M_______________ A_______________ R_______________ T_______________

DIFFERENTIATE A GOAL FROM AN OBJECTIVE

___________________________________________________
___________________________________________________
___________________________________________________

STRATEGY
- Is a p______ of a______ d____________
to achieve an o_______________
TACTIC
- Is a s_________ a____________ step required
to deliver on a strategy
PLANNING AT THE DIFFERENT LEVELS IN THE FIRM
S____________ PLANNING
-top-level planning which involves making decisions about the organization’s long term goals

T____________ PLANNING
-is middle-level management planning which refers to procedures and transformation of strategic goals/plans with specific
goals.

O____________ PLANNING
-is lower-level management planning which involves routine tasks repeatedly done by the firm’s lower level units

TOP MANAGERS
S____________
Planning

MIDDLE LEVEL MANAGERS

T____________ Planning

LOWER-LEVEL MANAGERS
O____________ Planning

S___________ PLANS (Top Managers)
- plans that establish the organization's
overall goals and apply to the entire
firm; they are broad in scope and are
the responsibility of the organization's
President or COO, and other managers
T_______ PLANS (Middle Managers)
TYPES
O_______________ PLANS
OF (Lower Level Managers)
PLANS - plans that apply to a particular unit
area only; their scope is narrow;
achievement of company goals may
not be achieved if operational plans
are not clear
-are developed to support tactical
plans.
C________________ PLANS
-are general statements that explain how managers
S__________/ON-GOING
PLANS
- plans that are ongoing;
provide guidance for
different activities done
repeatedly; refer to the
- a set of step-by-step directions that explains how
identified activities of
operational plans ; are plans
designed to be used again
and again.
- a rule requires that a specific action or alternatives
to be taken or not taken with respect to a situation.
S_________-U___ PLANS
- plans used or stated once
only as this applies to the
entire organization; refer to
the operational plans of the
firm
P_________________
- a broad guideline for managers to follow when
dealing with important areas of decision making
should attempt to handle routine management
responsibilities.
-Policies help decide issues before they become
problems and make it unnecessry to analyze the
same situation every time it comes up.
P_________________
- outlines a series of related actions that must be
taken to accomplish a particular task
activities or tasks are to be carried out.
R________
- are derivedfrom policies
It is more specific than a policy.
-Rules are enforced while policy is implemented.
P_________________
- collection of related projects
- ex: Expansion Program
P_________________
- has a specific starting and end point
- ex: building a new factory, moving the office to
another location, opening a new branch/outlet,
borrowing money to finance expansion
B_________________
- it details how funds will be spent on labor, raw
materials, capital goods, marketing, etc. on a
specified length of time
Planning Techniques and Tools
GANTT CHART
Below are steps in conducting a research. Assuming you are given three weeks to finish a certain research, how do you
think will you be able to finish it? Arrange the steps and create a Gantt chart. Task #1 is already done for you.

Task A. Selection of Topic

Task B. Reviewing the literature
Task C. Development of theoretical and conceptual framework
Task D. Clarification of research question
Task E. Research design
Task F. Data collection
Task G. Data analysis
Task H. Drawing conclusions

DURATION Starting Completion

FEBRUARY
TASK (No of days) Date Date 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21
1

A 2 days Feb. 1 Feb. 2

LOAD CHART

CRITICAL PATH ANALYSIS

 BUDGETING
- Preparation of financial statements by the company with regard to the expected sales, expenses, production, and
other related financial transactions for a certain period
-Process of determining details how funds will be spent on labor, raw materials, capital goods, marketing, etc. on a
specified length of time

BREAK-EVEN ANALYSIS
- Is a financial tool which helps you determine at what stage a company or a new service or a product, will be
profitable
- A financial calculation for determining the number of products or services a company should sell to cover its costs.

FORECASTING
-is an attempt to predict what may happen in the future.
Qualitative forecasting – Based on human judgement and opinions
Quantitative forecasting – Based on mathematics, quantitative in nature
 CONTINGENCY PLANNING
- Are prepared by managers, ready for implementation when things do not turn out as they should be.

