Research HHHH

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ZARAGOZA NATIONAL HIGH SCHOOL

San Rafael, Zaragoza Nueva Ecija
SENIOR HIGH SCHOOL

Level of Management Practices of Micro and Small Businesses
in Zaragoza, Nueva Ecija
A Research
Presented to the Faculty of
The Senior High School of
Zaragoza, Nueva Ecija
In Partial Fulfillment
Of the Requirements for the Subject
Inquiries, Investigation, and Immersion
Academic Track-GAS Strand
Vince Theo Minoncia

Nico Sebastian
Margie Gutierrez
Kyla Rabang
Jessica Mikaela Sanchez
June 2021
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Chapter I
PROBLEM AND ITS SETTING
Introduction
Entrepreneurship is the practice of starting new
businesses or developing new products or services. It is
receiving greater attention from policy makers and experts
in developed and developing countries. New dynamic
enterprises contribute to economic development in several
ways: as an important channel to convert innovative ideas
into economic opportunities, as the basis for
competitiveness through the revitalization of social and
productive networks, as a source of new employment, and as a
way to increase productivity. The latest studies are
gradually demystifying the enterprise creation process. This
process covers the period from a potential entrepreneur’s
initial inspirational spark and motivation to begin a new
venture up through its startup and early development.
Entrepreneurship is defined by Periquet (2007) as the
ability to marshal resources in order to seize new business
opportunities which have uncertain outcomes. It has become
central to economic growth in light of the rapid advancement

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of information technology and growing importance of
knowledge. Entrepreneurship has long been recognized by
development managers as an important aspect in development.
It puts together the three other aspects of production –
land, labor and capital. Entrepreneurship entails several
benefits. Among others, it improves the quality of life or
uplifts the standard of living of the people in the society.
Entrepreneurship is very much alive in the Philippines. The
Philippine government recognizes that entrepreneurship is a
strategic intervention that could hasten rural development
process. Among the 10 Point Agenda of Pres. Arroyo is the
creation of six million jobs in six years through more
opportunities given to entrepreneurs. Moreover, gauging the
importance of entrepreneurship in the country, the President
had created Office of the Presidential Consultant for
Entrepreneurship in 2005 whose mandate is the creation of
three million entrepreneurs by the end of Ms. Arroyo’s term
in 2010. In addition, the Philippines also enacted R.A. No.
9178, a law that promotes the establishment of Barangay
Micro Business enterprises by providing incentives and
benefits in promoting the formation of micro enterprises,
which serve as seedbeds of Filipino entrepreneurial talents,

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by giving them fiscal and non-fiscal incentives that will
help them survive and grow into viable enterprises.
The importance of entrepreneurship in the development
of the country had been undeniably significant. Private
sector development and entrepreneurship development are
essential ingredients for achieving the Millennium
Development Goal of reducing poverty. While sound
macroeconomic policies and providing market access are
crucial, emerging markets need to nurture and develop
entrepreneurs able to take advantage of opportunities
created by globalization. History shows that economic
progress has been significantly advanced by pragmatic people
who are entrepreneurial and innovative, able to exploit
opportunities and willing to take risks. Recognizing the
need for a framework and detailed strategies to promoting
the culture of entrepreneurship, the Philippines has
prepared the National Small Medium Enterprises Agenda which
is now integrated into a Medium Enterprise Development Plan
for 2006-2010.
The great bulk of local enterprises are micro-
businesses, making up to 91.9%, with small and medium
enterprises comprising only 7.8% of the total entrepreneurs.

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Large enterprises account for merely 0.33% of total
enterprises. Studies reveal that business success is
contributed to the management practices, entrepreneurial
competencies and personal characteristics of business owners
while study of Parilla (2009), emphasized the link of
management practices, entrepreneurial competencies and
business success, however, there is still a limited
literature to prove on the comparison of management
practices of microbusiness owners and small business owners.
It is in this context that this study was conceptualized and
it elicited information on the differences and similarities
of management practices of microbusiness and small business
owners. This study benefited the businesses owners as this
provided them information on the management practices for
them to have benchmark.
Conceptual Framework
The study entitled “Level of Management Practices of
Micro and Small Businesses in Zaragoza, Nueva Ecija” to

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determine the similarities and differences of the management
practices and entrepreneurial competencies of micro business
and small business owners in Zaragoza, Nueva Ecija.
This study focused on the similarities and differences
of the management practices of micro business and small
business owners in the Province of Zaragoza, Nueva Ecija. It
looked into the entrepreneur profile such as personal
characteristics, entrepreneurs’ competencies and on the
organizational profile and management practices. The
respondents consisted of two groups; a sample of business
owners and sample of employees of these business owners.
Statement of the Problem
This research work determined the similarities and
differences of the management practices and entrepreneurial

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competencies of microbusiness and small business owners in
Zaragoza, Nueva Ecija.
Specifically, it answered the following questions:
1. What is the profile of business owners in terms of:
1.1 Age,
1.2 Sex,
1.3 Educational Attainment,
1.4 Membership to organizations, and
1.5 Seminars/Trainings Attended?
2. What is the organizational profile of the micro and
small businesses in terms of:
2.1 Years of Existence,
2.2 Type of Operations,
2.3 Form of Ownership,
2.4 Number of Workers,
2.5 Start-up Capital
2.6 Source of Capital?
3. What is the level of competencies of micro business and
small business owners in terms of:
3.1 Opportunity-Seeking and Initiative,

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3.2 Risk Taking,
3.3 Demand for Efficiency and Quality,
3.4 Persistence,
3.5 Commitment to Work,
3.6 Information Seeking,
3.7 Goal Setting,
3.8 Systematic Planning and Monitoring,
3.9 Persuasion and Networking, and
3.10 Independence and Self-Confidence?
4. What are the management practices of micro-businesses
and small businesses in terms of:
4.1 Marketing,
4.2 Human Resources, and
4.3 Finance?
Hypotheses
Ho: There is no significant difference between the level of
competencies and years of existence of small business owners
in Zaragoza, Nueva Ecija.

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Ho: There is no significant difference between the level of
competencies and years of existence of micro business owners
Ho: There is no significant difference between the
management practices of the small business owners in terms
of:
a.age
b. sex
Ho: There is no significant difference between the
management practices of the micro business owners in terms
of:
a. age
b. sex
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Input
1. Demographic Profile of the Respondents
1.1: Age;
1.2: Sex;
1.3: Civil Status;
1.4: Educational Attainment;
1.5: Membership to Professional Organization;
and
1.6: Seminar/Training Attended.
2. Organizational Profile of the Micro and
Small Businesses
2.1: Years of Existence;
2.2: Types of Business;
2.3: Form of Ownership;
2.4: Number of Workers;
2.5: Start-up Capital; and
2.6: Source of Capital.
3. Level of Management Practices
3.1 Opportunity Seeking and Initiative;
3.2 Risk Taking;
3.3 Demand for Efficiency and Quality;
3.4 Persistence;
3.5 Commitment to the Work Contract;
3.6 Information Seeking;
3.7 Goal Setting;
3.8 Systematic Planning and Monitoring;
3.9 Persuasion and Networking; and
3.10 Independence and Self-Confidence.
4. Marketing Practices
4.1 Buying;
4.2 Selling-Product;
4.3 Selling-Prices;
4.4 Selling-Promotion;
4.5 Financing; and
4.6 Market Information.
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Input
5. Human Resources Practices
5.1 Job Orientation;
5.2 Compensation and Fringe Benefits;
5.3 Working Condition; and
5.4 Motivation.
6. Financial Practices
6.1 Financing Planning;
6.2 Financing Decision;
6.3 Working Capital Management; and
6.4 Capital Budgeting.
Process
1. Data gathering (survey through questionnaire)
2. Distribution of questionnaire
3. Interpretation of data gathered through the
use of statistical tools
Output
1. Identified Demographic Profile of the Respondents
1.1 Age
1.2 Sex
1.3 Civil Status
1.4 Educational Attainment
1.5 Membership to Professional Organization
1.6 Seminar/Training Attended
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Output
2. Organizational Profile of the Micro and Small
Businesses
2.1 Years of Existence
2.2 Types of Business
2.3 Form of Ownership
2.4 Number of Workers
2.5 Start-up Capital
2.6 Source of Capital
3. Identified Level of Management Practices
a. Opportunity Seeking and Initiative
b. Risk Taking
c. Demand for Efficiency and Quality
d. Persistence
e. Commitment to the Work Contract
f. Information Seeking
g. Goal Setting
h. Systematic Planning and Monitoring
i. Persuasion and Networking
j. Independence and Self-confidence
4. Identified Marketing Practices
a. Buying
b. Selling-Product
c. Selling-Prices
d. Selling-Promotion
e. Financing
f. Market Information
5. Identified Human Resources Practices
a. Job Orientation
b. Compensation and Fringe Benefits
c. Working Condition
d. Motivation
6. Financial Practices
a. Financing Planning
b. Financing Decision
c. Working Capital Management
d. Capital Budgeting
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Proposed Action Plan

Propose a program like
seminars that will train all
the business owners to improve
their business.
Figure 1: Research Paradigm

The research paradigm discusses the input, process and
output of the research. In the input, it is composed of the
demographic profile of the respondents, organizational
profile of the business, level of marketing practices,
management practices of micro businesses and small
businesses in terms of: Marketing, Human Resources, and
finance. In the process, it is composed of data gathering
procedure through structured questionnaire to analyze the
data gathered. Lastly in the output, the identified profile
of the respondents, identified organizational profile of the
business, identified level of marketing practice and
identified management practices of micro-businesses and
small businesses in terms of: Marketing, Human Resources,
and finance. Based on the conclusions that were derived by
the researchers, an action plan will be proposed to help the
small and micro business owner to improve their business.
Significance of the Study

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This study aims to examine the Emotional Intelligence
used by barangay captains on their Leadership Skills in
This study will be significant to the following:
To the Business Owner, this will become a guide to them to
know what they will do to improve their business.
To the Community, this will serve as a guideline for them to
support the small and micro business to grow their business.
To the Future Researchers, this will serve as a basis and
reference in conducting similar researches.
To the Learners, it can help to those who are aiming to be a
business owner someday because it can serve them information
that can improve their business someday.
To the School, this study will help the school to guide the
teachers and also the learners to support the small and
micro business to help them grow their business.

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Scope and Delimitation
The study was conducted at Zaragoza, Nueva Ecija during
the first and second semester of the school year 2019-2020.
The respondents of the study would be the small and micro
business owners and also their employees around Zaragoza,
Nueva Ecija. The researchers used purposive sampling
technique in selecting the respondents. The study focused in
the organizational profile of the business, level of
competencies, and management practices of micro-businesses and
small businesses in terms of: marketing, human resources and
finance. The researchers conducted survey and used
structured or close ended questionnaire to gather data from
the respondents. Descriptive and correlational types of
research are employed in this research to determine the
similarities and differences in the management practices of
micro and small business owners in Zaragoza, Nueva Ecija.
Definition of terms
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This study entitled “Level of Marketing Practices of
Micro and Small Businesses in Zaragoza, Nueva Ecija”. The
researchers used an operational definition to define the
following terms:
Business - Organizations that seek profits by providing
goods or service in exchange of payment.
Competence - Particular qualities that a company’s
recruiters have decided are desirable for employees to
possess.
Demand - Ability of consumers to purchase a given
quantity of a good or service at a given point in time or
over a period in time.
Efficiency - is the quality of being able to do a task
successfully without wasting time and energy.
Employee - is an individual who was hired by an
employer to do specific job.
Finance - is the management of large amounts of money,
especially by government or large companies.
Goal Setting - process that starts with careful
consideration of what you want to achieve, and ends with a
lot of hard work to actually do it.

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Human Resources - the set of people who make up the
workplace of an organization, business sector, industry, or
economy.
Information Seeking - is the process or activity of
attempting to obtain information in both human and
technological contexts.
Management - is the process of dealing with or
controlling things or people.
Marketing - is the action or business of promoting and
selling products or services.
Opportunity - is an occasion or situation that makes it
possible to do something that you want or have to do.
Owner - a person who own something
Persuasion - the action or fact of persuading someone
or of being persuaded to do or believe something.
Quality - is the ability of a product or service to
meet a customer’s expectations for that products or service.
Risk Taking - is the act or fact of doing something
that involves danger or risk in order to achieve a goal.
Self-confidence - is the courage to know yourself and
believing in yourself.
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Skill - is the ability to use one’s knowledge
effectively and readily in execution or performance.

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Chapter II
RESEARCH METHODOLOGY
This chapter is about the research method used in this
study to answer the problems that are stated for
investigation. This chapter explains the different parts of
the research methodology that includes the research design,
research locale, the samples and sampling procedure, data
gathering method, construction and description of the
instrument, statistical tool, administrative and retrieval
of questionnaire and validity and reliability of
instruments.
Research Design
In this study, descriptive method was used to determine
the similarities and differences of the management practices
and personal competencies of micro-business and small
business owners.
Descriptive research is all about describing people who
take part on the study. According to Shuttleworth (2017)
“Descriptive research design is a scientific method which
involves observing and describing the behavior of a subject
without influencing it in anyway.”

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Research Locale
This study was conducted at Zaragoza, Nueva Ecija since
the chosen respondents are the owners of small and micro
business in Municipality of Zaragoza, Nueva Ecija.

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Figure 2. Map of Zaragoza, Nueva Ecija
Sample and Sampling Technique
Non-probability is the sampling technique that is used
in this study. According to (explorable.com, 2019), non-

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probability sampling is gathered in a process not give all
the individuals in the population equal chances of being
selected. Sampling method is reliant on a researcher's
ability to select members.
Under non-probability, the researchers used judgmental
or purposive sampling. Purposive sampling (also known as
judgement, selective or subjective sampling) is a sampling
technique in which researcher relies on his or her own
judgement when choosing members of population to participate
in the study.
Data Gathering Technique
To possibly conduct the research, the researchers used
survey as their data gathering technique as they determine
the similarities and differences in the management practices
of micro and small business owners in Zaragoza, Nueva Ecija.
A survey is defined as a research method used for
collecting data from a pre-defined group of respondents to
gain more information and insight on various topics of
interest (Rouse 2017). It is also the most common technique
used by researchers to gather information at the shortest
period of time.
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The researchers give the same questionnaire to each
respondent, each answer undergoes to the encoding and
tabulating process to help the researchers on properly
interpreting the data gathered.
Respondents of the Study
The respondents of the study were the owner of small
and micro business around Zaragoza, Nueva Ecija. The
researchers used non probability sampling technique which is
purposive sample. According to Crossman (2019), a purposive
sample is a non-probability sample that is selected based on
characteristics of a population and the objective of the
study. Through questionnaire that was given by researchers,
the respondents supply with the proper answers that the
researchers need to conduct the study.
Construction of the Instrument
In the construction of instrument, the researchers read
articles and other reading materials. The researcher
prepared the items in the questionnaires. However some of
the items of the questionnaires were patterned from the
questionnaires of dissertations conducted by Ancheta(2004),
Velasco (2003),Moreno (2001), Tagay (2003), and Parilla

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(2009) likewise as for the personal entrepreneurial
competencies questionnaire, it was adapted to the
questionnaire of Professor McClleland and Mcber.
After the researchers gathered the data, the
statistician validates the instrument and found out that the
questionnaire is reliable.
Description of the Instrument
In this study, questionnaires were the main instrument
to be used. There are two sets of questionnaires that were
prepared. Set 1 was used for the samples of business owners.
Set 2 was used for the employees of the businesses.
The questionnaire for the business owners consisted of
three parts. Part 1 elicited personal and business profile:
age, gender, civil status, educational attainment, seminars
attended, membership to organizations, years of existence,
business form, type of business, number of workers, start-up
capital, and source of capital. Part II provided the
management practices such as human resources, financial
management and marketing management. Part III elicited
information about entrepreneurial competencies.

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The second set of questionnaires for the micro-business
employees likewise consisted of 2 parts: Part 1 supplied on
the assessment of the employees of the management practices
of their organization along human resources, financial
management and marketing management. The 2nd part provided
for the assessment of the employees along the
entrepreneurial competencies of the business owners.
Records of the business owners’ list of the Department
of Trade and Industry served as sources of data. Finally,
the SME Agenda of the President also served as important
sources of information.
Scoring and Scale
A five-point scale, 1-5 with answer options of “very
highly practiced” as 1, “highly practiced” as 2, “moderately
practiced” as 3, “slightly practiced” as 4 and “not
practiced” as 5, was used in assessing respondents’
management practices. Moreover, a five point scale, with
answer options of “always” as 1, “often” as 2, “sometimes”
as 3, “seldom” as 4, and “never” as 5, will be used in
assessing entrepreneurial competencies.

