ORGMAN REVIEWER

1. DECIDING - A decision can be defined as a course of action purposely chosen from a set of
alternatives to achieve organizational or managerial objectives or goals. Decision making process
is continuous and indispensable component of managing any organization or business activities.
2. PLANNING - Planning is the function of management that involves setting objectives and
determining a course of action for achieving those objectives. Planning requires that managers be
aware of environmental conditions facing their organization and forecast future conditions.
3. ORGANIZING - Organizing is the function of management that involves developing an
organizational structure and allocating human resources to ensure the accomplishment of
objectives. The structure of the organization is the framework within which effort is coordinated.
4. FORMULATING - Strategy formulation is the process of using available knowledge to document
the intended direction of a business and the actionable steps to reach its goals. This process is
used for resource allocation, prioritization, organization-wide alignment, and validation of business
goals.
5. OBJECTIVES - Organizational objectives are medium and short-term aims that a company
pursues to accomplish its long-term goals. These objectives allow a company to evaluate its
performance, business strategy, and productivity levels.
6. GOALS - Statements describing what your organization wishes to accomplish, stemming from
your purpose. Goals are the ends toward which your efforts will be directed and often change from
term to term or year to year, depending on the nature of the group.
7. VISION STATEMENT - A vision statement describes the company's purpose, what the company is
striving for, and what it wants to achieve. Most writers of vision statements find that it's a rewarding
and inspiring process. It gives them the chance to articulate the characteristics that influence the
organization's strategy.
8. MISSION STATEMENT - A mission statement is a concise explanation of the organization's reason
for existence. It describes the organization's purpose and its overall intention. The mission statement
supports the vision and serves to communicate purpose and direction to employees, customers,
vendors and other stakeholders.
9. BUSINESS ENVIORENMENT - The term business environment means. “The aggregate of all the
forces, factors and institutions which are external to and beyond the control of an individual business
enterprise, but which exercise a significant influence on the functioning and growth of individual
enterprises.”
10. BUSINESS ORGANIZATION - Business organization, an entity formed for the purpose of carrying
on commercial enterprise. Such an organization is predicated on systems of law governing contract
and exchange, property rights, and incorporation.
11. EXTERNAL FACTORS - External environment factors are elements that exist outside of a
company's internal environment that can affect a company's operations. These outside forces
can help the business or present challenges to its current processes.
12. INTERNAL FACTORS - Internal factors are those that you control, they come from within you.
Internal factors are influenced by your feelings and thoughts. These can be positive or negative.
Positive thoughts will help you with decision making, while negative thoughts will most likely hinder you.
Internal factors are factors within a business that can be controlled by the organization.
The three main internal factors are:
- Human resources.
- Finance.
- Current technology.
13. ENVIRONMENTAL SCANNING - Environmental scanning is the ongoing tracking of trends and
occurrences in an organization's internal and external environment that bear on its success,
currently and in the future. The results are extremely useful in shaping goals and strategies.
14. ENVIRONMENTAL FACTORS - The general environment factors are those factors which do not
have a direct effect on the operations of the organization but influences the activities of the
organization. These factors normally include political, economic, socio-cultural, technological,
regulatory, environmental (natural) and demographic factors.

15.
16. EXTERNAL ENVIRONMENT - External environment. noun [ C, usually singular] the conditions and
events outside a company that affects the way it operates: As the organization's external
environment evolves, its goals must evolve to reflect this changing environment
17. INTERNAL ENVIRONMENT - An organization's internal environment is composed of the elements
within the organization, including current employees, management, and especially corporate
culture, which defines employee behavior. Although some elements affect the organization as a
whole, others affect only the manager.
18. PESTEL ANALYSIS - A PESTEL analysis studies the key external factors (Political, Economic,
Sociological, Technological, Environmental and Legal) that influence an organization.  Each of
these can have a profound effect on your business and varying implications, for example, in terms of
 duration of impact - short term or long term. It can be used in a range of different scenarios and can
guide people professionals and senior managers in strategic decision-making.
19. SWOT ANALYSIS - SWOT Analysis stands for Strengths, Weaknesses, Opportunities, and Threats
is a strategic planning and strategic management technique used to help a person or organization
identify Strengths, Weaknesses, Opportunities, and Threats related to business competition or project
planning. It is sometimes called situational assessment or situational analysis.
20. CONDUCTING A SWOT ANALYSIS - A SWOT analysis is a tool for documenting internal strengths
(S) and weaknesses (W) in your business, as well as external opportunities (O) and threats (T). You
can use this information in your business planning to help achieve your goals. To work out if something
is an internal or external factor, ask yourself if it would exist even if your business didn't. If it would, then
it's an external factor (e.g., new technology).
Use the following 8 steps to conduct a SWOT analysis.