SCENARIO PLANNING
- Planning for future states of affairs is a long-term version of contingency planning

BENCHMARKING
-planning technique that generally involves external comparisons of a company’s practices and technologies with
those of other companies.
-planning technique that involves comparison of company’s practices/technologies with those of other companies
External benchmarking – search for best practices used by other organizations that enabled them to achieve superior
performance
Internal benchmarking – encouraging all employees working in their different work units to learn and improve by
sharing one another’s best practices.

PARTICIPATORY PLANNING
- A planning process that includes the people who will be affected by the plans and those who will be asked to
implement them in all planning steps.

BRAINSTORMING
A method of generating ideas to solve problems. It usually involves a group. Brainstorming is a creative process
designed to encourage random and lateral thinking, it is most useful for highlighting potential problems and raising
concerns that are not immediately obvious. It can also be used to produce ideas to improve efficiency and reduce
costs.
MBO

Root Cause Analysis

Decision Making P_______________ T___________
F_______________ D______________
5 W__________ A_________________

Decision Making Techniques

C_______________ or
Group D_________ M____________
S________________ C________________
D________________ T_________
P________________
 ORGANIZING FUNCTION
NATURE OF ORGANIZATIONS
DIVISION OF LABOR
- Involves assigning different tasks to different people in the organization’s different work units
SPECIALIZATION
- The process in which different individuals and units perform different tasks
INTEGRATION
- Is another process in the organization’s internal environment which involves the collaboration and coordination of
itsa different work units or work divisions.
COORDINATION
- Refers to the procedures that connect the work activities of the different work divisions/units of the firm in order to
achieve its overall goal.

D_________
D_______________
- refers to assigning of an additional task to a subordinate
– Getting the work done through others by giving them the right to make decisions or take action.
AUTHORITY
- The right to act legally or officially
RESPONSIBILITY
- The state of being answerable legally and morally for the discharge of duty
ACCOUNTABILITY
- Is to be liable to be called to explain
RESPONSIBILITY vs ACCOUNTABILITY

Steps in D_____________
1. Defining the task objectives and the work or duties someone else is expected to do.
2. Selecting the person who will be given the task
3. Assigning of responsibility
4. Asking the person assigned about his or her planned approaches to accomplish the task objectives.
5. Granting the assigned person the authority to act
6. Giving the assigned person enough time and resources to do the task, while at the same time emphasizing his or her accountability
7. Checking the task accomplishment progress
8. Making sure that the task objective has been achieved.

D______________
ADVANTAGES DISADVANTAGES
 It prevents work overload among organization managers  Cause laziness among organization managers
 Provides opportunities for employee to fully utilize their  Encourages too much dependence on others
talents on the job  Causes lack of control over priority
 Empowerment of employees management problems
 Freedom of employees to contribute ideas
 Increases job satisfaction
BUSINESS STRUCTURE
Organization Structure – is a system made up of tasks to be accomplished, work movements from one work level to other work
levels in the system, reporting relationships, and communication passageways that unite the work of different individual
persons and groups

TYPES OF ORGANIZATION STRUCTURES

1. Vertical Structure
- Clears out issues related to authority rights, responsibilities, and reporting relationships
2. Horizontal Structure
- Refers to the departmentalization of an organization into smaller work units as tasks become increasingly varied and
numerous.

TYPES OF DEPARTMENTS
 Line departments – deal directly with the firm’s primary goods and services; responsible for manufacturing, selling,
and providing services to clients.
 Staff departments – support the activities of the line departments by doing research, attending to legal matters,
performing public relations, duties, etc.

3. Network Structure
- Refers to a selection of independent, usually single-function organizations that work together to produce a product or
service
- Often their communication is by electronic means where sharing of information is speedy.