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The following norms for interpretation were used in the
study:
1. The level of personal entrepreneurial competencies of
business owners.
Statistical Range Descriptive Rating
1.80 – 1.00 Always
2.60 – 1.81 Often
3.40 – 2.61 Sometimes
4.20 – 3.41 Seldom
5.00 -4.21 Never
2. The level of management practices of businesses.
Statistical Range Descriptive Rating
1.80 – 1.00 Very Highly Practiced (VHP)
2.60 – 1.81 Highly Practiced (HP)
3.40 – 2.61 Moderately Practiced (MP)
4.20 – 3.41 Slightly Practiced (SP)
5.00 – 4.21 Not Practiced (NP)
Validation and Reliability of Instrument
The questionnaire constructed by the researchers was
passed to a research teacher for corrections and

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suggestions. After checking, all corrections were
incorporated in the questionnaire for content and face
validation.
Data Gathering Procedure
Before conducting this study, the researchers asked the
research teacher for approval and correction and allowing
them to conduct the research study using the owner of small
and micro business in Zaragoza, Nueva Ecija as a respondent.
After approving the researcher looked for owner of small
and micro business in Zaragoza, Nueva Ecija. The researcher
discussed and explained the purposed of the study to the
selected business owner who served as a respondent of this
study.
Administration and Retrieval of Questionnaire
The first thing that the researchers did was to find
the respondents who are business owner of small and micro
business in Zaragoza, Nueva Ecija. The researchers used
purposive sampling method.
The researchers approached the respondents, introduced
themselves to them, and then handed out the questionnaires.

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Information and purpose regarding the study was explained to
the respondents and were asked for their cooperation.
The questionnaires were administered to the respondents
and were given enough time to finish answering the
questionnaires. Then, the questionnaires were given back to
the respondents.
Statistical Tool
Responses from questionnaire were analyzed using the
descriptive statistics for analyzing the demographic profile
and the frequency counts were used.
Weighted mean was used to summarize the value of the
answers in the research question. Pearson r correlation was
used to test the significant relationships between the two
variables. ANOVA and T test was also used to see the
significant differences.
The ranking of each answer in the questionnaire was
based on the number ordered among all answers. The highest
value is the rank 1 and the least value is the rank 5.
Chapter III
PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA
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This study focuses on the “Level of Management Practices of
Micro and Small Businesses in Zaragoza, Nueva Ecija”. This
chapter presents the gathered data from the respondents,
analyses and interpretation of these data in lined with the
objectives of the study.
1. Demographic Profile of the Respondents
The profile of the respondents in terms of sex, age,
educational attainment, membership/organization and
seminar/training attended.
1.1 Sex of the respondents
Table 1
Sex of the respondents
Micro Business Owners Small Business Owners
Sex Frequency Percent Frequency Percent
Male 7 24.14% 8 22.86%
Female 22 75.86% 27 77.14%
Total 29 100% 35 100%
Table 1 shows the sex of the respondents. Sex is defined
as the biological differences between male and female.
(Cross, 2018) It shows that out of 29 respondents in micro
business owners, there are 7 male which is equivalent to
24.14%, and 22 female that is equivalent to 75.86%, for a
total of 100%. As for the other one, out of 35 respondents in

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small business owners, there are 8 male which is equivalent
to 22.86%, and 27 female that is equivalent to 77.14%, for a
total of 100%.
Based on the data presented, most of the respondents
are female.
1.2 Age of the Respondents
Table 2
Age of the Respondents

Age Frequency Percent Frequency Percent
18-20 2 6.9% 4 11.43%
21-23 1 3.45% 4 11.43%
24-26 2 6.9% 4 11.43%
27-30 3 10.34% 1 2.86
31-33 2 6.9% 1 2.86%
34-36 3 10.34% 4 11.43%
37-40 4 13.8% 0 0.00%
41-43 3 10.34% 6 17.14%
44-46 5 17.24% 1 2.86%
47-50 1 3.45% 5 14.29%
51-53 2 6.9% 1 2.86%
54-56 1 3.45% 1 2.86%
57-59 0 0.00% 3 8.57%
Total 29 100% 35 100%
Table 2 shows the ages of the respondents. Age or
chronological age is defined as the number of years s person

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has lived (Kowalkczyk,2014). It shows that there are 29
respondents in micro business owners which are equal to
100%. Out of 29, there are 2 respondents aged 18-20 which is
equivalent to 6.9%. Another 2 respondents of them are aged
24-26, that is also equivalent to 6.9%. Also, another 2
respondents are aged 51-53, that is also equivalent to 6.9%.
1 respondent is aged 21-23 which is equivalent to 3.45%.
Another 1 for aged 47-50 that is also equivalent to 3.45%
and another 1 respondent for aged 54-56 that is also
equivalent to 3.45%. There are 3 who are aged 27-39 that is
equivalent to 10.34%. Another 3 respondents for aged 34-36
that are also equivalent to 10.34% and another 3 respondents
for aged 41-43 that is also equivalent to 10.34%. 4
respondents aged 37-40 that is equivalent to 13.8%. 5
respondents aged 44-46 that is equivalent to 17.24%. As for
the other one, out of 35 respondents in small business
owners, there are 4 respondents for aged 18-20 which is
equivalent to 11.43%. Another 4 respondents for aged 22-24
that is also equivalent to 11.43%. Also, another 4
respondents for aged 25-27 that is also equivalent to 11.43%
and another 4 respondents for aged 34-36 that is also
equivalent to 11.43%. There are 1 respondent for aged 28-30

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which is equivalent to 2.86%. Another 1 respondent for aged
31-33 that is also equivalent to 2.86%. Also, another 1
respondent for aged 43-45 that is also equivalent to 2.86%
and another 1 respondent for aged 52-54 that is also
equivalent to 2.86%. There are 6 respondents for aged 40-42
that is equivalent to 17.14%. 5 of them aged 46-48 that is
equivalent to 14.29% and 3 respondents for aged 55-57 that
is equivalent to 8.57%
Based on the data presented, most of the respondents in
micro business owners are aged 44-46 and to small business
owners most of the respondents are 40-42.
1.3 Educational Attainment of the respondents
Table 3
Educational Attainment of the respondents

Educational Frequency Percent Frequency Percent
Attainment
Elementary 0 0.00% 0 0.00%
Graduate
High School 25 86.21% 0 0.00%
Graduate
College 4 13.79% 35 100%
Graduate
Total 29 100% 35 100%
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Table 3 shows the educational attainment of the
respondents. It shows that there are 29 respondents in micro
business owners which are equal to 100%. Out of 29, there
are 25 respondents that are high school graduate which is
equivalent to 86.21%. Out of 29 respondents there are 4
respondents that are college graduate which is equivalent to
13.79%. As for the 35 respondents of small business owners
which are equal to 100%. All of the 35 respondents of small
business owners are high school graduate.
Micro business owner and small business owners are high
school graduate.
1.4 Civil Status of the respondents
Table 4
Civil Status of the respondents

Civil Frequency Percent Frequency Percent
Status
Single 9 31.03% 14 40.00%
Married 20 68.97% 21 60.00%
Total 29 100% 35 100%
Table 4 shows the civil status of the respondents. It
shows that there are 29 respondents in micro business owners

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which are equal to 100%. Out of 29 respondents, there are 9
respondents that are single which is equivalent to 31.03%.
Out of 29 respondents there are 20 respondents that are
married which is equivalent to 68.97%. As for the 35
respondents of small business owners which are equal to
100%. Out of 35 respondents, there are 14 respondents that
are single which is equivalent to 40.00%. 21 of them are
married which is equivalent to 60.00%.
Micro business owner and small business owners are married.
1.5 Membership/organization of the respondents
Table 5
Membership/organization of the respondents

Membership/ Frequency Percent Frequency Percent
Organization
0-1 26 89.66% 35 100%
2-3 2 6.9% 0 0.00%
4-5 1 3.45 0 0.00%
Total 29 100% 35 100%
Table 5 shows the membership/organization of respondents
in micro and small business owners. Out of 29 respondents in
micro business owners, there are 26 respondents which is

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equivalent to 89.665 are member in just 0-1 organization. 2
respondents which is equivalent to 6.9% are member in 2-3
organization and only 1 respondent which is equivalent to
3.45 is member in 4-5 organization. As for the small
business owners, all of 35 respondents which is equivalent
to 100% are just member in 0-1 organization.
Based on the data presented, most of the respondents are
just member of 0-1 organization.
1.6 Seminar/training attended of the respondents
Table 6
Seminar/Training attended of the respondents

Seminar/ Frequency Percent Frequency Percent
Training
Attended
0-1 14 48.28% 35 100%
2-3 11 37.93% 0 0.00%
4-5 4 13.79% 0 0.00%
Total 29 100% 35 100%
Table 6 shows the seminar/training attended of respondents
in micro and small business owners. Out of 29 respondents in
micro business owners, there are 14 respondents which is

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equivalent to 48.28% are attended 0-1 seminar/training
attended. 11 respondents which is equivalent to 37.93% are
attended 2-3 seminar/training and 4respondent which is
equivalent to 13.79% have attended 4-5 seminar/training. As
for the small business owners, all of 35 respondents which
is equivalent to 100% are just attended in 0-1
seminar/training.
just attended of 0-1 seminar/training.
2. Organizational Profile of the micro and small business
The profile of the respondents in terms of sex, age,
educational attainment, membership/organization and
seminar/training attended.
2.1 Years of existence of the business of the
respondents
Table 7
Years of Existence of the business of the respondents
Micro Business Small Business

Years of Frequency Percent Frequency Percent
Existence
1 0 0.00% 4 11.43%
2 7 24.14% 5 14.29%
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3 7 24.14% 9 25.71%
4 3 10.34% 6 17.14%
5 8 27.59% 4 11.43%
6 2 6.90% 3 8.57%
7 2 6.90% 1 2.86%
8 0 0.00% 2 5.71%
9 0 0.00% 0 0.00%
10 0 0.00% 1 2.86%
Total 29 100% 35 100%
Table 7 shows the years of existence of the business of
the respondents. Out of 29 respondents in micro business
owners, there are 7 respondents which is equivalent to
24.14% are 2 years of the existence of their business and
another 7 respondents, which is also equivalent to 24.14%
are 3 years the existence of their business. 3 respondents
which is equivalent to 10.34% are 4 years the existence of
their business. 8 respondents which is equivalent to 27.59%
are 5 years of existence of their business. 2 respondents
which is equivalent to 6.90% are 6 years of existence of
their business and another 2 respondents for 7 years of
existence which is also equivalent to 6.90%. As for the
small business owners, there are 35 respondents which is
equivalent to 100%. There are 4 respondents which is
equivalent to 11.43% that 1 year of the existence of their

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business and another 4 respondents which is also equivalent
to 11.43% are 5 years the existence of their business. 5
respondents which is equivalent to 14.29% are 2 years the
existence of their business. There are 9 respondents which
is equivalent to 25.71% are 3 years of existence of the
business. 0ut of 35 respondents, there are 6 which is
equivalent to 17.14% are 4 years of existence of the
business.
just 3 years of existence of the business.
2.2 Type of Business of the micro and small business of
the respondents
Table 8
Type of Business of the micro and small business of the
respondents

Type of Frequency Percent Frequency Percent
business
Service 9 31.03% 4 11.43%
Business
Merchandisi 19 65.52% 31 88.57%
ng Business
Manufacturi 1 3.45% 0 100%
ng Business
Total 29 100% 35 100%
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Table 8 shows type of business of the micro and small
business of the respondents. Out of 29 respondents in micro
business owners that is equivalent to 100%, there are 9
respondents which is equivalent to 31.03% are service
business. 19 respondents which is equivalent to 65.52% are
merchandising business and only 1 respondent which is
equivalent to 3.45% are manufacturing business. As for the
small business, there are 35 respondents that are equivalent
to 100%.Out of 35 there are 4 small businesses which is
equivalent to 11.43% and 31 small businesses are
merchandising business which is equivalent to 88.57%.
Based on the data presented, most of the micro and small
business are into merchandising business.
2.3 Form of Ownership of the micro and small business
of the respondents
Table 8
Form of ownership of the micro and small business of the
respondents

Form of Frequency Percent Frequency Percent
Ownership
Sole 23 79.31% 30 85.71%
Proprietors
hip
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Partnership 3 10.34% 5 14.29%
Corporation 3 10.34% 0 100%
Total 29 100% 35 100%
Table 9 shows the form of ownership of the micro and
small business of the respondents. Out of 29 respondents in
micro business owners that is equivalent to 100%, there are
23 micro businesses which is equivalent to 79.31% are sole
proprietorship. 3 micro businesses which is equivalent to
10.34% are partnership and another 3 micro businesses which
is also equivalent to 10.34% are corporation. As for the
small business, there are 35 respondents that are equivalent
to 100%. Out of 35 there are 30 small businesses which is
equivalent to 85.71% and 5 small businesses are partnership
which is equivalent to 14.29%.
business are into sole proprietorship.
2.4 Number of Workers of the micro and small business
of the respondents
Table 10
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SENIOR HIGH SCHOOL

Number of Workers of the micro and small business of the
respondents

Number of Frequency Percent Frequency Percent
Workers
1-10 24 82.76% 35 100%
11-20 4 13.79% 0 0.00%
21-30 1 3.45% 0 0.00%
31-40 0 0.00% 0 0.00%
Total 29 100% 35 100%
Table 10 shows the number of workers of the micro and
small business of the respondents. Out of 29 respondents in
micro business owners that is equivalent to 100%, there are
24 micro businesses which is equivalent to 83.76% are have a
1-10 workers. 4 micro businesses which is equivalent to
13.79% are have a 11-20 workers and another 1 micro business
which is equivalent to 3.45% are have a 21-30 workers. As
for the small business, there are 35 respondents that are
equivalent to 100%. All of the small businesses are have 1-
10 workers
business are have a 1-10 workers.

