SYLLABUS FOR UNDERGRADUATE COURSES

MAJOR, CORE CURRICULUM and ELECTIVES

Student Copy

A. COURSE INFORMATION

COURSE NUMBER LAS 21 NO. OF 3

UNITS

COURSE TITLE Principles of Management

PREREQUISITE/S N/A

DEPARTMENT/ Leadership and Strategy SCHOOL JGSOM

PROGRAM

SCHOOL YEAR 2021-2023 SEMESTER 1st

INSTRUCTOR/S Raquel Cementina-Olpoc

VENUE/PLATFORM Ateneo Blue SECTION D SCHEDULE 9:30 – 11:00

Cloud (ABC) E 12:30 – 2:00
Canvas F 2:00 – 3:30

B. COURSE DESCRIPTION

This course introduces you to the basic principles of effective management in relation to the four
managerial functions of planning, organizing, leading and controlling. It provides you with experiential
activities of planning and setting objectives, designing effective organizations, leading and motivating
employees, and controlling resources.

WHERE IS THE COURSE SITUATED

WITHIN THE FORMATION STAGES
IN THE FRAMEWORK OF THE LOYOLA SCHOOLS CURRICULA

FOUNDATIONS: Exploring and Equipping the Self



ROOTEDNESS: Investigating and Knowing the World

DEEPENING: Defining the Self in the World

LEADERSHIP: Engaging and Transforming the World

C. COURSE LEARNING OUTCOMES

By the end of this course, students should be able to:

COURSE LEARNING OUTCOMES

CLO1: Analyze situations using the four managerial functions of planning, organizing, leading
and controlling (S)

CLO2: Illustrate how the four managerial functions of planning, organizing, leading and
controlling can be executed in a variety of circumstances (S)

CLO3: Compare and contrast various theories of management, leadership and motivation and
how these can influence employee behavior in the work place (K)

CLO4: Evaluate how features of the organization systems such as organizational structure
and culture influence employee behavior in the work place (S)

CLO5: Explain the effect of personality, perceptions and motivations and how these could
impact employee behavior (K)

D. COURSE OUTLINE and LEARNING HOURS

Course Outline CLOs Estimated

Contact
or Learning
Hours

MODULE 0: INTRODUCTION TO THE COURSE

1. Course Overview
2. Course Materials
3. Course Requirements
4. Academic Policies Adapted to Online Learning
5. Guidelines for Online Learning
6. Meet your Coach and Your Community

MODULE 1: MANAGER AS A MEMBER OF A CLO 1, 2, 3 8 hours

MANAGEMENT TEAM
1. Management
2. Managers
3. Managers’ Work
4. Managers’ Environment

MODULE 2: MANAGER AS A PLANNER CLO 1, 2, 3 8 hours

1. What is the Planning Function?
2. Strategy
3. Case Analysis on Planning

MODULE 3: MANAGER AS AN ORGANIZER CLO 1, 2, 3,4 10 hours

1. Organizational Structures and Designs
2. Human Resource Management
3. Contemporary HRM Issues Facing Managers
4. Reaction Paper on Organizing
 5. Long Test 1
6. Conducting Interviews for LAS 21 Paper

MODULE 4: MANAGER AS A LEADER CLO 1, 2, 3,5 10 hours

1. Leadership and Management
2. Leadership & Leaders
3. Traditional Leadership Theories
4. Modern Leadership Views
5. Leadership Skills
6. Analyzing Interview Data for LAS 21 Paper

MODULE 5: MANAGER AS A MOTIVATOR CLO 1, 2, 3,5 10 hours

1. Why Motivation is Important
2. Motivation Theories
3. Motivating Employees
4. More Motivation Tips
5. Case Analysis on Leading
6. Preparing LAS 21 Paper Presentation

MODULE 6: MANAGER AS A CONTROLLER CLO 1, 2, 3 10 hours

1. What is the Controlling Function?
2. Controlling Process in Action
3. Types of Control
4. Appraising Performance
5. Managing Change and Innovation
6. Reaction Paper on Controlling
7. Long Test 2
8. Presentation of LAS 21 Paper

