Republic of the Philippines

CAPIZ STATE UNIVERSITY

Burias Campus
GRADUATE SCHOOL
MIDTERM EXAMINATION
First Semester S.Y. 2020-2021

Name: JACKELYN L. VERDE MM-1 Date: December 5, 2020

Answer the following (20pts each)

1. Discuss and analyze the levels and functions of Management.
Management is a set of principles relating to the functions of planning, organizing, directing
and controlling, the application of these principles in harnessing physical, financial, human, and
informational resources efficiently and effectively to achieve organizational goals. Managers are
someone who controls resources and expenditures in the process of pursuing organizational
goals. The level of management determines a chain of command, the amount of authority and
status enjoyed by any managerial positions. The three levels of management typically found in
an organization are low- level management, middle-level management, and top- level
management. Top-level managers are responsible for controlling and overseeing the entire
organization. They prepare strategic plans and policies for the organization. They also provide
overall guidance, direction, and encouraging harmony and collaboration. Middle-level
managers are responsible for executing organizational plans which comply with the company’s
policies. They evaluate the performance of junior managers. These managers can act as an
intermediary between top- level and low-level management. Low -level managers focus on the
execution of tasks and deliverables, serving as role models for the employees they supervise.
They also acts as controlling and directing. They oversee both the quality and quantity of
production, supervise and guide their subordinates and guide and instruct workers in day-to-
day activities.
The functions of management are planning, organizing, staffing, leading and controlling.
Planning refers to one’s ability to organize activities in line with set guidelines while still
remaining within the limits of the available resources such as time, money, and labor to achieve
certain goals or objectives with the available resources. It is the first and foremost activity to
achieve desired aspects that required conceptional skills. An example for this is in making our
lesson plans we plan ahead of time, prepare and provide instructional materials and check by
our supervisors.
Organizing is the process of arranging an organization’s structure and coordinating its
managerial practices and use of resources to achieve organizational goals. Organizing also
brings harmonious relations among individuals and groups in an organization. An example for
this is in school we have organizations and this organizations have coordinators to facilitate
programs and reports of the said organizations.
Staffing is the process of finding the right employee with appropriate qualification or
experience and recruiting them to fill a position, role or a job. The factors that influence this
function includes size of the organization, types of jobs and internal or external factors. In
summary, staffing is the process of recruiting.
Leading is the process of directing an influencing task-related activities of organizations
members. It also influences or motivates subordinates to do their best so that they would be
able to help the organization’s endeavor to attain their set goals. An example of leading
specifically in school is leading our pupils to be the best and productive citizen of our country.
As our Philippine hero Dr. Jose Rizal said, Youth is the hope of our father land. As teachers we
must lead our pupils to their endeavors to attain their goals. School head also should lead their
teachers to improve their technical skills and enhance their teaching strategies through
meeting, seminars and workshops.
Controlling is the process of monitoring actual organizational activities to see that they
conform to planned activities and correcting deviations or flaws. According to Fayol (1949)
control means that everything in an organization was performed in accordance with established
principles.
A specific example for this is our relationship with our parents at home. Our parents are
controlling some of our activities like using cellular phone for a long period of time or shall I say
almost a day. They control us for us to stay away from radiation and have a healthy body.

2. Analyze the different assumptions of the three theories (theory x, theory y, and theory z).
Douglas McGregor’s theory X and theory Y (1960), according to Douglas McGregor theory X
workers dislike work. They must be threatened with punishment, they also avoid
responsibilities and have little ambition in life. Theory X management view that assumes
workers generally dislike work and must be forced to do their jobs. Theory X is authoritative in
management style. In this theory leaders established the rules or they are the one doing the
decision – making in an organization.
Theory Y management view that assumes workers like to work and under proper
conditions, employees will seek responsibility to satisfy social, esteem, and self- actualization
needs. In this theory, employees make innovative decisions and accept or seek responsibility.
Theory Y is participative in management style and holds optimistic opinion of employees. In this
theory both leaders and members involve in the decision-making process perhaps an
organization have a cozy and harmonious environment.
In Theory Z is a combination of the other styles. A management philosophy that stresses
employee participation in all aspects of company decision - making. Have quality circles,
participative management and employee involvement. They are self- directed employees and
work as teams. Managers trust in the loyalty and capability of their workers and act as coaches
to encourage their workers to make good decisions. It is an approach to management the
advocates matching the organizations culture to that of the larger society and assumes that the
involved workers are the key to increased productivity.