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2.5 Start-up Capital of the micro and small business of
the respondents
Table 11
Star-up capital of the micro business of the respondents
Micro Business
Start-Up Capital Frequency Percent
100,000-150,000 10 34.48%
151,000-200,000 7 24.14%
201,000-250,000 2 6.9%
251,000-300,000 3 10.34%
301,000-350,000 1 3.45%
351,000-400,000 0 0.00%
401,000-450,000 0 0.00%
451,000-500,000 2 6.9%
500,000-UP 4 13.79%
Total 29 100%
Table 11 shows the start-up capital of the micro business
of the respondents. Out of 29 respondents in micro business
that is equivalent to 100%, there are 10 micro businesses
which is equivalent to 34.48% that are having a start-up of
100,000-150,000. 7 micro businesses which is equivalent to
24.14% are having a start-up capital of 151,000-200,000. 2
micro businesses which is equivalent to 6.9% are having a
start-up capital of 201,000-250,000 and another 2 micro

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businesses which is also equivalent to 6.9% are having a
start-up capital of 451,000-500,000. 0ut 0f 29 there are 3
micro businesses which is equivalent to 10.34% are having a
start-up capital of 251,000-300,000 and 4 micro businesses
which is equivalent to 13.79% are having a start-up capital
of 500,000 and above.
Table 11
Star-up capital of the micro business of the respondents
Small Business
Start-Up Capital Frequency Percent
5,000-15,000 2 5.71%
16,000-25,000 8 22.86%
26,000-30,000 5 14.29%
31,000-35,000 2 5.71%
36,000-40,000 2 5.71%
41,000-45,000 7 20%
46,000-50,000 9 25.71%
Total 35 100%
Table 12 shows the start-up capital of small business of
the respondents. Out of 35 respondents in small business
that is equivalent to 100%, there are 2 small businesses
which is equivalent to 5.71% are having a start-up capital
of 5,000-15,000, another 2 small businesses that is also

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equivalent to 5.71% are having a start-up capital of 31,000-
35,000 and another 2 micro businesses which also equivalent
to 5.71% are having a start-up capital of 36,000-40,000. 8
small businesses which is equivalent to 22.86% are having a
start-up capital of 16,000-25,000. 7 small businesses which
is equivalent to 20% are having a start-up capital of
41,000-45,000 and another 9 small business which is
equivalent to 25.71% are having a start-up capital of
500,000 up.
2.6 Source of Income of the micro and small business of
the respondents
Table 13
Source of income of the micro and small business of the
respondents
Source of Frequency Percent Frequency Percent

Income
Business 18 62.07% 28 80%
Loan
Personal 11 37.93% 5 14.29%
Investment
Friends and 0 0.00% 2 5.71%
Family
Total 29 100% 35 100%
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Table 13 shows the source of income of the micro and
small business. Out of 29 respondents in micro business that
is equivalent to 100%, there are 18 micro business owners
which is equivalent to 62.07% that got a business to start
their business. 11 micro businesses which is equivalent to
37.93% that got their capital in their own pocket or
personal investment. As of the small business there are 35
respondents that is equivalent to 100%. Out of 35
respondents there are 28% which is equivalent to 80% that
got their capital from a business loan to start their
business. 5 small businesses which is equivalent to 14.29%
got their capital from their savings or personal investment
to start their business and 2 respondents which is
equivalent to 5.71% got their capital to their friends and
family.
Based on this data presented, most of the respondents
got their source of income from a business loan.
3. Components of the Level of personal entrepreneurial

competencies of Micro Owners and Employees
3.1 Opportunity Seeking and Initiative as component of Level

of personal entrepreneurial competencies of micro owners and
employees
Table 14
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Opportunity Seeking and Initiative
Micro Owners Employees
Statements WM Rank DS WM Rank DS
1. Does 1.97 2 often 1.95 1 Often

things
before asked
or forced to
by events.
2. Acts to 1.72 1 Always 2.19 2 Often
extend the
business
into new
areas,
products or
services.
3. Seizes 2.28 3 Often 2.71 3 Someti
unusual
opportunitie mes
s to start a
new
business,
obtain
financing,
equipment,
land work
space or
assistance.
General 1.99 Often 2.29 Often
Weighted
Mean
Table 14 shows the degree of responses of the respondents
on opportunity Seeking and Initiative as dimension of the

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level of personal entrepreneurial competencies. It can also
be seen in the table that the statement 2 “Acts to extend
the business into new areas, products or services.” and
statement 1 “Does things before asked or forced to by
events.” by the two groups of respondents (owners and
employees).Got the highest rank with the weighted mean of
1.72 and 1.95 and interpreted as “Always” and “Often”. Both
of the statement 3 “Seizes unusual opportunities to start a
new business, obtain financing, equipment, land work space
or assistance.” By the two groups of respondents (owners and
employees) obtained the lowest rank with the weighted mean
of 2.28 and 2.21 and interpreted as “Often” and “Sometimes”.
Overall, the level of Personal Entrepreneurial
Competencies in terms of opportunity seeking and
initiative obtained the general weighted mean by the two
groups of respondents (owners and employees) are 1.99 and
2.29. Based on the results stated above, in terms of
opportunity seeking and initiative, micro owners and micro
employees are most likely aware of themselves in terms of
planning an unusual opportunities to start a new business.

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3.2 Risk Taking as component of Level of personal

entrepreneurial competencies of micro owners and employees
Table 15
Risk Taking
1. 1.79 1 Always 2.19 1 Often

Deliberately
calculates
risks and
evaluates
alternatives
2. Takes 1.90 2.5 Often 2.29 2.5 Often
action to
reduce risks
or control
outcomes
3. Places 1.90 2.5 Often 2.29 2.5 Often
self in
situations
involving a
challenge or
moderate
risk
Weighted
Mean
Table 15 shows the degree of responses of the respondents on
risk taking as dimension of the level of personal

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entrepreneurial competencies. It can also be seen in the
table that the both statement 1 “Deliberately calculates
risks and evaluates alternatives” by the two groups of
respondents (owners and employees).Got the highest rank with
the weighted mean of 1.79 and 2.19 and interpreted as
“Always” and “Often”.
Competencies in terms of risk taking obtained the general
weighted mean by the two groups of respondents (owners and
employees) are 1.86 and 2.25. Based on the results stated
above, in terms of risk taking, micro owners and micro
deliberately calculates risks and evaluate alternatives
for the business.
3.3 Demand for Efficiency and Quality as component of Level

employees
Table 16
Demand for Efficiency and Quality
1. Finds 1.24 1 Always 1.86 2 Often

ways to do
things
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better,
faster, or
cheaper
2. Acts to 1.90 3 Often 1.81 1 Often
do things
that meet or
exceed
standards of
excellence
3. Develops 1.76 2 Always 2.05 3 Often
or uses
procedures
to ensure
work is
completed on
time or that
work meets
agreed upon
standards of
quality
General 1.63 Always 1.90 Often
Weighted
Mean
on demand for efficiency and quality as dimension of the
be seen in the table that the statement 1 “Finds ways to do
things better, faster, or cheaper” and statement 2 “Acts to
do things that meet or exceed standards of excellence” by
the two groups of respondents (owners and employees).Got the

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highest rank with the weighted mean of 1.24 and 1.81 and
interpreted as “Always” and “Often”. Statement 2 “Acts to do
things that meet or exceed standards of excellence” for
micro owner and statement 3 “Develops or uses procedures to
ensure work is completed on time or that work meets agreed
upon standards of quality” for employees obtained the lowest
rank with the weighted mean of 1.90 and 2.05 and interpreted
as both “Often”
Overall, the levels of Personal Entrepreneurial
Competencies in terms of demand for efficiency and quality
obtained the general weighted mean by the two groups of
respondents (owners and employees) are 1.60 and 1.90.
3.4 Persistence as component of Level of personal

Table 17
Persistence
1. Takes 1.41 1 Always 2.00 2.5 Often

action in
the face of
a
significant
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obstacle
repeated
actions or
switches to
an
alternative
strategy to
meet a
challenge or
overcome an
obstacle
3. Takes 2.24 3 Often 1.71 1 Always
personal
responsibili
ty for the
performance
necessary to
achieve
goals and
objectives.
Weighted
Mean
on persistence of the level of personal entrepreneurial
competencies. It can also be seen in the table that the
statement 1 “Takes action in the face of a significant
obstacle” and statement 3 “Takes personal responsibility for
the performance necessary to achieve goals and objectives”
by the two groups of respondents (owners and employees).Got

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the highest rank with the weighted mean of 1.41 and 1.71 and
both interpreted as “Always”. Statement 3 “Takes personal
responsibility for the performance necessary to achieve
goals and objectives” for micro owner obtained the lowest
rank with the weighted mean of 2.24 and interpreted as both
“Often”
Competencies in terms of persistence obtained the general
employees) are 1.79 and 1.90.
3.5 Commitment to the Work Contract as component of Level

employees
Table 18
Commitment to the Work Contract
1. Makes a 1.48 1 Always 2.05 2 Often

personal
sacrifice or
expends
extraordinar
y effort to
complete a
job
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2. Pitches 2.10 3 Often 2.33 3 Often
in with
workers or
in their
place to get
a job done
3. Strives 1.62 2 Always 1.86 1 Often
to keep
customers
satisfied
and places
long term
good will
over short
term gain
General Always 2.08 Often
1.74
Weighted
Mean
on commitment to the work contract of the level of personal
table that the statement 1 “Makes a personal sacrifice or
expends extraordinary effort to complete a job” and
statement 3 “Strives to keep customers satisfied and places
long term good will over short term gain” by the two groups
of respondents (owners and employees).Got the highest rank
with the weighted mean of 1.48 and 1.86 and interpreted as
“Always” and “Often”. Both of statement 2 “Pitches in with

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workers or in their place to get a job done” by two groups
of respondents (owners and employees) obtained the lowest
rank with the weighted mean of 2.10 and 2.33 and both
interpreted as “Often”

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3.6 Information seeking as component of Level of personal
Table 19
Information Seeking
1. 1.48 1 Always 2.05 2 Often

Personally
seeks
information
from
clients,
suppliers or
competitors
2. Does 1.79 3 Always 1.95 1 Often
personal
research on
how to
provide a
product or
service
3. Consults 1.72 2 Always 2.62 3 Someti
experts for
business or mes
technical
advice
Weighted
Mean
on information seeking of the level of personal

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table that the statement 1 “Personally seeks information
from clients, suppliers or competitors” and statement 2
“Does personal research on how to provide a product or
service” by the two groups of respondents (owners and
employees).Got the highest rank with the weighted mean of
1.48 and 1.95 and interpreted as “Always” and “Often”.
statement 2 “Does personal research on how to provide a
product or service” for micro owner and statement 3
“Consults experts for business or technical advice “ for
employees obtained the lowest rank with the weighted mean of
1.79 and 2.62 and interpreted as “Always” and “Sometime.
Competencies in terms of information seeking obtained the
general weighted mean by the two groups of respondents
(owners and employees) are 1.67 and 2.21.
3.7 Goal setting as component of Level of personal

Table 20
Goal setting
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1. Sets 1.66 1 Always 1.76 1 Always

goals and
objectives
that are
personally
meaningful
and
challenging
2. 1.76 2 Always 1.95 2 Often
Articulates
clear and
specific
long range
goals
3. Sets 1.93 3 Often 2.10 3 Often
measurable
short term
objectives
Weighted
Mean
on goal setting of the level of personal entrepreneurial
competencies. It can also be seen in the table that the both
statement 1 “Sets goals and objectives that are personally
meaningful and challenging” by the two groups of respondents
(owners and employees).Got the highest rank with the

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weighted mean of 1.66 and 1.76 and both interpreted as
“Always”. Both statements 3 “Sets measurable short term
objectives” by the two groups of respondents obtained the
lowest rank with the weighted mean of 1.93 and 2.10 and both
interpreted as “Often”.
Competencies in terms of goal settings obtained the
3.7 Systematic Planning and Monitoring as component of

Level of personal entrepreneurial competencies of micro
owners and employees
Table 21
Systematic Planning and Monitoring
1. Plans by 2.00 3 often 2.14 2 Often

breaking
large tasks
down into
time-
constrained
sub-tasks
2. Revises 1.97 2 Often 2.29 3 Often
plans in
light of
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feedback on
performance
or changing
circumstance
s
3. Keeps 1.86 1 Often 1.90 1 Often
financial
records and
uses them to
make
business
decisions.
Weighted
Mean
on systematic planning and monitoring of the level of
personal entrepreneurial competencies. It can also be seen
in the table that the both statement 3 “Keeps financial
records and uses them to make business decisions” by the two
groups of respondents (owners and employees) got the highest
interpreted as “Often”. Statements 1 “Plans by breaking
large tasks down into time-constrained sub-tasks” for owner
and statement 2 “Revises plans in light of feedback on
performance or changing circumstance” for employee obtained

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the lowest rank with the weighted mean of 2.00 and 2.29 and
both interpreted as “Often”.
Competencies in terms of systematic planning and monitoring
respondents (owners and employees) are 1.94 and 2.11
3.8 Persuasion and Networking as component of Level of

personal entrepreneurial competencies of micro owners and
employees
Table 22
Persuasion and Networking
1. Uses 1.93 2 often 1.90 1.5 Often

deliberate
strategies
to influence
or persuade
others
2. Uses key 2.38 3 Often 2.48 2 Often
people as
agents to
accomplish
own
objectives
3. Acts to 1.69 1 Always 1.90 1.5 Often
develop and
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maintain
business
contracts
Weighted
Mean
on persuasion and networking of the level of personal
table that the statement 3 “Acts to develop and maintain
business contracts” for owner and statement 1 and 3 for
employee got the highest rank with the weighted mean of 1.69
and 1.90 and interpreted as “Always” and “Often”. Both
statements 2 "Uses key people as agents to accomplish own
Competencies in terms of persuasion and networking obtained
the general weighted mean by the two groups of respondents
(owners and employees) are 2.00 and 2.10

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3.9 Independence and self-confidence as component of Level

employees
Table 22
Independence and self-confidence
1. Seeks 1.86 1 Often 1.76 1 Always

autonomy
from the
rules or
control of
others
2. Sticks 2.34 3 Often 3.10 3 Someti
with own
judgment in mes
the face of
opposition
or early
lack of
success
3. Expresses 2.10 2 Often 2.10 2 Often
confidence
in own
ability to
complete a
difficult
task or meet
a challenge.
Weighted
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Mean
on independence and self-confidence of the level of personal
table that the both statement 1 “Seeks autonomy from the
rules or control of others” by the two groups of respondents
got the highest rank with the weighted mean of 1.86 and 1.76
and interpreted as “Often” and “Always”. Both statements 2 "
Sticks with own judgment in the face of opposition or early
lack of success” by the two groups of respondents obtained
interpreted as “Often” and “Sometimes”.
Competencies in terms of independence and self-confidence
respondents (owners and employees) are 2.10 and 2.30
1. Components of the Level of Marketing Management Practices

of Micro Owners and Employees
4.1 Buying as component Marketing Management Practices

of micro owners and employees
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Table 23
Buying
1. Buys Highly Very

goods/raw 1.86 1.71
materials in 1 Practi 1 High
big
quantities. ced Practi
ced
2. Buys Highly Highly

good/raw
materials 2 Practi 1.95 2 Practi
1.93
exclusively
from ced ced
particular
suppliers.
General 1.90 Highly 1.83 Very
Weighted Practi High
Mean ced Practi
ced
on Buying of the marketing management practices. Both of
statement 1 “Buys goods/raw materials in big quantities” by
two group of respondents (owners and employees) got the
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both interpreted as “Very High Practiced”. Both statements 2
“Buys good/raw materials exclusively from particular
suppliers” by the two groups of respondents obtained the
interpreted as “Highly Practiced”.
Overall, the levels of Marketing Management Practices
in terms of buying obtained the general weighted mean by
the two groups of respondents (owners and employees) are
1.90 and 1.83.
4.2 Selling Product as component of Marketing Management

Practices of micro owners and employees
Table 24
Selling Product
1. Designs Very Highly

packaging 1.72 1.81
for 2 High 2 Practi
customers’
convenience. Practi ced
ced
2. Improves Highly Very

the 1.93
product/serv Practi High
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ice 3 ced 1.62 1 Practi
continuously
. ced
3. Designs Very Highly

packaging to
suit 1.62 1 High 1.95 3 Practi
customer
budget. Practi ced
ced
General 1.76 Very 1.79 Very
Weighted High High
Mean Practi Practi
ced ced
on Selling Product of the marketing management practices.
Statement 3 “Designs packaging to suit customer budget” for
the micro owner and statement 2 “Improves the
product/service continuously” for employees got the highest
interpreted as “Very High Practiced”. Statements 3 “Improves
the product/service continuously” for owner and statement 3
“Designs packaging to suit customer budget” for employees
obtained the lowest rank with the weighted mean of 1.93 and
1.95 and both interpreted as “Highly Practiced”.