E. ASSESSMENTS AND RUBRICS

Assessment Assessment CLOs

Tasks Weight

2 Case Analyses (Group) 20% CLO 1, 2, 3, 4,

(Planning and Leading) 5

2 Reaction Papers (Individual) 15% CLO 1, 2, 3, 4,

(Organizing and Controlling) 5

2 Long Tests 25% CLO 1, 2, 3, 4,

(First Long Test Coverage – Modules 1-3 and Second 5
Long Test Coverage – Modules 4-6)

Group Project Paper & Presentation 30% CLO 1, 2, 3, 4,

(10% for Passes, 15% for Final Pass & 5% for 5
Presentation / Defense)

Class Participation / Discussion Board 10% CLO 1, 2, 3, 4,

5

TOTAL 100%
 Schedule of assessments

Assessment Tasks Submission Dates

Case Analysis on Planning Function September 10, 2021
Reaction Paper on Organizing Function September 27, 2021
First Long Test October 7, 2021
Group Project Paper Pass 1 October 15, 2021
(Interview transcript from the employee with the highest managerial
level)
Group Consultation Week of October 18 – 22, 2021
Case Analysis on Leading Function November 9, 2021
Reaction Paper on Controlling Function November 19, 2021
Group Project Paper Pass 2 November 26, 2021
(Interview transcripts of two more employees as well as comparing
similarities and differences in answers)
Second Long Test December 9
Group Project Paper Final Pass December 13, 2021
Group Project Paper Presentation Week of December 13-17
Group Project Paper Panel Defenses Week of December 13-17
* Schedule may be adjusted due to unforeseen events

Schedule of opening modules, synchronous sessions and Zoom links*

Modules Opening of Modules Synchronous Sessions

Module 0 August 26, 2021 August 31, 2021
Module 1 August 31, 2021 September 7, 2021
Module 2 September 13, 2021 September 23, 2021
Module 3 September 27, 2021 October 5, 2021
Module 4 October 11, 2021 October 19, 2021
Module 5 October 25, 2021 November 4, 2021
Module 6 November 8, 2021 November 16, 2021
* Zoom links will be posted in the announcement page of Canvas.
* Schedule may be adjusted due to unforeseen events

RUBRIC:

Group Project Paper Rubric (100 points)

Criteria Unsatisfactory Developing Accomplished Exemplary Total

Executive Summary 0-2 points 3 points 4 points 5 points
- Effective Executive Executive Inadequate Adequate executive Effective Executive /5
Summary (did not summary missing executive summary Summary
waste space or poorly summary
summarizing constructed
information already
found in the case)
Company 0-2 points 3 points 4 points 5 points
Background
- VMV Company The facts stated Some facts about All facts about the /5
- Founders background is not are essential to the company that company that are
- Timeline and clear and not the study but are are essential to the essential to the study
historical updated. merely copied study are not are presented and
highlights from what has updated. updated.
- Products & been provided by
services the company.
- Updated Financial
Performance (if
possible)
Focus of the Paper 0-13 points 14-15 points 16-17 points 18-20 points

- Purpose and The topic is not The topic is too The topic is focused The topic is focused /20
objective of the clearly defined. broad. but lacks direction. narrowly enough for
paper The paper is about the scope of this
- Scope and a specific topic but project paper. A
Limitations the writers have not thesis statement
established a provides direction for
position. the paper, either by
statement of a
position or
hypothesis. .
Evidences / Support 0-13 points 14-15 points 16-17 points 18-20 points

Lacks sufficient Provides some Provides essential, Provides compelling /20

research sources to evidence to accurate evidence and accurate
support the central support the to support the evidence to support
position and/or, if central position central position in-depth the central
included, are with only a few with the required position beyond the
generally not research sources (3) research sources required (3) research
relevant, accurate, (less than 3). that are mostly sources. Research
or reliable. Some sources relevant, accurate, sources are highly
Contains numerous may not be and reliable. relevant, accurate,
factual mistakes, relevant, Sources are and reliable and add
omissions, or accurate, and referenced and to the strength of the
oversimplifications. reliable and/or cited appropriately paper; and are
Sources, if included, appropriately throughout the effectively referenced
are not properly referenced and paper for the most and cited throughout
referenced and cited in the paper. part. the paper.
cited in the paper.