3. Discuss and elaborate the concepts on the theories of motivation.

Motivation is a transitive form of noun, motive. Motive is derived from the Latin word,
move’re meaning to move. According to S.P Robbins, Motivation is the willingness to exert
high levels of effort towards organizational goals, conditioned by the effort and ability to
satisfy some individual need.
The theories of motivation identified as content and process theories. The content theories
find the answer to what motivates an individual and is concerned with individual needs and
wants. The following theorists have given their theories of motivation in content
perspective: Abraham Maslow, Fredrick Hertzberg, David McClelland, and Clayton Paul
Alferder. Process theories deal with “how” the motivation occurs. The following theorists
were Victor H. Vroom, John Stacey Adams and Edwin Locke.
1. McGregor’s Theory X and theory Y according to him theory X workers dislike works,
must be threatened with punishment, they avoid responsibilities, seek formal direction,
require security and have little ambition. Theory Y workers view work as natural, they are
self- directed, exercise self-control, they accept and seek responsibility and make innovative
decisions. Theory X practiced authoritative style while theory Y practiced participative style.
2.Maslow’s Hierarchy of needs a person’s basic needs must be met before self-
actualization can be achieved. This can be understood by understanding the hierarchy of
needs by manager. The needs of individual serves as driving force in human behavior.
Therefore, manager must understand the hierarchy of needs. In this theory, basic needs like
food, clothing, air, water, etc. must be provided so that you can proceed to the next level of
Maslow’s Hierarchy of needs.
3.Hertzberg’ Motivation- Hygiene Theory is given by Fredrick Hertzberg and his
associates, who studied the variable that are perceived to be desirable to achieve goals and
the undesirable to achieve goals and the undesirable conditions to avoid. Hertzberg
concluded that there are two job conditions independent of each other that affect the
behavior differently. The first set of job conditions has been referred to as maintenance or
hygiene factor, wherein the same job conditions provide the same level of dissatisfaction, in
case the conditions are absent, however, their presence does not motivate in a strong way.
The second set of job conditions is referred to as motivation factors, which primarily
operate to build strong motivation and high job satisfaction, but their absence does not
result in strong dissatisfaction.
4.Alferder’s ERG Theory is the extension of Maslow’s needs hierarchy. An American
psychologist Clayton Alferder had proposed this theory and believed that each need carries
some value and hence can be classified as lower-order needs and higher-order needs.
Alferder’s ERG theory is categorized into three categories Existence needs, Relatedness
needs and Growth needs. Existence needs comprises of all those needs that relates to the
psychological and safety aspects of human beings and are a prerequisite for survival.
 However, Relatedness needs refer to social needs, that an individual seeks to establish
relationships with those for whom he cares. Lastly, Growth needs covers Maslow’s self-
actualization needs as well as part of esteem needs which are internal to the individual.
5.Vroom’s Expectancy theory was proposed by Victor H. Vroom who believed that
people are motivated to perform activities to achieve some goals to the extent they expect
that certain actions on their part would help them to achieve the goal. This theory is
cognitive in concept example how an individual process the different elements of
motivation. In this theory motivation is a result of expectancy multiplied with
instrumentality and valence. Therefore, if any of these is given hundred percent, then the
performance will be hundred percent and can be concluded to higher or best performance
and have the reward. In contrast, if any of the factors is lower then the performance will
lower also which will lead to punishment or actions.
6. Equity theory posits that people maintain a fair relationship between the
performance and rewards in comparison to others. In other words, an employee gets
demotivated by the job and his employer in case his inputs are more than the outputs.
Individuals make contributions (inputs) for which they certain rewards (outcomes). Thus
Adam’s equity theory shows the level of motivation among the individuals in the working
environment. An individual said to be highly motivated if he perceives to be treated fairly.
While the feelings of demotivation arise, if an individual perceives to be treated unfairly in
the organization. The Adam’s Equity theory was proposed by John Stacey Adams.