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in terms of selling product obtained the general weighted
mean by the two groups of respondents (owners and
4.3 Selling Price as component of Marketing Management

Table 25
Selling Price
1. Sets Very Very

price 1.38 1.76
prevailing 1 High 2 High
in the
market. Practi Practi
ced ced
2. Sets Very Very

price 1.72
depending on 2 High 1.48 1 High
terms of
payment. Practi Practi
ced ced
3. Sets Highly Highly

price based 2.00
on desired 3 Practi 1.86 Practi
profit.
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ced 3 ced
Weighted High High
Mean Practi Practi
ced ced
on Selling Price of the marketing management practices.
Statement 1 “Sets price prevailing in the market” for owner
and statement 2 “Sets price depending on terms of payment”
for employees got the highest rank with the weighted mean of
1.38 and 1.48 and both interpreted as “Very High Practiced”.
Both statements 3 “Sets price based on desired profit” by
the two groups of respondents obtained the lowest rank with
the weighted mean of 2.00 and 1.86 and both interpreted as
“Highly Practiced”.
in terms of selling price obtained the general weighted

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4.4 Selling Promotion as component of Marketing Management
Table 26
Selling Promotion
1. Advertise Very Very

s its 1.48 1.67
products/ 1 High 1 High
services.
Practi Practi
ced ced
2. Seeks Highly Highly

help of 2.03
middlemen. 2 Practi 2.10 2 Practi
ced ced
Weighted High High
Mean Practi Practi
ced ced
on Selling Promotion of the marketing management practices.
Both of statement 1 “Advertises its products/services” by

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the two groups of respondent (owners and employees) got the
“Seeks help of middlemen” by the two groups of respondents
in terms of selling promotion obtained the general
4.5 Financing as component of Marketing Management

Table 27
Financing
1. Maintains Very Very

ready 1.55 1.48
cash for 1 High 1 High
the
purchase Practi Practi
of raw
materials ced ced
/goods/su
pplies.
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2. Buys raw Highly Highly
materials/go 2.00
ods/supplies 4 Practi 2.24 4 Practi
on credit.
ced ced
3. Insures Very Highly

commodity 1.79
2 High 1.86 2 Practi
Practi ced
ced
4. Resorts Highly Highly

to hedging
1.83
strategies. 3 Practi 2.10 3 Practi
ced ced
General 1.79 Very 1.92 Highly
Weighted High Practi
Mean Practi ced
ced
on Financing of the marketing management practices. Both
statement 1 “Maintains ready cash for the purchase of raw
materials/goods/supplies” by the two groups of respondents
and both interpreted as “Very High Practiced”. Both

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statements 2 “Buys raw materials/goods/supplies on credit”
by the two groups of respondents obtained the lowest rank
with the weighted mean of 2.00 and 2.24 and both interpreted
as “Highly Practiced”.
in terms of market information obtained the general
4.6 Market Information as component of Marketing Management

Table 28
Market Information
1. Observes Very Very

changing 1.66 1.62
needs of 1 High 1 High
the
customers Practi Practi
.
ced ced
2.Determines Highly Very

future 1.86
demand from 3 Practi 1.71 2 High
the target
market. Practi
74
SENIOR HIGH SCHOOL

ced ced
3. Conducts Highly Highly

surveys 2.00
from 4 Practi 2.29 4 Practi
target
market. ced ced
4. Asks for Very Highly

feedback 1.79
from regular 2 High 1.90 3 Practi
customers.
Practi ced
ced
General 1.83 Highly 1.88 Highly
Weighted Practi Practi
Mean ced ced
on Market Information of the marketing management practices.
Both of statement 1 “Observes changing needs of the
customers” by the two groups of respondents got the highest
interpreted as “Very High Practiced”. Both statements 3
“Conducts surveys from target market” by the two groups of
respondents obtained the lowest rank with the weighted mean
of 2.00 and 2.29 and both interpreted as “Highly Practiced”.

75
SENIOR HIGH SCHOOL

2. Components of the Level of Human Resources Practices

5.1 Job Orientation as component Human Resources Practices

Table 29
Job Orientation
1.Introduces Very Highly

the business 1.76 2.05
and the job 1 High 1 Practi
to the new
employees. Practi ced
ced
2.Introduces Highly Highly

the new
employee to 3 Practi 2.38 3 Practi
2.03
fellow
workers. ced ced
3. Highly Highly
Familiarizes
76
SENIOR HIGH SCHOOL

the new 1.97 2 Practi 2.29 2 Practi
employees at
the physical ced ced
lay-out and
facilities
of the
business.
Mean ced ced
on Job Orientation of the human resources practices. Both
statements 1 “Introduces the business and the job to the new
employees” by the two groups of respondents got the highest
“Sets measurable short term objectives” by the two groups of
in terms of job orientation obtained the general weighted

77
SENIOR HIGH SCHOOL

5.2 Compensation and Fringe Benefits as component Human
Resources Practices
Table 30
Compensation and Fringe Benefits
1. Provides Highly Highly

competitive 1.97 2.00
compensation 2 Practi 1 Practi
ced ced

Fringe
Benefits 3 Practi 2.67 3 Practi
2.94
ced ced
3. Gives Highly Highly

overtime pay
1 Practi 2.29 2 Practi
1.90
ced ced
Mean ced ced
on Compensation and Fringe Benefits of the human resources

78
SENIOR HIGH SCHOOL

practices. Statement 3 “Gives overtime pay” for owners and
statement 1 “Provides competitive compensation” for
employees got the highest rank with the weighted mean of
Both statements 2 “Provides Fringe Benefits” by the two
groups of respondents obtained the lowest rank with the
in terms of compensation and fringe benefits obtained the
5.3 Working Condition as component Human Resources

Practices
Table 31
Working Condition
1. Provides Very Highly

adequate 1.59 2.14
facilities High Practi
79
SENIOR HIGH SCHOOL

for the 1 Practi 3 ced
workers.
ced

cleanliness
of the work 2 High 1.52 1 High
1.69
area.
Practi Practi
ced ced

proper
ventilation. 3 High 1.76 2 High
1.70
Practi Practi
ced ced
Mean Practi ced
ced
on Working Condition of the human resources practices.
Statement 1 “Provides adequate facilities for the worker”
for owners and statement 2 “Maintains cleanliness of the
work area” for employees got the highest rank with the
weighted mean of 1.59 and 1.52 and both interpreted as “Very
High Practiced”. Statements 3 “Observes proper ventilation”

80
SENIOR HIGH SCHOOL

for owners and statement 1 “Provides adequate facilities for
the workers” for employees obtained the lowest rank with the
in terms of working condition obtained the general
5.4 Motivation as component Human Resources Practices

Table 32
Motivation

incentives 1.86 2.05
to 3 Practi 2.5 Practi
employees.
ced ced
2. Involves Highly Highly

workers in
planning and 4 Practi 2.05 2.5 Practi
2.14
implementati
on. ced ced
81
SENIOR HIGH SCHOOL

3. Pays Highly Very
workers on a
regular 2 Practi 1.14 1 High
1.83
basis.
ced Practi
ced
4.Recognizes Very Highly

exemplary
performance 1.62 1 High 2.19 3 Practi
of
employees. Practi ced
ced
Mean ced ced
Statement 4 “Recognizes exemplary performance of employees”
for owners and statement 3 “Pays workers on a regular basis”
and both interpreted as “Very High Practiced”. Statements 3
“Involves workers in planning and implementation” for owner
and statement 4 “Recognizes exemplary performance of
employees” for employee obtained the lowest rank with the

82
SENIOR HIGH SCHOOL

3. Components of the Level of Financial Practices

6.1 Financial Planning as component Financial Practices

Table 33
Financial Planning
1.Prepares Very Highly

projected 1.79 2.05
statement 2.5 High 3 Practi
that
reflects Practi ced
revenue,
costs and ced
expenses.
2.Prepares Highly Highly
projected
statement 3 Practi 2.19 4 Practi
2.00
that
83
SENIOR HIGH SCHOOL

reflects ced ced
assets,
liabilities
and owner’s
equity.
3.Prepares Very Highly
projected
cash inflow 2.5 High 1.86 1 Practi
1.79
and cash
outflow. Practi ced
ced
4.Prepares a 1.69 1 Very 1.90 2 Highly

budget.
High Practi
Practi ced
ced
Mean ced ced
on Financial Planning of the financial practices. Statement
4 “Prepares a budget” for owner and statement 3 “Prepares
projected cash inflow and cash outflow” for employee got the
interpreted as “Very High Practiced” and “Highly Practiced”.
Both statements 2 “Prepares projected statement that

84
SENIOR HIGH SCHOOL

reflects assets, liabilities and owner’s equity” by the two
in terms of financial planning obtained the general
6.2 Financial Decision as component Financial Practices

Table 34
Financial Decision
1. Borrows Highly Highly

funds from 2.38
banks and 5 Practi 3 Practi
other 2.31
financial ced ced
institutions
.
2. Receives Highly Highly
additional
investments/ 6 Practi 2.57 6 Practi
2.41
shares from
owners.
85
SENIOR HIGH SCHOOL

ced ced
3. Controls Very Highly

costs and
expenses. 1 High 2.00 1 Practi
1.69
Practi ced
ced
4. Avail of Very Highly

purchase 1.76
discount. 2 High 2.48 5 Practi
Practi ced
ced
5. Insures 1.90 4 Highly 2.43 4 Highly

workers.
Practi Practi
ced ced
6. Insures 1.79 3 Very 2.24 2 Highly

properties.
High Practi
Practi ced
ced
Mean ced ced

86
SENIOR HIGH SCHOOL

on Financial Decision of the financial practices. Both
statement 3 “Controls costs and expenses” by the two groups
of respondents got the highest rank with the weighted mean
of 1.69 and 2.00 and interpreted as “Very High Practiced”
and “Highly Practiced”. Both statements 2 “Receives
additional investments/shares from owners” by the two groups
of respondents obtained the lowest rank with the weighted
mean of 1.90 and 2.43 and both interpreted as “Highly
Practiced”.
in terms of financial decision obtained the general
6.3 Working Capital Management as component Financial

Practices
Table 35
Working Capital Management
87
SENIOR HIGH SCHOOL


ready cash 1.62
for the 1 High 1 High
payment of 1.34
expenses. Practi Practi
ced ced
2. Deposits Very Highly

money in the
bank. 4 High 2.14 3 Practi
1.62
Practi ced
ced
3. Set aside Very Highly

cash for
future 3 High 2.00 2.5 Practi
1.55
investments.
Practi ced
ced
4. Invests Highly Highly

in other 1.86
profit- 6 Practi 2.43 5 Practi
making
ventures. ced ced
5. Adopts 1.83 5 Highly 2.29 4 Highly

strict
credit Practi Practi
extension
policy. ced ced
6. Adopts 1.52 2 Very 2.00 2.5 Highly

strict
credit High Practi
88
SENIOR HIGH SCHOOL

collection Practi ced
policy.
ced
Mean Practi ced
ced
on Working Capital Management of the financial practices.
Both statement 1 “Maintains ready cash for the payment of
expenses” by the two groups of respondents got the highest
“Invests in other profit-making ventures” by the two groups
Practiced”.
in terms of working capital management obtained the

89
SENIOR HIGH SCHOOL

6.4 Capital budgeting as component Financial Practices
Table 36
Capital Budgeting
1. Buys Very Highly

equipment 2.05
and 1 High 1 Practi
furniture 1.76
for use in Practi ced
the
business. ced
2. Leases Highly Highly

equipment
for use in 3 Practi 2.10 2 Practi
2.10
the
business. ced ced
3. Prepares Highly Highly

alternative
courses of 2 Practi 2.48 3 Practi
2.07
action
relative to ced ced
capital
investment
decision.
Mean ced ced

90
SENIOR HIGH SCHOOL

on Capital Budgeting of the financial practices. Both
statement 1 “Buys equipment and furniture for use in the
business” by the two groups of respondents got the highest
as “Very High Practiced” and “Highly Practiced”. Statement 1
“Leases equipment for use in the business” for owner and
statement 3 “Prepares alternative courses of action relative
to capital investment decision” obtained the lowest rank
in terms of capital budgeting obtained the general
1. Components of the Level of Personal

of Small Owners and Employees
7.1 Opportunity Seeking and Initiative as component of Level

of personal entrepreneurial competencies of small owners
and employees
91
SENIOR HIGH SCHOOL

Table 37
Opportunity Seeking and Initiative
Small Owners Employees
1. Does 1.91 1 Often 1.53 1 Always

things
before asked
or forced to
by events.
extend the
business
into new
areas,
products or
services.
3. Seizes 2.26 3 Often 2.00 3 Often
unusual
opportunitie
s to start a
new
business,
obtain
financing,
equipment,
land work
space or
assistance.
General 2.06 Often 1.79 Always
Weighted
Mean
92
SENIOR HIGH SCHOOL

on Opportunity Seeking and Initiative as dimension of the
be seen in the table that both of the statement 1 “Does
things before asked or forced to by events” by the two
groups of respondents (owners and employees) Got the highest
as “Often” and “Always”. Both of the statement 3 “Seizes
unusual opportunities to start a new business, obtain
financing, equipment, land work space or assistance” by the
two groups of respondents (owners and employees) obtained
Competencies in terms of opportunity seeking and
initiative obtained the general weighted mean by the two
1.79. Based on the results stated above, in terms of
opportunity seeking and initiative, small owners and small
planning an unusual opportunities to start a new business.

93
SENIOR HIGH SCHOOL

7.2 Risk Taking as component of Level of personal
entrepreneurial competencies of small owners and employees
Table 38
Risk Taking
1. 1.74 2 Always 1.89 1 Often

Deliberately
calculates
risks and
evaluates
alternatives
action to
reduce risks
or control
outcomes
3. Places 2.20 3 Often 2.05 2.5 Often
self in
situations
involving a
challenge or
moderate
risk
Weighted
Mean
on risk taking as dimension of the level of personal

94
SENIOR HIGH SCHOOL

table that the statement 2 “Acts to do things that meet or
exceed standards of excellence” and statement 1 “Finds ways
to do things better, faster, or cheaper” by the two groups
of respondents (owners and employees). Got the highest rank
“Always” and “Often”. Statement 3 “Places self in situations
involving a challenge or moderate risk” and both of
statement 2 and 3 of the employees obtained the lowest rank
with the weighted mean.
7.3 Demand for Efficiency and Quality as component of Level

of personal entrepreneurial competencies of small owners and
employees
Table 39
Demand for Efficiency and Quality
1. Finds 1.40 1 Always 1.58 1 Always

ways to do
95
SENIOR HIGH SCHOOL

things
better,
faster, or
cheaper
do things
that meet or
exceed
standards of
excellence
3. Develops 1.77 2 Always 1.89 3 Often
or uses
procedures
to ensure
work is
completed on
time or that
work meets
agreed upon
standards of
quality
Weighted
Mean
on demand for efficiency and quality as dimension of the
be seen in the table that both statement 1 “Finds ways to do
things better, faster, or cheaper” by the two groups of
respondents (owners and employees) got the highest rank with

96
SENIOR HIGH SCHOOL

“Always”. Statement 2 “Acts to do things that meet or exceed
standards of excellence” for micro owner and statement 3
“Develops or uses procedures to ensure work is completed on
time or that work meets agreed upon standards of quality”
for employees obtained the lowest rank with the weighted
mean of 1.97 and 1.89 and interpreted as both “Often”
7.4 Persistence as component of Level of personal

Table 40
Persistence
1. Takes 1.63 1 Always 1.47 2 Always

action in
the face of
a
significant
obstacle
2. Takes 1.80 2 Always 1.74 3 Always
repeated
actions or
97
SENIOR HIGH SCHOOL

switches to
an
alternative
strategy to
meet a
challenge or
overcome an
obstacle
3. Takes 2.03 3 Often 1.58 1 Always
personal
responsibili
ty for the
performance
necessary to
achieve
goals and
objectives.
General 1.82 Often 1.60 Always
Weighted
Mean
on persistence of the level of personal entrepreneurial
competencies. It can also be seen in the table that the
statement 1 “Takes action in the face of a significant
obstacle” and statement 3 “Takes personal responsibility for
the performance necessary to achieve goals and objectives”
by the two groups of respondents (owners and employees) got
the highest rank with the weighted mean of 1.63 and 1.58 and
both interpreted as “Always”. Statement 3 “Takes personal

98
SENIOR HIGH SCHOOL

responsibility for the performance necessary to achieve
goals and objectives” for micro owner obtained the lowest
rank with the weighted mean of 2.03 and 1.74 interpreted as
both “Often and Always”
7.5 Commitment to the Work Contract as component of Level

employees
Table 41
Commitment to the Work Contract
1. Makes a 1.83 2 Often 1.32 1 Always

personal
sacrifice or
expends
extraordinar
y effort to
complete a
job
2. Pitches 2.20 3 Often 2.11 3 Often
in with
workers or
in their
99
SENIOR HIGH SCHOOL

place to get
a job done
3. Strives 1.74 1 Always 1.89 2 Often
to keep
customers
satisfied
and places
long term
good will
over short
term gain
Weighted
Mean
on commitment to the work contract of the level of personal
table that the statement 1 “Makes a personal sacrifice or
expends extraordinary effort to complete a job” and
statement 3 “Strives to keep customers satisfied and places
long term good will over short term gain” by the two groups
of respondents (owners and employees). Got the highest rank
“Always” and “Often”. Both of statement 2 “Pitches in with
workers or in their place to get a job done” by two groups
of respondents (owners and employees) obtained the lowest