Analysis 0-22 points 21-23 points 24-26 points 27-30 points /30

Shows little Shows some Shows adequate Shows superior

understanding of understanding of knowledge of the knowledge of the
the issues, key the issues, key issues, key issues, key problems,
problems, and the problems, and the problems, and the and the company’s
company’s present company’s company’s present present situation and
situation and present situation situation and strategic issues.
strategic issues. and strategic strategic issues.
issues. Compares/contrasts
Analysis is Adequately perspectives,
superficial based on Summarizes compares/contrasts considers opposing
opinions and perspectives or perspectives or positions, and draws
preferences rather opposing opposing positions original and
than critical positions. but broader thoughtful
analysis. connections and/or conclusions with
implications are not future implications.
as thoroughly
explored.
Writing Quality & 0-6 points 7 points 8 points 9-10 points
Adherence to
Format Guidelines
Paper shows a Paper shows an Paper shows above Paper is well written /10
below average and/or average writing and clear using APA
average/poor casual writing style and clarity in guidelines and
writing style lacking style using writing using standard English
in elements of standard English standard English characterized by
appropriate and following APA and following APA elements of a strong
standard English guidelines. Some guidelines. Minor writing style. Basically
and following errors in spelling, errors in grammar, free from grammar,
proper APA grammar, punctuation, punctuation, spelling,
guidelines. punctuation, spelling, usage, usage, or formatting
Frequent errors in usage, and/or and/or formatting. errors.
spelling, grammar, formatting.
punctuation,
 spelling, usage,
and/or formatting.
Presentation 0-6 points 7 points 8 points 9-10 points
Skills
Minimal eye Sporadic eye Most members had Regular/constant eye /10
contact by more contact by more steady eye contact. contact. The
than one member. than one The audience was audience was
The audience was member. engaged by the engaged, and all
not engaged. The audience was presentation. presenters held the
Majority of distracted. Majority of audience’s attention.
presenters could Speakers could presenters spoke at All presenters had
not be understood. not be heard by a suitable volume. appropriate speaking
Inappropriate/ the audience. Some fidgeting by volume & body
disinterested body Body language member(s). language.
language. was distracting.

F. TEACHING and LEARNING METHODS and ACTIVITIES

TEACHING and LEARNING METHODS and ACTIVITIES CLOs

Class Discussions CLO 1, 2, 3, 4, 5

Experiential Learning through Case Application and Group Project CLO 1, 2, 3, 4, 5