1. Decide on the objective of your SWOT analysis
2. Research your business, industry and market
3. List your business's strengths
4. List your business's weaknesses
5. List potential opportunities for your business
6. List potential threats to your business
7. Establish priorities from the SWOT
8. Develop a strategy to address issues in the SWOT
21. VALUES - What are organizational values? Put simply, organizational values are the guiding
principles that provide an organization with purpose and direction. They help companies manage
their interactions with both customers and employees.
22. GOAL SETTING - Goal setting is the process of establishing objectives, guidelines, and ways that
can help your employees understand the individual, team, and company-wide business goals.
Goal setting has to be specific, measurable, achievable, and time-bound.
23. STAFFING - Staffing refers to the continuous process of finding, selecting evaluating and
developing a working relationship with current or future employees. The main goal of staffing is to
fill the various roles within the company with suitable candidates.
24. INTEGRATION - Organizational integration can be defined as the extent to which distinct and
interdependent organizational components rapidly and adequately respond and/or adapt to
each other while pursuing common organizational goals.
25. DELEGATION -  giving others the authority to act on your behalf, accompanied with
responsibility and accountability for results. A leader cannot do all of the work for an organization; if
one tries, he or she will not be successful at leading.
26. DIFFERENTIATION - occurs in large companies when different departments, sections or branch
offices create their own corporate culture within the parent company's overall structure. For
 instance, the sales staff at a differentiated company will have a different approach to their tasks than
the accounting department.
27. ORGANIZATIONAL PURPOSE - is the motivating force moving, guiding, and delivering the
organization to a perceived goal. It is the driving force, the fuel, the bond, the intangible link that pulls
the organization together to achieve success.
28. TRAIN LAW - The Republic Act No. 10963 or the Tax Reform for Acceleration and Inclusion (TRAIN)
Law is the first package of the Comprehensive Tax Reform Program (CTRP) created by the
Duterte Administration to address the deficiencies in the taxation framework.
The Tax Reform for Acceleration and Inclusion (TRAIN) under the Comprehensive Tax Reform
Program seeks to correct a number of deficiencies in the tax system to make it simpler, fairer,
and more efficient.
29. VALUE-ADDED TAX (VAT) - is a form of sales tax. It is a tax on consumption levied on the sale,
barter, exchange or lease of goods or properties and services in the Philippines and on importation of
goods into the Philippines.
30. TARIFF - A tariff refers to the tax imposed by the government on imported goods from other
countries. Tariff is imposed majorly to protect the domestic producers, but the government also
imposes tariffs to reduce imports from other countries, thereby promoting the use of domestic
products. A tariff is a tax imposed by one country on the goods and services imported from
another country to influence it, raise revenues, or protect competitive advantages
31. REFORMED VAT (RVAT) LAW - amended the VAT Law by: Authorizing the President of the
Philippines upon the recommendation of the Secretary of Finance to raise the VAT rate from
10% to 12% after meeting certain conditions. The primary objective of the RVAT Law is to widen the
tax base by removing a number of products and services from the list of exempt transactions under the
National Internal Revenue Code of 1997, as amended, thereby increasing revenue collections.
32. ARGYRIS MATURITY THEORY - presented by Chris Argyris in Personality and Organization, is one of
the many theories that seek to explain DOUGLAS MCGREGO’S THEORY the human nature and
behavior. According to this theory, a persons' development is processed along a continuous break
of an immaturity situation to a maturity situation.
33. DOUGLAS MCGREGOR’S THEORY- According to McGregor, Theory X management assumes the
following: Work is inherently distasteful to most people, and they will attempt to avoid work
whenever possible. Most people are not ambitious, have little desire for responsibility, and prefer to be
directed.
34. MASLOW’S HIERARCHY OF NEEDS THEORY - There are five levels in Maslow's pyramid. From the
bottom of the hierarchy upwards, the needs are physiological (food and clothing), safety (job
security), love and belonging needs (friendship), esteem, and self-actualization.
35. AUTHORITY - in context of a business organization, authority can be defined as the power and right
of a person to use and allocate the resources efficiently, to take decisions and to give orders so
as to achieve the organizational objectives. Authority must be well-defined.
36. RESPONSIBILITY - Business responsibility is someone's duty (that often depends on the job level)
to perform or complete a task. This task might have been assigned by someone (hierarchically
superior, or a colleague's request) or created by the own person
37. HIERARCHICAL ORGANIZATION - In general, a hierarchy is any system or organization in which
people or groups are ranked one above the other according to status or authority. While most
corporations and businesses have hierarchies, they can also be part of any organization, including
governments and any organized religion.
38. DIVISION OF LABOUR - the separation of a work process into a number of tasks, with each task
performed by a separate person or group of persons. It is most often applied to systems of mass
production and is one of the basic organizing principles of the assembly line