100
SENIOR HIGH SCHOOL

interpreted as “Often”
7.6 Information seeking as component of Level of personal

Table 42
Information Seeking
1. 1.80 1 Always 1.58 1 Always

Personally
seeks
information
from
clients,
suppliers or
competitors
2. Does 1.94 2 Often 2.16 2 Often
personal
research on
how to
provide a
product or
service
101
SENIOR HIGH SCHOOL

3. Consults 2.23 3 Often 2.37 3 Often
experts for
business or
technical
advice
Weighted
Mean
on information seeking of the level of personal
table that both statement 1 “Personally seeks information
from clients, suppliers or competitors” got the highest rank
as “Always”. Both statement 3 “Consults experts for business
or technical advice” obtained the lowest rank with the
“Sometimes”.
Competencies in terms of information seeking obtained the

102
SENIOR HIGH SCHOOL
7.7 Goal setting as component of Level of personal

Table 43
Goal setting
1. Sets 1.77 1 Always 1.74 1 Always

goals and
objectives
that are
personally
meaningful
and
challenging
2. 1.97 2 Often 2.16 3 Always
Articulates
clear and
specific
long range
goals
3. Sets 2.06 3 Often 2.00 2 Always
measurable
short term
objectives
Weighted
Mean
on goal setting of the level of personal entrepreneurial

103
SENIOR HIGH SCHOOL

competencies. It can also be seen in the table that the both
statement 1 “Sets goals and objectives that are personally
meaningful and challenging” by the two groups of respondents
(owners and employees) got the highest rank with the
“Always”. Statements 3 “Sets measurable short term
objectives” and statement 2 “Articulates clear and specific
long range goals” by the two groups of respondents obtained
Competencies in terms of goal settings obtained the
7.8 Systematic Planning and Monitoring as component of

Level of personal entrepreneurial competencies of small
owners and employees
Table 44
Systematic Planning and Monitoring
1. Plans by 2.29 3 Often 2.00 2 Often

104
SENIOR HIGH SCHOOL

breaking
large tasks
down into
time-
constrained
sub-tasks
2. Revises 2.14 2 Often 1.68 1 Always
plans in
light of
feedback on
performance
or changing
circumstance
s
3. Keeps 1.74 1 Always 2.11 3 Often
financial
records and
uses them to
make
business
decisions.
Weighted
Mean
on systematic planning and monitoring of the level of
personal entrepreneurial competencies. It can also be seen
in the table that the both statement 3 “Keeps financial
records and uses them to make business decisions” by the two
groups of respondents (owners and employees) got the highest
105
SENIOR HIGH SCHOOL

interpreted as “Often”. Statements 1 “Plans by breaking
large tasks down into time-constrained sub-tasks” for owner
and statement 2 “Revises plans in light of feedback on
performance or changing circumstance” for employee obtained
Competencies in terms of systematic planning and
monitoring obtained the general weighted mean by the two
1.93.
7.9 Persuasion and Networking as component of Level of

personal entrepreneurial competencies of small owners and
employees
Table 45
Persuasion and Networking
1. Uses 1.94 2 often 1.63 1.5 Always

deliberate
strategies
to influence
or persuade
106
SENIOR HIGH SCHOOL

others
2. Uses key 2.57 3 Often 2.16 2 Often
people as
agents to
accomplish
own
objectives
3. Acts to 1.83 1 Often 1.63 1.5 Always
develop and
maintain
business
contracts
Weighted
Mean
on persuasion and networking of the level of personal
table that the statement 3 “Acts to develop and maintain
business contracts” for owner and statement 1 and 3 for
employee got the highest rank with the weighted mean of 1.83
and 1.63 and interpreted as “Always” and “Often”. Both
statements 2 "Uses key people as agents to accomplish own
107
SENIOR HIGH SCHOOL

Competencies in terms of persuasion and networking obtained
the general weighted mean by the two groups of respondents
7.9 Independence and self-confidence as component of Level

employees
Table 46
Independence and self-confidence
1. Seeks 2.20 3 Often 1.47 1 Always

autonomy
from the
rules or
control of
others
2. Sticks 2.14 2 Often 1.79 2 Always
with own
judgment in
the face of
opposition
or early
lack of
success
3. Expresses 1.86 1 Often 2.26 3 Often
confidence
in own
ability to
complete a
difficult
task or meet
108
SENIOR HIGH SCHOOL

a challenge.
Weighted
Mean
on independence and self-confidence of the level of personal
table that the both statement 1 “Seeks autonomy from the
rules or control of others” by the two groups of respondents
and interpreted as “Often” and “Always”. Both statements 2 "
Sticks with own judgment in the face of opposition or early
lack of success” by the two groups of respondents obtained
interpreted as “Often” and “Sometimes”.
Competencies in terms of independence and self-confidence
2. Components of the Level of Marketing Management Practices

109
SENIOR HIGH SCHOOL
8.1 Buying as component Marketing Management Practices

of small owners and employees
Table 47
Buying
1. Buys Highly Very

goods/raw 2.03 1.53
materials in 2 Practi 1 High
big
quantities. ced Practi
ced
2. Buys Highly Very

good/raw
materials 1 Practi 1.79 2 High
1.89
exclusively
from ced Practi
particular
suppliers. ced
General 1.96 Highly 1.66 Very
Weighted Practi High
Mean ced Practi
ced
on Buying of the marketing management practices. Both of

110
SENIOR HIGH SCHOOL

statement 1 “Buys goods/raw materials in big quantities” by
two group of respondents (owners and employees) got the
“Buys good/raw materials exclusively from particular
suppliers” by the two groups of respondents obtained the
interpreted as “Highly Practiced”.
in terms of buying obtained the general weighted mean by
the two groups of respondents (owners and employees) are
1.96 and 1.66.
8.2 Selling Product as component of Marketing Management

Practices of small owners and employees
Table 48
Selling Product
1. Designs Very Very

packaging 1.66 1.47
for 2.5 High 1 High
customers’
convenience. Practi Practi
111
SENIOR HIGH SCHOOL

ced ced
2. Improves Highly Highly

the 1.66
product/serv 2.5 Practi 1.89 3 Practi
ice
continuously ced ced
.
3. Designs Very Very

packaging to
suit 1.57 1 High 1.68 2 High
customer
budget. Practi Practi
ced ced
Weighted High High
Mean Practi Practi
ced ced
on Selling Product of the marketing management practices.
Statement 3 “Designs packaging to suit customer budget” for
the micro owner and statement 2 “Improves the
product/service continuously” for employees got the highest
interpreted as “Very High Practiced”. Statements 3 “Improves
the product/service continuously” for owner and statement 3

112
SENIOR HIGH SCHOOL

“Designs packaging to suit customer budget” for employees
1.89 and interpreted as “Very High Practiced and Highly
Practiced”.
in terms of selling product obtained the general weighted
8.3 Selling Price as component of Marketing Management

Table 49
Selling Price
1. Sets Very Very

price 1.57 1.42
prevailing 1 High 1 High
in the
market. Practi Practi
ced ced

price 1.89
depending on 3 Practi 1.84 2.5 Practi
terms of
payment.
113
SENIOR HIGH SCHOOL

ced ced

price based 1.86
on desired 2 Practi 1.84 2.5 Practi
profit.
ced ced
Weighted High High
Mean Practi Practi
ced ced
on Selling Price of the marketing management practices.
Statement 1 “Sets price prevailing in the market” for owner
and statement 2 “Sets price depending on terms of payment”
for employees got the highest rank with the weighted mean of
Both statements 3 “Sets price based on desired profit” by
the two groups of respondents obtained the lowest rank with
in terms of selling price obtained the general weighted

114
SENIOR HIGH SCHOOL

8.4 Selling Promotion as component of Marketing Management

Table 50
Selling Promotion
2. Advertise Very Very

s its 1.80 1.63
products/ 1 High 1 High
services.
Practi Practi
ced ced
2. Seeks Highly Highly

help of 2.20
middlemen. 2 Practi 2.16 2 Practi
ced ced
Mean ced ced

115
SENIOR HIGH SCHOOL

on Selling Promotion of the marketing management practices.
Both of statement 1 “Advertises its products/services” by
the two groups of respondent (owners and employees) got the
“Seeks help of middlemen” by the two groups of respondents
in terms of selling promotion obtained the general
8.5 Financing as component of Marketing Management

Table 27
Financing

ready 1.63 1.68
cash for High High
116
SENIOR HIGH SCHOOL

the 1 Practi 1 Practi
purchase
of raw ced ced
materials
/goods/su
pplies.
2. Buys raw Highly Highly
materials/go 2.57
ods/supplies 4 Practi 2.37 4 Practi
on credit.
ced ced
3. Insures Very Highly

commodity 1.77
2 High 2.16 3 Practi
Practi ced
ced
4. Resorts Highly Highly

to hedging
2.34
strategies. 3 Practi 2.00 2 Practi
ced ced
Mean ced ced
on Financing of the marketing management practices. Both
statement 1 “Maintains ready cash for the purchase of raw
materials/goods/supplies” by the two groups of respondents

117
SENIOR HIGH SCHOOL

and both interpreted as “Very High Practiced”. Both
statements 2 “Buys raw materials/goods/supplies on credit”
by the two groups of respondents obtained the lowest rank
8.6 Market Information as component of Marketing Management

Table 52
Market Information

changing 1.83 1.63
needs of 1 Highly 1 High
the
customers Practi Practi
.
ced ced
118
SENIOR HIGH SCHOOL

2.Determines Highly Highly
future 1.86
demand from 2 Practi 1.89 2 Practi
the target
market. ced ced
3. Conducts Highly Highly

surveys 2.17
from 4 Practi 2.26 4 Practi
target
market. ced ced
4. Asks for Highly Highly

feedback 1.94
from regular 3 Practi 2.00 3 Practi
customers.
ced ced
Mean ced ced
on Market Information of the marketing management practices.
Both of statement 1 “Observes changing needs of the
customers” by the two groups of respondents got the highest
“Conducts surveys from target market” by the two groups of

119
SENIOR HIGH SCHOOL

3. Components of the Level of Human Resources Practices

9.1 Job Orientation as component Human Resources Practices

Table 53
Job Orientation

the business 2.14 2.00
and the job 1 Practi 1 Practi
to the new
employees. ced ced

the new
employee to 3 Practi 2.47 3 Practi
2.31
fellow
workers. ced ced
120
SENIOR HIGH SCHOOL

3. Highly Highly
Familiarizes
the new 2 Practi 2.26 2 Practi
2.26
employees at
the physical ced ced
lay-out and
facilities
of the
business.
Mean ced ced
on Job Orientation of the human resources practices. Both
statements 1 “Introduces the business and the job to the new
employees” by the two groups of respondents got the highest
“Sets measurable short term objectives” by the two groups of
in terms of job orientation obtained the general weighted

121
SENIOR HIGH SCHOOL
9.2 Compensation and Fringe Benefits as component Human

Resources Practices
Table 54
Compensation and Fringe Benefits
1. Provides Highly Very

competitive 2.11 1.79
compensation 1 Practi 1.5 High
ced Practi
ced

Fringe
Benefits 2 Practi 2.68 2 Practi
2.29
ced ced
3. Gives Highly Very

overtime pay
3 Practi 1.79 1.5 High
2.40
ced Practi
ced
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Mean ced ced
on Compensation and Fringe Benefits of the human resources
practices. Statement 3 “Gives overtime pay” for owners and
statement 1 “Provides competitive compensation” for
employees got the highest rank with the weighted mean of
Both statements 2 “Provides Fringe Benefits” by the two
in terms of compensation and fringe benefits obtained the
9.3 Working Condition as component Human Resources

Practices
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Table 55
Working Condition
1. Provides Highly Very

adequate 2.00 1.79
facilities 3 Practi 1 High
for the
workers. ced Practi
ced
2. Maintains Highly Highly

cleanliness
of the work 2 Practi 1.84 2 Practi
1.94
area.
ced ced
3. Observes Very Highly

proper
ventilation. 1 High 1.95 3 Practi
1.60
Practi ced
ced
Mean ced ced
Statement 1 “Provides adequate facilities for the worker”

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for owners and statement 2 “Maintains cleanliness of the
work area” for employees got the highest rank with the
weighted mean of 1.60 and 1.79 and both interpreted as “Very
High Practiced”. Statements 3 “Observes proper ventilation”
for owners and statement 1 “Provides adequate facilities for
the workers” for employees obtained the lowest rank with the
9.4 Motivation as component Human Resources Practices

Table 56
Motivation

incentives 2.14 1.95
to 2.5 Practi 2 Practi
employees.
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ced ced
2. Involves Very Highly

workers in
planning and 1 High 2.00 3 Practi
1.19
implementati
on. Practi ced
ced
3. Pays Highly Highly

workers on a
regular 2.5 Practi 1.84 1 Practi
2.14
basis.
ced ced
4.Recognizes Highly Highly

exemplary
performance 2.17 3 Practi 2.16 4 Practi
of
employees. ced ced
Mean ced ced
Statement 4 “Recognizes exemplary performance of employees”
for owners and statement 3 “Pays workers on a regular basis”
and both interpreted as “Very High Practiced”. Statements 3

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“Involves workers in planning and implementation” for owner
and statement 4 “Recognizes exemplary performance of
employees” for employee obtained the lowest rank with the
4. Components of the Level of Financial Practices

10.1 Financial Planning as component Financial Practices

Table 57
Financial Planning
1.Prepares Highly Very

projected 2.11 1.63
statement 1 Practi 1 High
that
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reflects ced Practi
revenue,
costs and ced
expenses.
projected
statement 2 Practi 2.05 3.5 Practi
2.20
that
reflects ced ced
assets,
liabilities
and owner’s
equity.
projected
cash inflow 3.5 Practi 1.95 2 Practi
2.23
and cash
outflow. ced ced
4.Prepares a 2.23 3.5 Highly 2.05 3.5 Highly

budget.
Practi Practi
ced ced
Mean ced ced
on Financial Planning of the financial practices. Statement
4 “Prepares a budget” for owner and statement 3 “Prepares
projected cash inflow and cash outflow” for employee got the
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interpreted as “Very High Practiced” and “Highly Practiced”.
Both statements 2 “Prepares projected statement that
reflects assets, liabilities and owner’s equity” by the two
in terms of financial planning obtained the general
10.2 Financial Decision as component Financial Practices

Table 59
Financial Decision
1. Borrows Highly Highly

funds from 2.05
banks and 5 Practi 2 Practi
other 2.43
financial ced ced
institutions
.
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2. Receives Highly Highly
additional
investments/ 6 Practi 2.32 4 Practi
2.49
shares from
owners. ced ced
3. Controls Very Highly

costs and
expenses. 1 High 2.00 1.5 Practi
1.49
Practi ced
ced
4. Avail of Highly Highly

purchase 1.83
discount. 2 Practi 2.00 1.5 Practi
ced ced

workers.
Practi Practi
ced ced

properties.
Practi Practi
ced ced
Mean ced ced

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on Financial Decision of the financial practices. Both
statement 3 “Controls costs and expenses” by the two groups
of respondents got the highest rank with the weighted mean
of 1.49 and 2.00 and interpreted as “Very High Practiced”
and “Highly Practiced”. Both statements 2 “Receives
additional investments/shares from owners” by the two groups
Practiced”.
in terms of financial decision obtained the general
10.3 Working Capital Management as component Financial

Practices
Table 60
Working Capital Management
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1. Maintains Very Highly

ready cash 2.11
for the 1 High 1.5 Practi
payment of 1.51
expenses. Practi ced
ced
2. Deposits Highly Highly

money in the
bank. 6 Practi 2.16 2 Practi
2.43
ced ced
3. Set aside Highly Highly

cash for
future 2 Practi 2.37 5 Practi
1.83
investments.
ced ced
4. Invests Highly Highly

in other 2.14
profit- 4 Practi 2.11 1.5 Practi
making
ventures. ced ced

strict
extension
policy. ced ced

strict
collection
policy. ced ced
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Mean ced ced
on Working Capital Management of the financial practices.
Both statement 1 “Maintains ready cash for the payment of
expenses” by the two groups of respondents got the highest
“Invests in other profit-making ventures” by the two groups
Practiced”.
in terms of working capital management obtained the
10.4 Capital budgeting as component Financial Practices