Paper

Cooperative Learning through Group Activities CLO 1, 2, 3, 4, 5

G. REQUIRED READINGS AND VIDEOS

Alanis Business Academy (2014, August 18). The external business environment [Video]. YouTube.
https://www.youtube.com/watch?v=rFUs1wYKtKI
Alanis Business Academy (2014, January 13). Planning in an organizational setting [Video].
YouTube. https://www.youtube.com/watch?v=gpO91cxnndw
Algahtani, A. (2014). Are leadership and management different? A Review. Journal of Management
Policies and Practices,2(3), 71-82, http://dx.doi.org/10.15640/jmpp.v2n3a4
Ashridge Executive Education (2018, January 8). HR challenges in 2018 [Video]. YouTube.
https://www.youtube.com/watch?v=PmkR4T2fYR4
Business Jargons. (n.d.) Internal environment. Retrieved August 21, 2020, from
https://businessjargons.com/internal-environment.html
CBS News. (2012, January 8). Can charisma be taught? [Video]. YouTube.
https://www.youtube.com/watch?v=ZkSojpni_Rc
Chand, S. (n.d.) Motivation theories: Top 8 theories of motivation – Explained!. YourArticleLibrary.
Retrieved September 03, 2020, from https://www.yourarticlelibrary.com/motivation/motivation-
theories-top-8-theories-of-motivation-explained/35377
Clark, R.E. & Saxberg, B. (2019, March 13). 4 Reasons Good Employees Lose Their Motivation.
HBS No. HO4UA7. Harvard Business School Publishing Corporation.
Cleverism (n.d.) The Google Way of Motivating Employees.Cleverism. Retrieved September 03,
2020, from https://www.cleverism.com/google-way-motivating-employees/
Comaford, C. (2018, January 20). Why leaders need to embrace employee motivation. Forbes.
Retrieved September 03, 2020, from
https://www.forbes.com/sites/christinecomaford/2018/01/20/why-leaders-need-to-embrace-
employee-motivation/
Commuter Learning TV. (2017, June 13). Strategy example: introduction to business strategy
[Video]. YouTube. https://www.youtube.com/watch?v=0yHwUp87xcI
Denison Consulting (2016, August 15). Organisational culture [Video]. YouTube.
https://www.youtube.com/watch?v=4cBN8xH-5Qw
Duarte, N. (2020) Good leadership is about communicating why. HBS No. HO5LAY. Harvard
Business School Publishing Corporation.
Gregg Learning (2019, November 17). Organizational design and structure. [Video]. YouTube.
https://www.youtube.com/watch?v=gscyaGUjOcw
Gregg Learning (2019, November 15). Contemporary views on leadership [Video]. YouTube.
https://www.youtube.com/watch?v=6XSx_uGVe5g
Gregg Learning (2018, July 25). Change and innovation in management [Video]. YouTube.
https://www.youtube.com/watch?v=_PC1qbAhKz0
Gregg Learning (2018, April 1). HR basics: performance appraisals [Video]. YouTube.
https://www.youtube.com/watch?v=o2mi8zhnhYM
Gregg Learning (2018, January 19). Theories of leadership [Video]. YouTube.
https://www.youtube.com/watch?v=Ifd6jxpVx6k
Heathfield, S. (2020, July 3). What is Human Resource Management? The Balance Careers.
Retrieved on September 4, 2020, from https://www.thebalancecareers.com/what-is-human-
resource-management-1918143
Hedreen, S. (2019, August 15). Techniques and tools to help you make business decisions.
Business News Daily. Retrieved August 29, 2020, from
https://www.businessnewsdaily.com/6162-decision-making.html
IFLIX (n.d.) About Iflix. IFLIX Retrieved August 20, 2020, from https://blog.iflix.com/about/
JobStreet.com (n.d.) Understanding the different levels of management. Retrieved July 16, 2020,
from https://www.jobstreet.com.sg/en/cms/employer/understanding-different-levels-management/
Kellogg School of Management (2015, July 31). How to keep your team motivated [Video].
YouTube. https://www.youtube.com/watch?v=H9LSopkLbpw
Kinsey, A. (2020, July 08). How to Apply Motivational Theories in the Workplace. Chron. Retrieved
September 03, 2020, from https://smallbusiness.chron.com/apply-motivational-theories-
workplace-10962.html
Kohler, T. (2019, September 20). Why empathy is very important in modern leadership. Linkedin
Retrieved September 3, 2020, from https://www.linkedin.com/pulse/why-empathy-very-important-
modern-leadership-tim-frederik-kohler
Kukreja, S. (2019). The levels of management. Management Study HQ. Retrieved August 17, 2020,
from https://www.managementstudyhq.com/levels-of-management-and-functions.html
Lahiri, P. (2016, January 8). Importance of planning as a management function. Concept Research
Foundation. Retrieved August 28, 2020, from https://conceptresearchfoundation.com/2016/01/08/
importance-of-planning-as-a-management-function/
Landry, L. (2019, November 14). 8 Essential leadership communication skills. Business Insights.
Retrieved September 3, 2020, from https://online.hbs.edu/blog/post/leadership-communication.
Mark. (2019, June 10). 5 Psychological Theories of Motivation to Increase Productivity. Contactzilla.