KINDS OF RELATIONSHIPS AMONG ORGANIZATIONS

FORMAL
made up of formal groups (work groups/project team/committee) similarly formed by company authorities to
support their activities and achieve their objectives
STRENGTHS WEAKNESSES
 Working systematically  Delay in feedback and action due to the established
 Established on and for the organization’s objectives chain of command
 No duplication or overlapping of work  Ignores the psychological and social needs of
 Efficient coordination among departments employees
 Implementation of chain of command and  Emphasis on work only and overlooks the human
professional relationship relations, talents, and creativity of employees

INFORMAL
refers to organizations that exist because of friendship or common interest; made up of informal groups
which exist for the members’ need for social affiliation.
STRENGTHS
 Fast communication due to the absence of standard
operating procedures and protocols
 Gives importance to the psychological and social
needs of employees
 Top managers can solicit feedback directly from the
employees on new policies and plans
WEAKNESSES
 More susceptible to rumors
 There is no systematic workflow in place
 Difficulty in implementing new rules and policies
 More emphasis on the individual interest of each
employee rather than the overall goal of the company
 STAFFING FUNCTION
SUBTOPICS OF STAFFING

H____________n R_____________e P_____________g

R____________t
S______________n
J________b O_________r & P____________t
O_____________n
T______________g & D_____________t
E_________e R____________s
E__________e M___________n
C____________n
P____________e A____________l
S____________n P____________g
S_______________n

HUMAN RESOURCE PLANNING

-also referred to as workforce planning, personnel planning or manpower planning

-refers to the process of analyzing an organizations human resource needs under changing conditions, a
planned expansion or a vacancy created by employee separation developing the activities necessary to satisfy
these needs and ensuring that the organization has the right number of qualified people in the right jobs at the
right time.

- without human resource planning, recruitment will be hastily done due to unforeseen vacancies arising from
expansion of company operations, the process could be costly because management might have to engage the
services of an employment agency, advertise, or resort to crisis hiring in order to fill up the vacant positions
as soon as possible.

Activities Involved in Human Resource Planning

1. Environmental Scanning
-it is a form of business intelligence that is used to identify the set of facts or circumstances that surround a
workforce situation or event.
2. The preparation of a forecast of future human resource needs
3. The preparation of skills/human resource inventory which will be useful in identifying the gaps in manpower
availability and capability
4. The establishment of a plan for recruiting, selecting, training & developing, retaining, motivating and
appraising the workforce.

Job A_________________
-it is the process of determining how many and what kind of people should be recruited. It also includes the
duties and responsibilities that comprises the job.
-it helps the management in maintaining the same recruitment standards throughout the organization.
-the outputs of job analysis are the job description and the job specification.

Job D_________________
- it explains in written form, what the job is called, what is required to be done, where it is and how it is to be
done.

Job S_________________
-it is a description of the competency, educational and experience qualifications the person must possess to
perform the job.
JOB D_______________________(example)
JOB TITLE: Benefits Supervisor
DEPARTMENT: Human Resource Management
DIRECT SUPERIOR: Human Resource Manager
JOB SUMMARY: Manages the benefits program of the employees

DUTIES AND RESPONSIBILITIES

 Planning and directing the implementation and administrations of the benefits program.
 Directing the preparation and dissemination of information to employees regarding the various benefits offered by the
company, such as insurance plans, educational plans, educational plans, paid vacation leaves, and hospitalization etc.
 Evaluating the benefits program offered by the company
 Planning modifications of existing benefits program if necessary
 Recommending modifications to management
 Notifying employees and labor union representative of changes in the benefits program, if approved by management.

JOB S__________________ (example)

SPECIALIZED KNOWLEDGE/SKILLS: General knowledge of policies and practices involved in Human Resource
Management
EDUCATION: BSBA major in Human Resource Management or any 4 year business degree at least 2-3 year experience in
analysis, design, and administration of benefits.
WORK ENVIRONMENT: Fast-paced general office environment
PHYSICAL REQUIREMENT: Physically fit for 8 hour per day regular office work. 5 days per week.

RECRUITMENT
- is the process of seeking and attracting a pool of qualified individuals to apply for vacant positions in an organization.

Job Posting
-the process of informing possible applicants of job vacancies by posting a notice in central locations and giving a
specified period to apply for the job.