Table 61
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Capital Budgeting
1. Buys Very Highly

equipment 2.05
and 1.5 High 1 Practi
furniture 1.71
for use in Practi ced
the
business. ced
2. Leases Highly Highly

equipment
for use in 2 Practi 2.63 3 Practi
2.46
the
business. ced ced
3. Prepares Very Highly

alternative
courses of 1.5 High 2.11 2 Practi
1.71
action
relative to Practi ced
capital
investment ced
decision.
Mean ced ced
on Capital Budgeting of the financial practices. Both
statement 1 “Buys equipment and furniture for use in the

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business” by the two groups of respondents got the highest
as “Very High Practiced” and “Highly Practiced”. Statement 1
“Leases equipment for use in the business” for owner and
statement 3 “Prepares alternative courses of action relative
to capital investment decision” obtained the lowest rank
in terms of capital budgeting obtained the general
CHAPTER IV
SUMMARY OF FINDINGS, CONCLUSIONS, AND RECOMMENDATIONS
This chapter includes the discussion of the summary of the
findings, conclusions, and recommendation of this study.
Summary
This study aims to know the similarities and differences
of the level of management of micro and small businesses

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The total respondents of this study are one hundred four
(104); thirty-five (35) small owners, twenty-nine (29)
micro-owners, and twenty-one (21) small employees and
nineteen (19) micro employees in Zaragoza, Nueva Ecija.
The research design of this study is correlative under
non- experimental research. Average Weighted Mean was used
to analyse this study. Researchers’ made questionnaire are
used as instrument for the collection of data.
This study aimed to answer the following questions; “How may
the demographic profile of the respondents described in
terms of: sex, age, educational attainment, civil status,
membership to professional organization, seminar/Training
Attended.” “How may the organizational profile of the
micro and small businesses have described in terms of:
Years of existence, type of operations, form of ownership,
number of workers, start-up capital, and source of
capital.”
“How may the level of competencies of microbusiness and
small business owners have described in terms of:
Opportunity-seeking and initiative, Risk taking, Demand for
efficiency and Quality, Persistence, Commitment to work,

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Information seeking, Goal setting, Systematic planning and
monitoring, Persuasion and networking.” “How may the
management practices of micro-businesses and small
businesses have described in terms of: Marketing, Human
Resources, and Finance”
Findings
From the information gathered through research
questionnaire, the following findings were obtained:
1. Demographic Profile
Out of 29 respondents in micro business owners,
there are 7 male which is equivalent to 24.14%, and 22
female that is equivalent to 75.86%, for a total of
100%. As for the other one, out of 35 respondents in
small business owners, there are 8 male which is
equivalent to 22.86%, and 27 female that is equivalent
to 77.14% %, for a total of 100%. Most of them aged from
forty to forty-two years old. Most of the respondents in
Micro business owner and small business owners are high
school graduate. Most of the respondents in Micro
business owner and small business owners are married.

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member of 0-1 organization. Most of the respondents just
attended of 0-1 seminar/training.
2. Organizational Profiles of the Micro and Small
Business
Based on the data presented, most of the
respondents are just 3 years of existence of the
business. Most of the micro and small business are into
merchandising business. Most of the micro and small
business are sole proprietorship form of ownership. Most
of the micro business had 100,000-150,000 start-up
capitals. Most of the small business had 46,000-50,000
start-up capitals. Most of the micro and small
businesses got their source of income from a business
loan.
3. Components of The Level of Personal Entrepreneurial
Competencies of Micro Owners and Employees
3.1 The Opportunity Seeking and Initiative
The Opportunity Seeking and Initiative of Micro and
Small Businesses respondents, Statement 2 “Acts to
extend the business into new areas, products and

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services” and Statement 1 “Does thing before asked or
forced to by events” with two groups of respondents: The
owners and employees. The average weighted mean is 1.72
and 1.95 with a descriptive rating of Always and Often.
The Statement 3 “Seizes unusual opportunities to start a
new business, obtain financing, equipment, land work
space or assistance” as the lowest rank of the two
groups of respondents: the owners and the employees. The
average weighted mean is 2.28 and 2.71 with a
descriptive rating of Often and Sometimes.
3.2 Risk Taking
The Risk Taking of Micro and Small Businesses
respondents, Statement 1 “Deliberately calculates risks
and evaluates alternatives” with two groups of
respondents: owners and employees. The average weighted
mean is 1.79 and 2.19 with an interpretation of Always
and Often.
3.3 Demand for Efficiency and Quality
The Demand for Efficiency and Quality of Micro and
Small Businesses respondents, Statement 1 “Find ways to
do things” and Statement 2 “Acts to do things that meet

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or exceed standards of excellence” with two groups of
mean is 1.24 and 1.81 with a descriptive rating of
Always and Often. Statement 2 “Acts to do things that
meet or exceed standards of excellence” and Statement 3
“Develops or uses procedures to ensure work is completed
on time or that work meets agreed upon standards of
quality” as the lowest rank of the two groups of
mean is 1.90 and 2.05 with a descriptive rating of both
Often.
3.4 Persistence
The Persistence for Efficiency and Quality of Micro
and Small Businesses respondents, Statement 1 “Takes
action in the face of a significant obstacle” and
Statement 3 “Takes personal responsibility for the
performance necessary to achieve goals and objectives”
with two groups of respondents: owners and employees.
The average weighted mean is 1.41 and 1.71 with a
descriptive rating of Always.
3.5 Commitment to the Work Contract

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The Commitment to the Work Contract of Micro and
Small Businesses respondents, Statement 1 “Makes a
personal sacrifice or expends extraordinary effort to
complete a job” and Statement 3 “Strives to keep
customers satisfied and places long term good will over
short-term gain” with two groups of respondents: owners
and employees. The average weighted mean is 1.48 and
1.86 with a descriptive rating of Always and Often.
Statement 2 “Pitches in with workers or in their place
to get a job done” as the lowest rank of the two groups
of respondents: owners and employees. The average
weighted mean is 2.10 and 2.33 with a descriptive rating
of both Often.
3.6 Information Seeking
The Information Seeking of Micro and Small
Businesses respondents, Statement 1 “Personally seeks
information from clients, suppliers or competitors” and
Statement 2 “Does personal research on how to provide a
product or service” with two groups of respondents:
Statement 2 “Does personal research on how to provide a

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product or service” and Statement 3 “Consults experts
for business or technical advice” as the lowest rank of
the two groups of respondents: owners and employees. The
descriptive rating of both Often.
3.7 Goal Setting
The Goal Setting of Micro and Small Businesses
respondents, Statement 1 “Sets goals and objectives that
are personally meaningful and challenging” with two
groups of respondents: owners and employees. The average
of both Always. Statement 3 “Sets measurable short-term
objectives” as the lowest rank of the two groups of
Always and Often.
3.8 Systematic Planning and Monitoring
The Systematic Planning and Monitoring of Micro and
Small Businesses respondents, Statement 3 “Keeps
financial records and uses them to make business
decisions” with two groups of respondents: owners and

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employees. The average weighted mean is 1.86 and 1.90
with a descriptive rating of both Often. Statement 1
“Plans by breaking large tasks down into time-
constrained sub-tasks” and Statement 2 “Revises plans in
light of feedback on performance or changing
circumstances” as the lowest rank of the two groups of
Often.
3.9 Persuasion and Networking
The Systematic Planning and Monitoring of Micro and
Small Businesses respondents, Statement 3 “Acts to
develop and maintain business contracts” and Statement 1
and 3 “Uses deliberate strategies to influence or
persuade others” and “Acts to develop and maintain
business contracts" with two groups of respondents:
Statement 2 “Uses key people as agents to accomplish own
objectives” as the lowest rank of the two groups of

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Often.
3.10 Independence and Self-confidence
The Independence and Self-confidence of Micro and
Small Businesses respondents, Statement 1 “Seeks
autonomy from the rules or control of others” with two
of Often and Always. Statement 2 “Sticks with own
judgment in the face of opposition or early lack of
success” as the lowest rank of the two groups of
mean is 2.34 and 3.10 with a descriptive rating of Often
and Sometimes.
4. Components of the Level of Marketing Management
Practices of Micro Owners and Employees
4.1 Buying
The Buying of Micro and Small Businesses
respondents, Statement 1 “Buys goods/raw materials in

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big quantities” with two groups of respondents: owners
1.71 with a descriptive rating of Highly Practiced and
Very Highly Practiced. Statement 2 “Buys good/raw
materials exclusively from particular suppliers” as the
lowest rank of the two groups of respondents: owners and
with a descriptive rating of both Highly Practiced.
4.2 Selling Product
The Selling Product of Micro and Small Businesses
respondents, Statement 3 “Designs packaging to suit
customer budget” and Statement 2 “Improves the
product/service continuously” with two groups of
mean is both 1.62 with a descriptive rating of both
Highly Practiced. Statement 2 “Improves the
product/service continuously” and Statement 3 “Designs
packaging to suit customer budget” as the lowest rank of
average weighted mean is both 1.62 with a descriptive
rating of both Highly Practiced.

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4.3 Selling Price
The Selling Price of Micro and Small Businesses
respondents, Statement 1 “Sets price prevailing in the
market” and Statement 2 “Sets price depending on terms
of payment” with two groups of respondents: owners and
employees. The average weighted mean is both 1.62 with a
descriptive rating of both Highly Practiced. Statement 2
“Improves the product/service continuously” and
Statement 3 “Designs packaging to suit customer budget”
as the lowest rank of the two groups of respondents:
owners and employees. The average weighted mean is both
1.62 with a descriptive rating of both Highly Practiced.
4.4 Selling Promotion
The Selling Promotion of Micro and Small Businesses
respondents, Statement 1 “Advertises its
products/services” with two groups of respondents:
and 1.67 with a descriptive rating of both Very Highly
Practiced. Statement 2 “Seeks help of middlemen” as the

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with a descriptive rating of both Practiced.
4.5 Financing
The Financing of Micro and Small Businesses
respondents, Statement 1 “Maintains ready cash for the
purchase of raw materials/goods/supplies” with two
of both Very Highly Practiced. Statement 2 “Buys raw
materials/goods/supplies on credit” as the lowest rank
of the two groups of respondents: owners and employees.
descriptive rating of both Highly Practiced.
4.6 Market Information
The Market Information of Micro and Small
Businesses respondents, Statement 1 “Observes changing
needs of the customers” with two groups of respondents:
Practiced. Statement 3 “Conducts surveys from target
market” as the lowest rank of the two groups of

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Highly Practiced.
5. Components of the Level of Human Resources Practices of

Micro Owners and Employees
5.1 Job Orientation
The Job Orientation of Micro and Small Businesses
respondents, Statement 1 “Introduces the business and
the job to the new employees” with two groups of
mean is 1.76 and 1.05 with a descriptive rating of Very
Highly Practiced and Highly Practiced. Statement 2
“Introduces the new employee to fellow workers” as the
5.2 Compensation and Fringe Benefits
The Compensation and Fringe Benefits of Micro and
Small Businesses respondents, Statement 3 “Gives
overtime pay” and Statement 1 “Provides competitive
compensation” with two groups of respondents: owners and

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Statement 2 “Provides Fringe Benefits” as the lowest
rank of the two groups of respondents: owners and
5.3 Working Condition
The Working Condition of Micro and Small Businesses
respondents, Statement 1 “Provides adequate facilities
for the workers” and Statement 2 “Maintains cleanliness
of the work area” with two groups of respondents: owners
1.52 with a descriptive rating of Very Highly Practiced
and Highly Practiced. Statement 3 “Observes proper
ventilation” and Statement 1 “Provides adequate
facilities for the workers” as the lowest rank of the
two groups of respondents: owners and employees. The
descriptive rating of Very Highly Practiced and Highly
Practiced.
5.4 Motivation
The Motivation of Micro and Small Businesses
respondents, Statement 4 “Recognizes exemplary

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performance of employees” and Statement 3 “Pays workers
on a regular basis” with two groups of respondents:
Practiced. Statement 2 “Involves workers in planning and
implementation” and Statement 4 “Recognizes exemplary
performance of employees” as the lowest rank of the two
of both Highly Practiced.
6. Components of the Level of Financial Practices of Micro
Owners and Employees
6.1 Financial Planning
The Financial Planning of Micro and Small
Businesses respondents, Statement 4 “Prepares a budget”
and Statement 3 “Prepares projected cash inflow and cash
outflow” with two groups of respondents: owners and
with a descriptive rating of both Very Highly Practiced
and Highly Practiced. Statement 2 “Prepares projected

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statement that reflects assets, liabilities and owner’s
equity” as the lowest rank of the two groups of
Highly Practiced.
6.2 Financial Decision
The Financial Decision of Micro and Small
Businesses respondents, Statement 3 “Controls costs and
expenses” with two groups of respondents: owners and
with a descriptive rating of Very Highly Practiced and
Highly Practiced. Statement 2 “Receives additional
investments/shares from owners” as the lowest rank of
6.3 Working Capital Management
The Working Capital Management of Micro and Small
Businesses respondents, Statement 1 “Maintains ready
cash for the payment of expenses” with two groups of

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Very Highly Practiced. Statement 4 “Invests in other
profit-making ventures” as the lowest rank of the two
6.4 Capital Budgeting
The Capital Budgeting of Micro Businesses,
Statement 1 “Buys equipment and furniture for use in the
business” with two groups of respondents: owners and
with a descriptive rating of Very Highly Practiced and
Highly Practiced. Statement 2 “Leases equipment for use
in the business” and Statement 3 “Prepares alternative
courses of action relative to capital investment
decision” as the lowest rank of the two groups of
Highly Practiced.
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7. Components of the Level of Personal Entrepreneurial
Competencies of Small Business Owners and Employees
7.1 Opportunity Seeking and Initiative
The Opportunity Seeking and Initiative of Small
Businesses respondents, Statement 1 “Does things before
asked or forced to by events” with two groups of
and Always. Statement 3 “Seizes unusual opportunities to
start a new business, obtain financing, equipment, land
work space or assistance” as the lowest rank of the two
of both Often.
7.2 Risk Taking
The Risk Taking of Small Businesses respondents,
Statement 2 “Takes action to reduce risks or control
outcomes” and Statement 1 “Deliberately calculates risks
and evaluates alternatives” with two groups of

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Always and Often. Statement 3 “Places self in situations
involving a challenge or moderate risk” and Statement 2
“Takes action to reduce risks or control outcomes” as
the lowest rank of the two groups of respondents: owners
2.50 with a descriptive rating of both Often.
7.3 Demand for Efficiency and Quality
The Demand for Efficiency and Quality of Small
Businesses respondents, Statement 1 “Finds ways to do
things better, faster, or cheaper” with two groups of
Always. Statement 2 “Acts to do things that meet or
exceed standards of excellence” and Statement 3
“Develops or uses procedures to ensure work is completed
on time or that work meets agreed upon standards of
quality” as the lowest rank of the two groups of
Often.
7.4 Persistence
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The Persistence of Small Businesses respondents,
Statement 1 “Takes action in the face of a significant
obstacle” and Statement 3 “Takes personal responsibility
for the performance necessary to achieve goals and
objectives” with two groups of respondents: owners and
with a descriptive rating of both Always. Statement 3
“Takes personal responsibility for the performance
necessary to achieve goals and objectives” and Statement
2 “Takes repeated actions or switches to an alternative
strategy to meet a challenge or overcome an obstacle” as
1.74 with a descriptive rating of Often and Always.
7.5 Commitment to the Work Contract
The Commitment to the Work Contract of Small
Businesses respondents, Statement 3 “Strives to keep
customers satisfied and places long term good will over
short-term gain” and Statement 1 “Makes a personal
sacrifice or expends extraordinary effort to complete a
job” with two groups of respondents: owners and

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with a descriptive rating of both Always. Statement 2
“Pitches in with workers or in their place to get a job
done” as the lowest rank of the two groups of
Often.
7.6 Information Seeking
The Information Seeking of Small Businesses
respondents, Statement 1 “Personally seeks information
from clients, suppliers or competitors” with two groups
of both Always. Statement 3 “Consults experts for
business or technical advice” as the lowest rank of the
7.7 Goal Setting
The Goal Setting of Small Businesses respondents,
Statement 1 “Sets goals and objectives that are
personally meaningful and challenging” with two groups