Retrieved September 03, 2020, from https://contactzilla.com/blog/5-psychological-theories-
motivation-increase-productivity/
Myatt, M. (2012, April 4). 10 Communication secrets of great leaders. Forbes. Retrieved September
3, 2020, from https://www.forbes.com/sites/mikemyatt/2012/04/04/10-communication-secrets-of-
great-leaders/#41fd31e822fe.
Murphy, J. (2020, August 14). 22 simple and effective strategies to help you motivate employees.
SnackNation. Retrieved September 03, 2020, from https://snacknation.com/blog/how-to-
motivate-employees/
Northouse, P. (2016). Leadership: Theory & Practice 7th Edition. Western Michigan State University:
Sage
Ordenes, P. (2018, September 28). Strategy levels and how to apply them in your business.
Cascade. Retrieved August 29,2020, from https://www.executestrategy.net/blog/strategy-levels
Palmer, J. (2019). Examples of Control in Management. Chron. Published on June 6, 2019.
Retrieved August 20, 2021, from: https://smallbusiness.chron.com/examples-concurrent-control-
 management-80471.html
Pandit, S. (2019, December 29). Main components of business environment. BusinessMan Talk.
Retrieved August 21, 2020, from https://businessmantalk.com/components-of-business-
environment/
Peterson, Tim & Van Fleet, David. (2004). The ongoing legacy of R.L. Katz: An updated typology of
manwagement skills. Management Decision. 42. 1297-1308. 10.1108/00251740410568980.
Prasad, D. (2013, September 22). Controlling as a function of management free principles of
management video [Video]. YouTube. https://www.youtube.com/watch?v=Xaf4iNOKRyU&t=2s
Robbins, S. P., Coulter, M. & Decenzo, D.A, (2017). Fundamentals of management: Management
myths debunked! Global edition(10th ed.). Malaysia: Pearson Education Limited
Sai, S. (n.d.) Business environment: importance of study and response to changes.
YourArticleLibrary. Retrieved August 20,2020, from
https://www.yourarticlelibrary.com/business/business-environment- business/business-
environment-importance-of-study-and-response-to-changes/69396
Shaikh, R. (2017, November 23). Four functions of management planning, organizing, leading,
controlling video lesson and example [Video]. YouTube.
https://www.youtube.com/watch?v=KBfp4pzBIm8
Spectrum Business (n.d.) 7 Ways Managers Can Motivate Their Employees. Spectrum Business.
Retrieved September 03, 2020, from https://spectrumbusinessinsights.com/management/ways-
managers-can-motivate-their-employees/
Study.com. (2013, December 31). Henry Mintzberg’s managerial roles [Video]. YouTube.
https://www.youtube.com/watch?v=XFShUgphzHU
TED (2014, May 19). Why good leaders make you feel safe [Video]. YouTube.
https://www.youtube.com/watch?v=lmyZMtPVodo
TED-Ed (2014, November 4). How to understand power [Video]. YouTube.
https://www.youtube.com/watch?v=c_Eutci7ack
TEDx Talks (2016, July 5). What do all great leaders have in common [Video]. YouTube.
https://www.youtube.com/watch?v=KgmKNKM0i1g
TEDx Talks (2016, December 5). The world needs more visionaries [Video]. YouTube.
https://www.youtube.com/watch?v=j6WNBus0JDo
THNKR (2012, August 30). The speech that made Obama president [Video]. YouTube.
https://www.youtube.com/watch?v=OFPwDe22CoY
Thompson, J. (2019, March 5). Difference Between Organizational Structure & Design. Chron.
Retrieved September 4, 2020, from https://smallbusiness.chron.com/difference-between-
organizational-structure-design-3839.html
Virtual strategist (2016, October 19). How to perform a SWOT analysis [Video]. YouTube.
https://www.youtube.com/watch?v=I_6AVRGLXGA
Walters, N. (2016, March 09). 17 of the biggest differences between managers and leaders.
Business Insider. Retrieved July 16, 2020, from https://www.businessinsider.com/biggest-
differences-between-managers-and-leaders-2016-3
Wigert, B. & Harter, J. (2017) Re-Engineering Performance Management. Gallup, Inc. Retrieved
September 03, 2020, from https://www.gallup.com/workplace/238064/re-engineering-
performance-management.aspx
Workfront.com (n.d.) What is control management and why is it essential? Workfront.com Retrieved
August 25, 2021, from https://www.workfront.com/blog/what-control-management-and-why-it-
essential
UC Berkeley Administration. (n.d.). Guide to managing human resources. UC Berkeley.
Retrieved September 4, 2020, from https://hr.berkeley.edu/hr-network/central-guide-managing-
hr/managing-hr
Zenger, J. & Folkman, J. (2019) The 3 elements of trust. HBS No. HO4RPC. Harvard Business
School Publishing Corporation.
Zoleta, V. (2020, May 21). [Battle of the brands] Netflix vs iflix: Which online streaming service is
better? Moneymax. Retrieved Septermber 4, 2020, from https://www.moneymax.ph/personal-
 finance/articles/netflix-vs-iflix