4. Discuss the different theories of leadership.

1. Great Man Theories (1840’s) Thomas Carlyle proposed the Great Man Theory and it merely
believed that leadership is an inherent trait of a person who is destined to become a great
leader by birth, not developed and they prove themselves when the great arises. Great
leaders are born with necessary internal characteristics such as confidence, intelligence and
social skills that make them natural- born leaders. The term “Great Man” was used because,
at the time, leadership was thought of primarily as a male quality, especially in terms of
military leadership.
2. Trait Theories(1930’s-1940’s) Ralph M. Stogdill proposed the trait theory explained that an
individual must possess the key responsibility traits and characteristics to be an effective
leader and these natural traits inherent by birth like self-confidence and courage that could
potentially be linked to great leaders. Having certain qualities does not necessarily mean
someone has strong leadership skills, however. Some leaders may be excellent listeners or
communicators, but not every listener or communicator makes an excellent leader.
3. Contingency Theories 1960’s was proposed by Austrian psychologist Fred Edward Fiedler.
Focus on particular variables related to the environment that might determine which
particular style of leadership is suited for the situation. According to this theory, no
leadership style is best in all situations. An effective leader is not just about the qualities but
about striking the right balance between behaviors, needs, and context according to White
and Hodgson.
4. Situational Theories propose that leaders choose the best course of action based upon
situational variables. Different types of leadership may be more appropriate for certain
types of decision-making. The best kind of leader is the one who is able to adapt her style
based on the situations. Situational leaders are defined by their flexibility. They may
respond to situation by commanding, coaching, persuading, participating , delegating or
however they think is necessary.
5. Behavioral Theories (1940’s-1950’s) based upon the belief that great leaders are made, not
born. This leadership theory focuses on the actions of leaders, not on mental qualities or
internal states. According to this theory, people can learn to become leaders through
teaching and observation. One of the key concepts of behavioral theory is conditioning.
Conditioning states that a person will be more likely to act or lead in a certain style as a
result of environmental responses to behavior.
6. Participative Theories suggest that the ideal leadership style is one that takes the input of
others into account. These leaders encourage participation and contributions among the
group members and help group members feel more relevant and committed to the
decision-making process.
7. Management Theories or Transactional Theories (1970’s) focus on the role of supervision,
organization, and group performance. These theories base leadership on system rewards
and punishments. When employees are successful they are rewarded and when they fail,
they are reprimanded or punished. In other words, transactional leaders are most efficient
when they develop mutual reinforcing environment, for which the individual and the
organizational goals are in sync. It views effective leadership as results-focused and
hierarchical. Transactional leaders prioritize order and structure over creativity.
8. Relationship Theories or Transformational Theories (1970’s) This theory was introduced by
McGregor Burns and was further developed by Bernard M. Bass. Focus upon the
connections formed between leaders and followers. Motivate and inspire people by helping
group members see the importance and higher good of the task. These leaders focused on
the performance of group members but also want every person to fulfill their potential.
Leaders with this style often have high ethical and moral standards. Effective leadership as a
result of a positive relationship between leaders and team members. Transformational
leaders motivate and inspire through their enthusiasm and passion. They are model for
their teams, and they hold themselves the same standards they expect of others.

5. Define Planning and explain the nature of planning.

Planning is the process of deciding in advance what is to be done, who is to do it, how it is
to be done and when is to be done. It is a process, which involves anticipation of future course
of events and deciding the best course of action. It is also deciding best alternative among
others to perform different managerial functions in order to achieve predetermined goals.
Planning also is the process of thinking about the activities required to achieve a desired goal. It
is the first and foremost activity to achieve desired results. It involves the creation and
maintenance of a plan, such as psychological aspects that require conceptual skills.
The nature of planning is:
1. Planning is goal oriented. Plans arise from objectives. Objectives provide guidelines for
planning.
2. It is a primary function. Planning provides the basis foundation from which all future
management functions arise.
3. It is persuasive. It is required at all levels of management. It is not an exclusive function
of any management level or department. Managers have to plan every change that
occurs in an organization. However, the scope of planning differs at all levels among
different department.
4. It is a mental activity. Planning is mental process involving- imagination, foresightedness
and sound judgment. Plans are based on careful analysis of internal and external factors
influencing business activities. It is carried out in a logical and systematic manner.
5. It is a continuous process. It is an on-going process of adapting the organization with the
changes in business environment it is necessary to continuously plan based on changing
business needs and situations.
6. It is flexible. Planning is based on future forecast of events and situations. Since future is
uncertain, plans are flexible enough to adapt with the future change.
7. Includes effective and efficient dimensions. Plans aim at optimum utilization of
resources to be efficient and are based on predetermined objectives to measure effectiveness
of the plan.
8. It is an integrated process. Plans are structured in a systematic and logical sequence
where each plan or step is highly inter-dependent and mutually supportive.