Sources of Applicants
1. Internal Recruiting
– means considering present employees as candidates for job openings.
a. by promoting from within
b. by transferring from one branch/department from another

2. External Recruiting
– is the process of attracting individuals outside the organization to apply for positions within the firm.
a. campus recruiting
b. current employee referrals
c. former employees with satisfactory records
d. walk-in applicants
e. previous applicants
-resumes of previous applicants, even when no current vacancy exists, should be filed as possible source of labor
supply.

Skills Inventory
- consolidated list of biographical and other information on all employees in the organization.
a. Department of Labor or private employment agencies for low level positions
b. through multiple media (newspapers, radio & television)
c. online applications or through recruitment softwares
SELECTION
-refers to the process of gathering information and evaluating each applicant with the objective of arriving at a
decision to hire the appropriate person for the vacant position.

SELECTION METHODS
1. Information Gathering: The Application Form/Resume
-provides information about the applicants educational background, work experience, skills, etc.
-can be used to test the honesty of the applicant by confirming the accuracy of some written information
-serves as a first screening device whixh allows the recruiter to reduce the number of applicants to undergo
tests or to be interviewed
-provides information that may be of use during the interview phase

2. Test
-are used to screen applicants further
Types of Test
a. Intelligence tests
b. Aptitude tests –means of measuring a person’s capacity or ability to learn and perform a job
c. Skills test
d. Psychomotor tests –measures a person’s strength, dexterity, and coordination
e. Physical examination/test - Physical examination is given to determine if the applicant is physically capable
of performing the job. Because it is expensive, physical examinations are normally one of the last steps in
the selection process.
f. Psychological tests
g. Personality tests – attempts to measure personality traits
h. Proficiency test
i. Polygraph tests – also known as lie detector for critical positions….managerial/supervisory

3. Interview
- involves asking the applicant a series of questions for the purpose of testing the applicants ability to
communicate clearly, adapt to a stressful situation, and to clarify his/her background as well as his/her career
objectives.

Types of Interview
a. Individual interview – one-on-one interview between the applicant and the interviewer
b. Group interview –several applicants will be intervied by an interviewer(s)
c. Unstructured interview- allows the interviewer to develop questions as interview proceeds. This approach
may overlook key areas of the applicants skills or background the interviewer will just ask questions which
he feels asking.
d. Structured interview – rely on predetermined questions which were developed before the interview begins
e. Behavioral interviewing – focuses on problems or a hypothetical situation that the applicant is asked to solve
f. Stress interview – consists of a series of harsh questions asked in rapid-fire succession and in an unfriendly
manner

Background Investigation/Reference Checking

-calling or talking with character references, previous employers, fellow workers, neighbors and other people
who are familiar with the applicants background.
- the purpose of checking the background of the applicant is to get an outsider’s opinion of the applicants moral
character, reputation and other qualifications. Previous employers are the most often contact, because they
supply the most objective information about their former employee.
THE JOB OFFER & PLACEMENT
The Job Offer
- In some organizations the immediate supervisor or managers makes the offer, while in others, it’s the job of
the human resource department. It is usually made through a telephone or in person, it is the process of offering
the job to the applicant, either regular or contractual.

Placement
-in the process of assigning a specific job to each of the selected candidates
-it involves assigning a specific rank and responsibility to an individual.

ORIENTATION
-refers to the procedure set for introducing new employees to the firm, to fellow employees, to their immediate
supervisors, and to the policies, practices, and objectives of the organization.
- may be conducted informally or by group, department or organization wide.

Purpose of Orientation
1. to create awareness about the organization
2. to avoid any future misunderstanding about the organization’s policies, rules and procedures
3. to remove anxieties and facilitate adjustment to the working routine

Orientation Kit/ Employees Handbook

- a supplemental packet of written information for new employees, these includes:
- The firm’s history or background
- Organizational chart
- Values and orientation of the firm
- Organizational objectives
- Description of services provides by the firm to the public
- The firms safety and security measures and regulations
- Human resource policies and practices (includes policies on training, promotion, compensations,
separation, disciplinary actions, etc.)

TRAINING AND DEVELOPMENT

Training is a learning process that involves the acquisition of knowledge, skills, concepts, rules, or attitudes to
enhance employee performance

Training attempts to improve the ability required for the job, and is immediately focused on skills.