H. SUGGESTED READINGS

Barnes, C.M. (2016) Research: sleep-deprived leaders are less inspiring. HBS No. HO2XXY.
Harvard Business School Publishing Corporation.
Ceruto, S. (2019, April 30). The psychology of smarter leadership: principles executives and
managers must understand. Forbes. Retrieved September 4, 2020, from
https://www.forbes.com/sites/forbescoachescouncil/2019/04/30/the-psychology-of-smarter-
leadership-principles-executives-and-managers-must-understand/
Davey, L. (2018). How to manage morale when a well-liked employee leaves. HBS No. HO4NW7.
Harvard Business School Publishing Corporation.
Duhigg, C. (2016). Smarter faster better: The transformative power of real productivity. USA:
Random House USA: Jossey Bass
Finkel, D. (2017, August 25). 35 Business controls your Company needs to s uccessfully
scale. Huffpost. Retrieved September 4, 2020, from https://www.huffpost.com/entry/35-
business-controls-your_b_11678830
Gallo, C. (2019). The art of persuasion hasn’t changed in 2,000 years. HBS No. HO51OC.
Harvard Business School Publishing Corporation.
Menon, T. & Thompson, L. (2016). How to make better decisions with less data. HBS No. HO38UJ.
Harvard Business School Publishing Corporation.
Porter, J. (2019). To improve your team, first work on yourself. HBS No. HO4RGC.
Harvard Business School Publishing Corporation.
Robbins, S. P. & Coulter, M. (2012) Management, 11th Edition, Pearson Education

I. GRADING SYSTEM

Final Mark Numerical Equivalent Quality Point Equivalent

For a 3-unit course
A 92 to 100 3.76 to 4.00
B+ 87 to 91 3.31 to 3.75
B 83 to 86 2.81 to 3.30
C+ 79 to 82 2.31 to 2.80
C 76 to 78 1.81 to 2.30
D 70 to 75 1.00 to 1.80
F Below 70 Below 1.00
W Completed less than 33.33% of the Completed less than 33.33% of the
required graded tasks in class. required graded tasks in class.

J. CLASS POLICIES

Please check the memo released by the Office of Associate Dean for Academic Affairs for a complete
list of the academic regulations and policies need to be adapted for online learning. In preparing for the
online classes, please be guided by the following:

Class Syllabus

1. While it is expected that details of the class syllabus are uploaded on the class LMS, the syllabus will
still be uploaded on AISIS. The syllabus on AISIS is the official syllabus of the class.

2. A syllabus uploaded on AISIS may be accessed only by students who are officially enrolled in the
class. Students are expected to download a copy of the syllabus of each of their classes before the first
day of semester.
Learning Management System (LMS)

Canvas is the official LMS of this course. Students who are officially enrolled are included in this
Canvas class and are allowed to take part of class activities such as joining groups, submitting papers
and taking long tests. It is strongly recommended that you download the course materials since you
would not have access to these two weeks after the grades are released. In case you need help in
navigating Canvas, please send an email to www.ateneo.edu/lsone using your obf email.