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of both Always. Statement 3 “Sets measurable short-term
objectives” and Statement 2 “Articulates clear and
specific long-range goals” as the lowest rank of the two
of Often and Always.
7.8 Systematic Planning and Monitoring
The Systematic Planning and Monitoring of Small
Businesses respondents, Statement 3 “Keeps financial
records and uses them to make business decisions” and
Statement 2 “Revises plans in light of feedback on
performance or changing circumstances” with two groups
of both Always. Statement 1 “Plans by breaking large
tasks down into time-constrained sub-tasks” and
Statement 3 “Keeps financial records and uses them to
make business decisions” as the lowest rank of the two

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of both Often.
7.9 Persuasion and Networking
The Persuasion and Networking of Small Businesses
respondents, Statement 3 “Acts to develop and maintain
business contracts” and Statement 1 “Uses deliberate
strategies to influence or persuade others” with two
of Often and Always. Statement 2 “Uses key people as
agents to accomplish own objectives” as the lowest rank
7.10 Independence and Self-confidence
The Independence and Self-confidence of Small
Businesses respondents, Statement 3 “Expresses
confidence in own ability to complete a difficult task
or meet a challenge” and Statement 1 “Seeks autonomy

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from the rules or control of others” with two groups of
and Always. Statement 1 “Seeks autonomy from the rules
or control of others” and Statement 3 “Expresses
confidence in own ability to complete a difficult task
or meet a challenge” as the lowest rank of the two
of both Often.
8. Components of the Level of Marketing Management
Practices of Small Owners and Employees
8.1 Buying
The Buying of Small Businesses respondents,
Statement 2 “Buys good/raw materials exclusively from
particular suppliers” and Statement 1 “Buys goods/raw
materials in big quantities” with two groups of
Highly Practiced and Very Highly Practiced. Statement 1

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“Buys goods/raw materials in big quantities” and
Statement 2 “Buys good/raw materials exclusively from
particular suppliers” as the lowest rank of the two
of Highly Practiced and Very Highly Practiced.
8.2 Selling Product
The Selling Product of Small Businesses
respondents, Statement 3 “Designs packaging to suit
customer budget” and Statement 1 “Designs packaging for
customers’ convenience” with two groups of respondents:
Practiced. Statement 1 and 2 “Designs packaging for
customers’ convenience” and “Improves the
product/service continuously” and Statement 3 “Designs
packaging to suit customer budget” as the lowest rank of
descriptive rating of Highly Practiced and Very Highly
Practiced.
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8.3 Selling Price
The Selling Price of Small Businesses respondents,
Statement 1 “Sets price prevailing in the market” with
descriptive rating of both Very Highly Practiced.
Statement 2 “Sets price depending on terms of payment”
and Statement 3 “Sets price based on desired profit” as
1.84 with a descriptive rating of both Highly Practiced.
8.4 Selling Promotion
The Selling Promotion of Small Businesses
respondents, Statement 1 “Advertises its
products/services” with two groups of respondents:
Practiced. Statement 2 “Seeks help of middlemen” as the

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8.5 Financing
The Financing of Small Businesses respondents,
Statement 1 “Maintains ready cash for the purchase of
raw materials/goods/supplies” with two groups of
Very Highly Practiced. Statement 2 “Buys raw
materials/goods/supplies on credit” as the lowest rank
8.6 Market Information
The Market Information of Small Businesses
respondents, Statement 1 “Observes changing needs of the
customers” with two groups of respondents: owners and
with a descriptive rating of both Very Highly Practiced.
Statement 3 “Conducts surveys from target market” as the

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9. Components of the Level of Human Resources Practices of
Small Owners and Employees
9.1 Job Orientation
The Job Orientation of Small Businesses
respondents, Statement 1 “Introduces the business and
the job to the new employees” with two groups of
Highly Practiced. Statement 2 “Introduces the new
employee to fellow workers” as the lowest rank of the
9.2 Compensation and Fringe Benefits
The Compensation and Fringe Benefits of Small
Businesses respondents, Statement 1 “Provides
competitive compensation” and Statement 3 “Gives

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overtime pay” with two groups of respondents: owners and
with a descriptive rating of Highly Practiced and Very
Highly Practiced. Statement 3 “Gives overtime pay” and
Statement 2 “Provides Fringe Benefits” as the lowest
rank of the two groups of respondents: owners and
9.3 Working Condition
The Working Condition of Small Businesses
respondents, Statement 3 “Observes proper ventilation”
and Statement 1 “Provides adequate facilities for the
workers” with two groups of respondents: owners and
with a descriptive rating of both Very Highly Practiced.
Statement 1 “Provides adequate facilities for the
workers” and Statement 3 “Observes proper ventilation”
as the lowest rank of the two groups of respondents:
and 1.95 with a descriptive rating of both Highly
Practiced.
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9.4 Motivation
The Motivation of Small Businesses respondents,
Statement 2 “Involves workers in planning and
implementation” and Statement 3 “Pays workers on a
regular basis” with two groups of respondents: owners
1.84 with a descriptive rating of both Very Highly
Practiced and Highly Practiced. Statement 4 “Recognizes
exemplary performance of employees” as the lowest rank
10. Components of the Level of Financial Practices of

Small Owners and Employees
10.1 Financial Planning
The Financial Planning of Small Businesses
respondents, Statement 1 “Prepares projected statement
that reflects revenue, costs and expenses” with two
of both Highly Practiced and Very Highly Practiced.
Statement 3 and 4 “Prepares projected cash inflow and

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SENIOR HIGH SCHOOL

cash outflow”, “Prepares a budget” and Statement 2
“Prepares projected statement that reflects assets,
liabilities and owner’s equity” as the lowest rank of
10.2 Financial Decision

The Financial Decision of Small Businesses
respondents, Statement 3 “Controls costs and expenses”
and Statement 4 “Avail of purchase discount” with two
of both Very Highly Practiced and Highly Practiced.
Statement 2 “Receives additional investments/shares from
owners” and Statement 6 “Insures properties” as the
10.3 Working Capital Management

The Working Capital Management of Small Businesses
respondents, Statement 1 “Maintains ready cash for the
payment of expenses” and Statement 4 “Invests in other

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SENIOR HIGH SCHOOL

profit-making ventures” with two groups of respondents:
Practiced and Highly Practiced. Statement 2 “Deposits
money in the bank” and Statement 3 “Set aside cash for
future investments” as the lowest rank of the two groups
10.4 Capital Budgeting

The Capital Budgeting of Small Businesses
respondents, Statement 3 “Prepares alternative courses
of action relative to capital investment decision” and
Statement 1 “Buys equipment and furniture for use in the
business” with two groups of respondents: owners and
with a descriptive rating of both Very Highly Practiced
and Highly Practiced. Statement 2 “Leases equipment for
use in the business” as the lowest rank of the two

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SENIOR HIGH SCHOOL
Conclusion
Based on the findings of the study, the following
conclusion was drawn:
For the demographic profile of the respondents,
most of the business owner respondents are female. The
ages of the respondents differ from one another. Most of
the Micro business owners are high school graduate and
all of the small business owners are college graduate.
Most of the respondents are married. Most of the micro
business owners have 0-1 membership/organization and all
of the small business owner have 0-1
membership/organization. Almost half of the micro
business owners had 0-1 Seminar/Training Attended and
all of the small business owners had 0-1
Seminar/Training attended.
For the Organizational Profile of the Micro and
Small Business, the years of existence of the
respondents differ from one another. Most of the micro
and small businesses are into merchandising type of

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business. Most of the micro and small businesses are
sole proprietorship form of ownership. Most of the micro
business have 1-10 number of workers and all of the
small business have 1-10 numbers of workers. The start-
up capital of micro business differs from one another,
10 out of 29 respondents had 100,000-150,000 start-up
capital an average of 34.48% out of 100%. The start-up
capital of small business differs from one another, 9
out of 35 respondents had 46,000-50,000 start-up capital
an average of 25.71% out of 100%. Most of the source of
income of the respondents are business loan.
In terms of Level of Personal Entrepreneurial
Competencies of Micro Owners and Employees for
Opportunity Seeking and Initiative, the activities
mostly done by the two group of respondents: owners and
employees are; they act to extend the business into new
areas, products or services and does things before asked
or forced to by events.
Moreover, the Level of Personal Entrepreneurial
Competencies of Micro Owners and Employees for Risk
Taking, the activities mostly done by the two group of

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SENIOR HIGH SCHOOL

respondents: owners and employees are; they deliberately
calculate the risks and evaluates alternatives.
Furthermore, the Level of Personal Entrepreneurial
Competencies of Micro Owners and Employees for Demand
for Efficiency and Quality, the activities mostly done
by the two group of respondents: owners and employees
are; they find ways to do things better, faster, or
cheaper and acts to do things that meet or exceed
standards of excellence.
Recommendations
The following recommendations are hereby advanced:
The Department of Trade and Industry should focus
on developing the owners of micro and small businesses
in Zaragoza, Nueva Ecija Support from the local
government should also be encouraged. Such support can
be in the form of financial and technical aspects. The
local Government through the Department of Trade and
Industry and some local banks should provide financial
assistance to the micro and small owners. Tax exemptions
and lowering of license fees are also ways on how to
support the micro and small business owners. On the

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SENIOR HIGH SCHOOL

technical side, the local government should sponsor some
business venturing seminars and training and it should
be well advertised and the prospective participants are
well informed.
The government of the Province of Zaragoza, Nueva
Ecija should align some of its funds and budget to
support micro-businesses and small businesses especially
those that exhibit a strong capability to grow and
eventually develop into globally competitive enterprise.
The microbusiness and small business owners of
Zaragoza, Nueva Ecija should organize an Association of
Microbusiness and Small business Owners to promote,
support and inform owners of the current trends,
problems faced, opportunities, support programs and
other key areas of concern for micro and small business
owners.
The microfinance sector and other financial
institutions should make available financial support
especially to those viable microbusinesses being
threatened by stiff competition. Moreover, they should
look at the perceived high interest rates and stringent

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SENIOR HIGH SCHOOL

paper requirements and the long waiting period before
the loan proceeds are released.
Central Luzon State University, as an academic
institution, can help in the improvement of the micro
and small businesses’ operations. The University,
particularly the College of Business Education can
educate the owners of these enterprises and conduct
seminars and trainings about managing businesses,
capital budgeting and other business related topics.
This can be the community extension service of the
College, looking and helping these enterprises
especially those that are not performing well. The first
phase of the project can be scouting of probable
beneficiaries (especially those that are not performing
well) and then conducting a needs assessment of these
businesses. Then after the initial stage the College can
come up now with the different seminars and trainings
that can answer the needs of these businesses.
A similar research should be undertaken to
determine what specific assistance and support the
micro-businesses and small businesses in the province
need most and on the impact of these government

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SENIOR HIGH SCHOOL

assistance programs for micro-businesses and small
businesses.
Furthermore, the Social-Awareness experience by the
respondents is; they respect the property of others
because they are aware on what others possible to feel.
In terms of the Social Emotional learning of the
respondents in Relationship Skills, the activities
experienced by the respondents are: they get along well
with adults and comfortably socialize to others.
Moreover, the Social Emotional Learning of the
respondents for Responsible Decision-Making encountered
is; they take responsibility for their own actions.
Consequently, the Social Emotional Learning such as
self-awareness, self-management, social-awareness,
relationship skills, and responsible decision-making has
significant relationship to academic performance of the
learners.
Also, there is significant difference of Social Emotional
learning of the respondents in terms of sex, strand,
general averages and, age, grade level and awards or
recognition received has no significant difference.

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SENIOR HIGH SCHOOL

In accordance with the outcome of this study, a proposed
action plan was devised for senior high school learners to
encourage the respondents to enhance their knowledge on
Social Emotional Learning.
R E F E R E N C E S
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SENIOR HIGH SCHOOL
References
A. Book
Ames, Micheal D. and Norva L. Wellsfry. 1983. Small
Business Management. New York: West Publishing Company.
DRUCKER, P. 1985. Innovation and Entrepreneurship:
Practice and Principles. Heinemann, London.
Samuelson, P.A. and W.D. Nordhaus. 1993. Economics.
4th Edition McGraw Hill, Inc. Schumpter, J. 1943. The
theory of Economic Development. Translated by R. Opie from
the 2nd German Edition, Cambridge: Harvard University
Press.
SME Development Plan 2004-2010. Department of Trade
and Industry. 2004
Todaro,M.P. 2001. Economic Development. 7th Edition
Pearson Education Asia Pte Ltd.

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Tullao, T . Jr., G. LArgoza and C. Castillo. 1998.
Issues in Philippine Economic Development. De LA Salle
University Press,Inc.
B. Theses, Dissertations and Research Reports
Ancheta, Betsy Luisa P. “Effectiveness of Management
Practices of Agribusiness Entities in Ilocos Sur and La
Union”. Doctoral Dissertation. University of Northern
Philippines, Vigan City, Ilocos Sur.2004
Arguelles, Roberto M. “Strategic Orientation of Small
Business Entrepreneurs in Baguio City”. Doctoral
Dissertation. University of Cordilleras, Baguio City.2004
Baron, J. N., & Hannan, M. T. “Organizational
blueprints for success in high-tech start-ups: Lessons
from the Stanford project on emerging companies”.
California Management Review, 44(3): 8–36. 2002
Carinan, Nilda. “ Assessment of PECS on the Small
Manufacturing and Process Entrepreneurs Along Cagayan-
Iligan Corridor (CIC).” Masteral Thesis. 2001.
Dublin, Emma Dimalaluan.” Social Responsibility of
the registered non-stock corporations in Davao City”.
Masteral Thesis. 2001.

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Gustafon, Magnus, et. al. “ The role of Networks for
Micro Firms”. Bachelors Thesis. Jonkoping International
Business School. 2005
Honorio, Ma. Angela E. “Profile and Business
Practices of Entrepreneurs in the Small Scale Food
Busiensses in Manila”.Masteral Thesis. University of the
Philippines. March 1996.
Lasmarias, Jimmy C. “Personal Entrepreneurial
Competencies among business people in the computer and
hotel and restaurant industries in Iligan City”. Masteral
Thesis. Mindanao State University Iligan Institute of
Technology. 2001.
Lazo, Sylvia V. “An Assessment of the Policies and
practices on Human resource management in selected
security agencies in Quezon city”. Masteral Thesis. CEU
Graduate School. 2000
Macaayong, Habib W. “Small and Medium Enterprises
Development: A study on program administration and
effectiveness in the province of Lanao Del Sur”. Doctoral
Dissertation. College of Public Administration, University
of the Philippines Diliman. May 1992.

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Moreno, Rodolfo C. “Status and Impact of Micro-
Enterprises in the Different Growth Centers of Ilcoos
Sur”. Doctoral Dissertation. Don Mariano Marcos Memorial
State University, San Fernando City, LA Union. 2001.
Piscasio, Alfonso B. “Management Problems of Micro-
Business Producers in Bulacan”. Doctoral Dissertation.
Institute of Graduate Studies Polytechnic University of
the Philippines. September, 1991
Seguira, Fabian P. “Status of Small-Scale Enterprises
in Tarlac City Based on Success Indicators”. Masteral
Thesis. Tarlac State University. 2002.
Tagay, Angelina A. “A research-based Small and Medium
Enterprise(SME) Development Model”. Doctoral Dissertation.
Divine Word College of Laoag, LAoag City. 2003.
Torrente, Jose Ramon Luis P. “The development and
operations of a banking institution and its social and
economic contributions”. Doctoral Dissertation. Manuel L
Quezon University School of Graduate Studies Manila. 1991.
Torres, Rudelyn B. “Contribution of Selected Family
Enterprises to the Development of Tagum City”. University
of Southeastern Philippine- Obrero Davao City. April 2006.

178
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Torres, Nancy A. “The Status and Prospects of the
Major Business Establishments in La Union”. Doctoral
Dissertation. University of Northern Philippines, Vigan
City, Ilocos Sur.2005.
Wen, Yun Yan. “An assessment of Chinese
Entrepreneurial Competencies and Its contribution to the
Economic Development of Pampanga”. Masteral Thesis.
Angeles University Foundation, Angeles City. April 2001.
Yecla, Louella P. “Social Responsibility profile of
some companies along Cagayan-Iligan Corridor”.
Mindanao State University Iligan Institute of
Technology. February 2003.
A P P E N D I C E S
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APPENDIX A
Letter for Request (Data Gathering)
CATALINA A. SALUM
Principal IV
Zaragoza National High School
San Rafael, Zaragoza, Nueva Ecija
ATTENTION: GLENN C. COLOMA

Assistant Principal II
Senior High School Group
Sir/Madam:
Greetings in the name of the Lord!