Development attempts to improve the abilities of personnel to prepare them for more responsible positions in
the future

Purpose of Training and Development

1. to orient employees about company operations and culture
2. to improve job performance
3. to improve organizational process
4. to increase productivity
5. to help employees master the skills they need to advance within the organization
6. to keep the skills of employees current with advancing technologies and practices

Methods
1. On-the Job Training (ex: practice teaching)

2. Job rotation
-job rotation is the process by which an employee is assigned to do several jobs over a period of time in
order to give him a broader perspective about company operations
-job rotation also makes him understand better the problems encountered by other employees in the
performance of their functions, as a result, conflicts may be minimized
 3. Apprenticeship
- for supervisory or executive development
- observation and training in affiliated or mother firms
- regular coaching by a supervisor
4. Mentoring or Coaching
-method of management development conducted on the job that involves experienced managers advising and
guiding trainees in solving managerial problems.
-a study conducted by Harvard professor Linda Hill concluded that at least half of all executives had bosses
who mentored them during their careers.

5. Special Projects and Committee Assignments

6. Degree programs (expose employees to theories, and new developments in the field)
7. Company sponsored workshops
8. Online training or Webinars (eliminates travel costs & available when & wherever)
9. University and Professional Association Seminars

10. Lectures
-teaching by the spoken word, can include other media such as PowerPoint presentations and audio visual
presentations

11. Case studies

-training in which the trainee analyzes real or hypothetical situations and suggests not only what to do but
also how to do it.

12. Experiential learning programs

13. Team building activities
-stresses the importance of working together

EMPLOYEE RELATIONS
- The connection created among employees/workers as they do their assigned tasks for the organization.

Barriers to Good Employee Relations

• Anti-social personality; being a loner
• Lack of trust in others
• Selfish attitude; too many self-serving motives
• Lack of good self esteem
• Not a team player
• Being conceited / arrogant or proud
• Cultural/subcultural differences
• Lack of cooperation
• Lack of concern for others’ welfare

Ways to Improve Good Employee Relations

• Develop a healthy personality to overcome negative attitudes and behavior
• Find time to socialize with coworkers
• Overcome tendencies of being too dependent on electronic gadgets
• Develop good communication skills
• Be open to others’ opinion
• Minimize cultural/subcultural tension
EMPLOYEE MOTIVATION

Types of Motivation
1. Intrinsic
- internal to the individual and normally derived from involvement in certain activities.

2. Extrinsic
- are controlled and distributed directly by the organization and are tangible in nature.

Intrinsic Motivation
1. Fear
-Punishment or negative consequences are forms of motivation by fear
2. Competition
-people feel satisfaction by comparing their performance favorably to that of others.
3. Curiosity
4. Challenge
-people are motivated when they are working toward personally meaningful goals whose attainment requires
activity at a continuously optimal level of difficulty
5. Feeling of Meaningful Work or Accomplishment
-people want to work for companies that let them do the kinds of work that appeal to their deepest interest.
Satisfying work makes employees more productive.
6. Pride in the Organization
- people want to work for well-managed organizations headed by leaders who have a clear vision of the firms
future, who can devise powerful strategies for success, and who can motivate others to realize that vision.
7. Good Working Relationships
-individual employees should not have problems relating to and/or working with supervisors, peers and/or
subordinates.
8. Work-Life Balance
-management should find ways to help employees successfully manage their commitments at home and at
work.
9. Personal growth
-involves human resource programs and policies on promotion and training and development.
10. Informal Recognition
Verbal praise, such as telling someone they did a good job
11. Job satisfaction
-an employee’s general attitude toward the job
- influenced by both intrinsic and extrinsic

Employee Burnout
-occurs when work is no longer meaningful to a person; can result from stress or a variety of other work-
related or personal factors
-it can lead to lower job satisfaction and less commitment to the organization

Extrinsic Motivation
1. Physical Work Environment
- a clean and pleasant working area, the available tools and equipments as well as safety and security are
examples of physical factors which provide added incentives for employees to work effectively.