Portable Learning Packets (PLPs)

If you lack access to a stable internet connection, please inform (1) LS-One (www.ateneo.edu/lsone)
and (2) me so that we can send you the class materials in the form of flash drives or print outs.

Course Requirements and Deadlines

1. Deadlines for major requirements should be announced at least three (3) weeks prior while deadlines
for minor requirements should be announced at least one (1) week before. It is expected that you would
be able to accomplish all these at the comfort of your homes. You are not allowed to accomplish these
requirements outside of your houses.

2. Deadlines for course requirements may not be set on a Sunday or holiday. If an extension to a
previously announced deadline is given, that extension should also fall on a weekday.

3. In consideration of issues relating to internet access and connectivity, instructors are asked to provide
a reasonable period of time during which a timed test/exam may be completed. As a general guide, a
one (1)-hour exam is made available for four (4) hours.

Class Schedules

1. Although online learning will be primarily asynchronous, classes are still to be assigned time slots
following the LS official class schedule. This is to provide a certain structure for the students’ daily study
schedule and to avoid conflicts in the scheduling of synchronous sessions.

2. Since fully online classes will be held in the SY 2021-2022, faculty and students do not need to be in
Metro Manila to be able to participate in classes. However, online classes (synchronous classes,
submission deadlines, etc.) should follow Philippine time.

3. During synchronous sessions, attendance will not be checked. However, I would greatly appreciate it
if you can join me during these scheduled synchronous meetings. These would help me get to know
you more and it would be nice if you keep your cameras on so that I would become familiar with how you
look.

These synchronous sessions are going to be recorded and the recordings will be uploaded in order for
everyone to have access to it. I would like to request the class beadle to remind me to record and
upload the session. The first synchronous session will be on August 31, 2021 through Zoom. I will be
posting a link in our Canvas course.

Communication between Instructors and Students

1. Apart from coursing concerns through the class beadle, students can communicate with their
instructors through the class LMS and/or email.

2. Communication should be coursed through University-issued (i.e., official) email accounts:

@obf.ateneo.edu accounts for students and @ateneo.edu accounts for faculty and professionals.

3. My email is rcementina-olpoc@ateneo.edu. I will reply to your emails within 1-2 days.

Consultations

1. For the protection of both instructors and students, there should be a third person present during a
synchronous online consultation. The instructor and the student should each give consent for the
presence of this third person.

2. To maintain the academic nature of online consultations, a family member may not serve as the third
person during online consultations.

3. If a consultation is to be recorded (instead of having a third person present), the instructor’s recording
must be downloaded, saved in an ADMU GDrive account, and shared with the student unaltered.

Final Grades

Grades reflected in the class LMS are not the official grades of the class. For these grades to be official,
they must be posted on AISIS.

LS Gender Policy

Ateneo de Manila University does not discriminate on the basis of sex, gender, marital or parental
status, sexual orientation, or gender identity or expression. See the following link for more information on
the LS Gender Policy: http://www.ateneo.edu/ls/ls-gender-policy.

Code of Decorum and Administrative Rules on Sexual Harassment, Other Forms of Sexual
Misconduct, and Inappropriate Behavior

The Code of Decorum and Administrative Rules outlines the definition of sexual harassment, other forms
of sexual misconduct, and inappropriate behavior; imposable sanctions for the different types of
infractions; grievance procedures; and modes of intervention and assistance. It covers both students
and employees of the University. The Code and Rules were released on 29 August 2020. See the
following link for more information:

http://www.ateneo.edu/policies/code-decorum-investigation-sexual-harassment

K. CONSULTATION HOURS

NAME OF FACULTY EMAIL DAY/S TIME

Raquel Cementina-Olpoc rcementina-olpoc@ateneo.edu Fridays 2:00-5:00

L. ADDITIONAL NOTES

LAS 21 Group Research Paper Outline

I. Company background (The company should have at least 3 years of existence and 30
employees.)
a. Brief Company Background
b. Company’s History (VMV, founders, timeline and historical highlights including company
growth in number of branches and employees, if applicable)
c. Products and services
d. Updated Financial Performance (If the company is not willing to disclose financial data, then
find indicators of financial stability such as increase in number of clients, projects,
employees.)