2. Formal Recognition
- examples include awards and certificates

3. Compensation
COMPENSATION
Compensation refers to all the extrinsic rewards that employees receive in exchange for their work: composed
of the base wage or salary, any incentives or bonuses, and any benefits.
Base Wage or Salary
-hourly, daily, weekly, or monthly pay that employees receive for their work.

Incentives
-rewards offered in addition to the base wage or salary and usually directly related to performance.
Benefits
-rewards employees receive as a result of their employment and position with the organization

Base Wage or Salary Incentives Benefits

Hourly wage Bonuses SSS
Daily, weekly, monthly, or
Commissions GSIS
annual salary
Overtime pay Profit sharing Pag-ibig
Piece rate plans Philhealth
Group incentives Health/medical insurance
Organization wide incentive Life insurance
Commissions Retirement pension
Allowances
Leave of absence
Paid vacation
Company cars & housing
Educational scholarships
Long-term loans

Factor that Influence the Setting of Compensation

1. Attitude of the management
2. Job Evaluation
-systematic determination of the value of each job in relation to other jobs.
-compensation is also measured according to the prevailing levels paid for that type of work in the industry
3. Environmental Factors
- includes government laws and regulations, supply and demand for labor for certain positions, etc.

PERFORMANCE APPRAISAL
-is the process of evaluating the performance of workers in relation to the objectives of the organization.

Purpose of Performance Appraisal

• Career Development
• Feedback
• Administrative Uses of Performance appraisal
• Organizational Goals
• Documentation Use of Performance appraisal

Characteristics of an Effective Appraisal System

• Job-Related Evaluation Criteria
• Performance Expectations
• Standardized
• Trained Appraisers
• Continuous Open Communication
• Due Process
Whose performance is to be appraised?
EMPLOYEES
What Should be Appraised?
Who are the appraisers?
• Goal achievement
• Immediate Supervisor
• Quality
• Subordinates
• Quantity
• Peers / Team members
• Timeliness
• Students
• Effectiveness & Efficiency
• Self
• Need for supervision
• Combination / 360 degrees appraisal
• Behaviors
• Traits
Performance Appraisal Methods
• Critical Incident Technique –records the positive & negative behaviours of employees
• Rating Scales Method
• Behaviorally Anchored Rating Scales (BARS)
• Behavioral Observation Scales (BOS)
• Checklist Method
• Graphic Rating Scales
• Essay Method – rater prepares a written statement about the employees strengths, weaknesses, past
performances and others.
• Forced Distribution – for performances of a group of employees
• Ranking Method –an employees performance is ranked relatively to others (DepEd)
• Paired Comparison –comparing 2 or more employees’ strengths or weaknesses
• Forced Choice
• Performance Test
• Assessment Centers – search further
• Rubrics
• Cost Accounting Method
• Management By Objectives

SUCCESSION PLANNING
-Identifying future potential leaders to fill key positions.
-A process by which one or more successors are identified for key posts (or groups of similar key posts), and
career moves and/or development activities are planned for these successors.

SEPARATION
Types of Separation
1. Voluntary or Resignation
2. Involuntary
a. Separation because of Economic Reasons
Downsizing – reducing the total number of employees
b. Separation because of Incompetence
-is a fault of poor recruitment selection and training
- should be rare or non-existent in a company with sound personnel policies and procedures
c. Retirement
- is involuntary in the sense that even if an employee can still work or wants to work, policy declares that he
should leave
d. Separation as a Disciplinary Action
-refers to that phase of managements work which has to do when the employee is, or is alleged to be, at fault
- disciplinary action doesn’t always result to dismissal. Fine, suspension, transfer or demotion is also a form of
disciplinary action.
EMPLOYEE MOVEMENTS

Labor Union
- Is a f_________ u__________ of e_____________ that deals with e_____________, representing
workers in their p_____________ of j___________ and f_____________ and in their f___________ for
c___________ or common i___________.

Collective Bargaining Agreement

- C_______________ n______________ between ____________ u________ and m_____________ groups
usually held every ___ years in c___________ and which end with the f_______________ and
r________________ of their a______________.