II. Focus of Review

a. Purpose and objective of the study (Why is studying the planning, organizing and leading
management functions important for the company? What’s the value of looking at these
functions?)
b. Scope and Limitations (What are the parameters of the topic, coverage and methods
used?)

III. Organizational Diagnosis

a. Methodology (What did the group do to gather more information on the company? E.g.
qualitative and quantitative review of company documents, desktop research, interviews).
b. Profile of the Sample (Summarize the demographic information of your respondents,
such as civil status, gender, job level, tenure, department, educational attainment, etc.). The
sample should have three respondents – one from senior management, one middle
management, one rank and file.
c. Results by Function (What results did you arrive at for each function? For the qualitative
and quantitative review of company documents, desktop research and interviews,
summarize the information according to each function – Planning, Organizing, Leading. For
each interview question, summarize the answers of the interviewees.)
d. Analysis (Compare the results of the research and interviews – what are the
similarities or differences? Compare the answers of the interviewees – are there similarities
or differences? Align the results to the theories or concepts in Planning, Organizing and
Leading – what do you think are the theories or concepts the company is basing on for their
decisions? Align the results to the company’s strategy/ies – which strategy/ies did the
company base their decisions on?) Align results to the company’s future outcomes – what
do you think will be the effect of these decisions in the future?)
e. Summary and Conclusions

• Attachments (including, but not limited to:)

• Charts
• Graphs
• Interview
• Other data

• Other Details:
• A4
• Length of Paper: maximum of 30 pages including all attachments
• 1.5 Spacing
• Font size 12
• One-inch margins
 Basic Interview Questions

Good morning / afternoon __________. I am __________, a _____ (year level) (course) student of
Ateneo de Manila University. One of my subjects this semester is Principles of Management which
introduces the students to the basic aspects of the Management functions of Planning, Organizing,
Leading and Controlling). For this class, my group mates and I have to conduct a research to see
how the Planning, Organizing and Leading functions are applied in the organization in this time of
crisis. In line with this, we have to interview three employees to get information on the
organization. Rest assured that the information that we will get will be kept confidential. The data
that we will submit to our teacher and our company contact will be in summary form and no names
will be mentioned. Before we start, do you have any questions?

Interviewee’s Code Name: ____________________________ Position: __________________

Years in this position ________________ Years working in this company _________________
Highest educational attainment _____________________________________________________

1. Before the pandemic, how does working in this company feel like? Why do you say so?

2. How would you describe the management style in this organization? Why do you say so?

3. What are the challenges that the company has or is experiencing due to the pandemic?

4. How have these challenges affected how the company is being run?

5. What did the company do to manage these challenges? (For each management action, probe
and ask follow up questions. Ask who, what, when, why and how questions.)

6. What are the effects of these management decisions to the organization? (For example, how
did the organizational structure change?)

7. Which among these management actions significantly impacted the employees? Why do you
say so?

8. How did management communicate these decisions to the employees?

9. What did management, particularly HR, do to assist the employees in handling their loss, if any
(e.g. job, full salary, benefits, etc)?

10. If there had been layoffs or reduced pay, what did the management, particularly HR, do to
manage the morale of the employees that are still part of the organization? Do you think these
were effective? Why or why not?

11. What did management do to ensure that the employees are still performing 100%? Do you think
these were effective? Why or why not?

12. What do you think are the factors that management has taken into account to come up with
such decisions? Do you agree with these factors? Why or why not?

Is there anything else you would like to share with me?

Thank you for helping us fulfill our group project requirement. Maraming salamat po!

v.3 07/2020