We, the researchers, Margie Gutierrez, Vince Theo Minoncia,Nico
Sebastian, Kyla Rabang and Jessica Mikaela Sanchez, Senior High School
students of Zaragoza National High School under the Accountancy,
Business and Management (ABM) strand are currently conducting our
research study entitled “Level of management practices of Micro and
Small businesses in Zaragoza,Nueva Ecija” which aims to determine the
similarities and differences between micro and small business in
In accordance to this, the researchers are asking your
permission to conduct our study outside the school premises.
We are hoping for your positive response regarding this matter. Thank
you very much and God Bless!
Respectfully yours,
Margie P. Gutierrez
Vince Theo Minoncia
Nico Sebastian
Kyla Rabang
Noted by:
GLENN C. COLOMA
Assistant School Principal II
CATALINA A. SALUM
180
SENIOR HIGH SCHOOL

School Principal IV
Letter for Request (Dry Run)

Micro and Small Owner
Zaragoza, Nueva Ecija
Sir/Madam:
Greetings in the name of the Lord!
We, the researchers, Eva Angelica C. Arzanan, Rhea Vanessa R. Aguilar,

Rosemarie S. Fontanilla, Marc James V. Bacani, Hannah Joy C. Dayao,
Ellysa Mae T. Lira, Jonel B. Masanque, Mary Joy A. Vega, and Ivy Joy
H. Ramos, Senior High School students of Zaragoza National High
School under the Accountancy, Business and Management (ABM) strand
are currently conducting our research study entitled “Level of
management practices of Micro and Small businesses in Zaragoza,Nueva
Ecija” which aims to determine the similarities and differences
between micro and small business in Zaragoza, Nueva Ecija.
In accordance with this, we are here to ask your cooperation to
answer the questions, the gathered data will be a big help for us to
validate the questionnaire that we are going to use on our study, your
response will be treated with outmost confidentiality.
We are hoping for your positive response regarding this matter. Thank
you very much and God Bless!
Respectfully yours,
Margie P. Gutierrez
Vince Theo Minoncia
Nico Sebastian
Kyla Rabang
Noted by:
Noted by:
GLENN C. COLOMA
Assistant School Principal II
CATALINA A. SALUM
School Principal IV
APPENDIX B
181
SENIOR HIGH SCHOOL

Survey Questionnaire
Research Title: LEVEL OF MANAGEMENT PRACTICES OF MICRO AND SMALL BUSINESSES IN

ZARAGOZA, NUEVA ECIJA
To the Respondents;
Good day Ma’am/Sir. We the researchers Margie P. Gutierrez, Vince Theo
To the Respondents;
Minoncia, Kyla Rabang, Jessica Mikaela Sanchez, and Nico Sebastian. Senior
Good day
high school Ma’am/Sir.
students of We the researchers
Zaragoza National Margie
High P. Gutierrez,
School under Vince
the Theo
ABM
Minoncia, KylaBusiness,
(Accountancy, Rabang, Jessica Mikaela Sanchez,
and Management) strand areand currently
Nico Sebastian. Seniora
conducting
high school
research students
entitled “Levelof ofZaragoza National
Management Highand
of Micro School
Small under the ABM
Businesses in
(Accountancy, Business, and Management) strand are currently
Zaragoza, Nueva Ecija” this research work determined the similarities and conducting a
research entitled
differences “Level of Management
of the management practices andof entrepreneurial
Micro and Smallcompetencies
Businesses inof
Zaragoza,
micro Nueva
business andEcija” this research
small businesses work determined
in Zaragoza, the similarities and
Nueva Ecija.
differences of the management practices and entrepreneurial competencies of
In accordance with this, we are here to ask for your cooperation to answer
micro business and small businesses in Zaragoza, Nueva Ecija.
the questions, the gathered data will be a big help for us in conducting our
In accordance
study, with this,
your responses will we are herewith
be treated to ask for confidentiality.
outmost your cooperation to answer
the questions, the gathered data will be a big help for us in conducting our
We are hoping for your positive response regarding this matter. Thank you
study, your responses will be treated with outmost confidentiality.
very much and God Bless!
We are hoping for your positive response regarding this matter. Thank you
very much and God Bless!
Direction: Please indicate your research response to each item by putting a check
(/) on the space provided to supply the needed information. (Lagyan ng tsek
(/) ang patlang ng iyong kasagutan upang makuha ang kailangang impormasyon.)
1 = Always (Palagi), 2 = Often (Madalas), 3 = Sometimes (Minsan), 4 = Seldom
(Bihira), 5 = Never (Hindi kailanaman)
I. Demographic Profile
Name (optional) _____________________________________________________________
Age: _______________ Sex: _______________ Civil Status: ______________________
Educational Attainment: ________________
Membership to Professional Organization: ____________________________________
Seminar/Training attended: __________________________________________________
II. Organizational profile of the micro and small businesses

a. Years of existence: __________________________________________
b. Type of Business: ____________________________________________
c. Form of Ownership: ___________________________________________
d. Number of Workers: ___________________________________________
e. Start-up Capital: ____________________________________________
f. Average Annual Sales: ________________________________________
g. Source of Capital: ___________________________________________
III. Level of Management Practices

Competencies Always Often Sometimes Seldom Never
1 2 3 4 5
A. Opportunity
Seeking and
Initiative
1. Does things before

asked or forced to
by events.
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SENIOR HIGH SCHOOL

(Gumagawa ng mga
bagay bago sa atin
o pinilit sa mga
pangyayari.)
2. Acts to extend the

business into new
areas, products or
services. (Kumilos
upang mapalawak ang
negosyo sa mga bagong
lugar na produkto o
serbisyo.)
3. Seizes unusual
opportunities to start
a new business, obtain
financing, equipment,
land work space or
assistance. (Sinasakop
ng hindi pangkaraniwang
mga pagkakataon upang
magsimula ng isang
bagong negosyo sa
financing kagamitan
lupa workspace para
tulong.)
B. Risk Taking Always Often Sometimes Seldom Never

1 2 3 4 5
1. Deliberately
calculates risks
and evaluates
alternatives.
(Sadyang kalkulahin
ang mga panganib at
suriin ang mga
kahalili.)
2. Takes action to
reduce risks or control
outcomes. (Kumikilos
upang mabawasan ang
panganibo makontrol ang
mga kinalabasan.)
3. Places self in
situations
involving a
challenge or
moderate risk.
(Inilalagay ang
sarili sa sitwasyon
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SENIOR HIGH SCHOOL

na kinasasangkutan
ng isang hamon o
katamtamang
panganib.)
C. Demand for Efficiecy Always Often Sometimes Seldom Never

and Quality 1 2 3 4 5
1. Find’s ways to do
things better,
faster, or cheaper.
(Maghanap ng mga
paraan upang magawa
ang mga bagay nang
mas mabilis o mas
mura.)
2. Acts to do things
that meet or exceed
standards of
excellence. (Kumikilos
upang gawin ang mga
bagay na nakakatugon o
lumampas sa mga
pamantayan ng
kahusayan.)
3. Develops or uses
procedures to
ensure work is
completed on time
or that work meets
agreed upon
standards of
quality. (Bubuo o
gumagamit ng mga
tagagawa upang
matiyak na trabaho
ay nakumpleto sa
oras o ang tarabaho
na natutugunan
sumang-ayon sa
pamantayan ng
kalidad.)
D. Persistence Always Often Sometimes Seldom Never

(Pagtitiyaga) 1 2 3 4 5
1. Takes action in the

face of a significant
obstacle. (Kumikilos sa
harap ng makabuluhang
balakid
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SENIOR HIGH SCHOOL
2. Takes repeated
actions or switches to
an alternative strategy
to meet a challenge or
overcome an obstacle
(Tumatagal na paulit-
ulit na mga aksyon
lumipat sa isang
alternatibong diskarte
upang matugunan ang
hamon o pagtagumpayan
ang isang balakid.)
3. Takes personal
responsibility for the
performance necessary
to achieve goals and
objectives. (Ano ang
personal na
responsibilidad para sa
pagganap na
kinakailangan upang
makamit ang mga layunin
at layunin.)
E. Commitment to the Always Often Sometimes Seldom Never

Work Contract 1 2 3 4 5
(Pangako sa Kontrata sa
Trabaho)
1. Makes a personal
sacrifice or expends
extraordinary effort to
complete a job.
(Gumagawa ng isang
personal na sakripisyo
o gastos ng pambihirang
pagsisikap upang
makumpleto ang isang
trabaho.)
2. Pitches in with
workers or in their
place to get a job
done. (Nagtayo sa mga
manggagawa o sa
kanilang lugar upang
matapos ang isang
trabaho.)
3. Strives to keep
customers satisfied and
places long term good
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SENIOR HIGH SCHOOL

will over short-term
gain. (Magsikap na
panatilihing nasiyahan
ang customer at ang
mgalugar na
pangmatagalang mabuti
ay higit sa
panandaliang makukuha.)
F. Information Seeking Always Often Sometimes Seldom Never

(Paghahanap ng 1 2 3 4 5
Impormasyon
1. Personally seeks
information from
clients, suppliers or
competitors. (Personal
na maghanap ng
impormasyon mula sa mga
supplier ng kliyente o
kukumpitensya.)
2. Does personal
research on how to
provide a product or
service. (Gumagawa ng
mga personal na resort
sa kung paano magbigay
ng isang produkto o
serbisyo.)
3. Consults experts for

business or technical
advice. (Kumunsulta sa
mga dalubhasa para sa
payo sa negosyo o
teknikal.)
G. Goal Setting Always Often Sometimes Seldom Never

(Pagtatakda ng Layunin) 1 2 3 4 5
1. Sets goals and

objectives that are
personally meaningful
and challenging.
(Nagtatakda ng mga
layunin na personal na
may katuturan at
mapaghamon.)
2. Articulates clear
and specific long-range
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SENIOR HIGH SCHOOL

goals. (Bigkasin ang
malinaw at tiyak na mga
malayuang layunin.)
3. Sets measurable
short-term objectives.
(Nagtatakda ng
masusukat na mga
layunin na
panandalian.)
H. Systematic Planning Always Often Sometimes Seldom Never

and Monitoring 1 2 3 4 5
(Sistematikong
Pagpaplano at
Pagsubaybay)
1. Plans by breaking
large tasks down into
time-constrained sub-
tasks. (Mga plano sa
pamamagitan ng
pagwawasak ng
malalaking Gawain sa
mga napipigilan na oras
na sub-gawain.)
2. Revises plans in
light of feedback on
performance or changing
circumstances. (Binago
bilang mga plano ayon
sa feedback sa pagganap
o pagbabago ng mga
pangyayari.)
3. Keeps financial
records and uses them
to make business
decisions. (Itago ang
mga talaan sa
pananalapi at ginagamit
ang mga ito upang
makapagpasya.)
I. Persuasion and Always Often Sometimes Seldom Never

Networking 1 2 3 4 5
(Panghimok at
Networking)
1. Uses deliberate
strategies to influence
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SENIOR HIGH SCHOOL

or persuade others.
(Gumagamit ng sinadyang
mga diskarte upang
maimpluwensyahan o
mahimok ang iba.)
2. Uses key people as

agents to accomplish
own objectives.
(Gumagamit ng mga
pangunahing tao bilang
mga ahante upang
makamit ang sariling
mga layunin.)
3. Acts to develop and

maintain business
contracts. (Kumikilos
upang paunlarin at
mapanatili ang mga
kontrata sa negosyo.)
J. Independence and Always Often Sometimes Seldom Never

Self-confidence 1 2 3 4 5
(Kalayaan at Tiwala sa
Sarili)
1. Seeks autonomy from

the rules or control of
others. (Naghahanap ng
awtonomiya mula sa mga
patakaran o control ng
iba.)
2. Sticks with own

judgment in the face of
opposition or early
lack of success.
(Nananatili sa sariling
paghatol sa harap ng
oposisyon o maagang
kawalan ng tagumpay.)
3. Expresses confidence
in own ability to
complete a
difficult task or
meet a challenge.
(Nagpapahayag ng
kumpiyansa sa
sariling kakayahan
upang makumpleto
ang isang mahirap
na gawain o makamit
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SENIOR HIGH SCHOOL

o makamit ang isang
hamon.)
4. What are the management practices of micro-businesses and small businesses in

terms of:
h. Marketing,
i. Human Resources, and
j. Finance?
IV. Marketing Practices

A. Buying Very Highly Moderate Slightl Not
High Prac ly y Prac
ly tice Pract Prac tice
Prac d iced tice d
tice d
d
1. Buys
goods/raw
materials in
big
quantities.
(Bumibili ng
mga kalakal o
hilaw na
materyales sa
maraming
bilang.)
2. Buys
goods/raw
materials
exclusively
from
particular
suppliers.
(Bumibii ng
mga kalakal o
hilaw na
materyales sa
mga
eksklusibong
partikilar na
tagapagtustos
.)
Very Highly Moderate Slightl Not

B. Selling- High Prac ly y Prac
Product ly tice Pract Prac tice
Prac d iced tice d
tice
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SENIOR HIGH SCHOOL

d d
1. Designs
packaging for
customers’
convenience.
(Nagdidisenyo
ngpagkakabalo
t para sa
kaginhawaan
ng kostumer.)
2. Improves
the
product/servi
ce
continuously.
(Patuloy na
pagpapabuti
ng produkto
at serbisyo.)
3. Designs
packaging to
suit customer
budget.
(Nagdidisenyo
ng packaging
upang umangop
sa badyet ng
kostumer.)
Very Highly Moderatel Slightly Not

C. Selling- High Prac y Prac Prac
Price ly tice Pract tice tice
Prac d iced d d
tice
d
1. Sets
price
prevailing
in the
market.
(Nagtatakda
ng presyo
na nananaig
sa
mercado.)
2. Sets
price
depending
on terms of
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SENIOR HIGH SCHOOL

payment.
(Nagtatakda
ng presyo
depende sa
tuntunin ng
pagbabayad.
)
3. Sets
price based
on desired
profit.
(Nagtatakda
ng presyo
batay sa
ninanais n
akita.)

D. Selling- High Prac ly y Prac
Promotion ly tice Prac Prac tice
Prac d tice tice d
tice d d
d
1. Advertises
its
products/servic
es.
(Ipinapakilala
ang mga
produkto at
serbisyo nito.)
2. Seeks help
of middlemen.
(Humihingi ng
tulong ng mga
ahente.)
Very Highly Moderat Slight Not

E. Financing Hig Pra ely ly Pra
hly cti Pra Pra cti
Pra ced cti cti ced
cti ced ced
ced
1. Maintains ready
cash for the
purchase of raw
materials/goods/supp
191
SENIOR HIGH SCHOOL

lies. (Nagpapanatili
ng handa na salapi
para sa pagbili ng
mga hilaw na
materyales o kalakas
o mga panustos.)
2. Buys raw
materials/goods/supp
lies on credit.
(Buminili ng mga
hilaw na materyales
o kalakal o mga
gamit sa kredito.)
3. Insures
commodity.
(Nagsisiguro ng
kalakal.)
4. Resorts to
hedging strategies.
(Resort sa mga
diskarte sa
hedging.)

F. Market High Prac ly y Prac
Information ly tice Pract Prac tice
Prac d iced tice d
tice d
d
1. Observes
changing
needs of the
customers.
(Sinusunod
ang pagbabago
ng
pangangailang
an ng mga
kostumer.)
2. Determines
future demand
from the
target
market.
(Tumutukoy sa
hinaharap na
demand mula
sa target na
mercado.)
192
SENIOR HIGH SCHOOL

3. Conducts
surveys from
target
market.
(Nagsasagawa
ng mga survey
mula sa
target
market.)
4. Asks for
feedback from
regular
customers.
(Humihingi ng
feedback mula
sa mga
regular na
kostumer.)
V. Human Resources Practices

A. Job Very Highly Moderate Slightl Not
Orientation High Prac ly y Prac
Prac d iced tice d
tice d
d
1.
Introduces
the business
and the job
to the new
employees.
(Ipinakikila
la ang
negosyo at
ang trabaho
sa mga
bagong
empleyado.)
2.
Introduces
the new
employee to
fellow
workers.
(Ipinakikila
la ang
bagong
empleyado sa
mga kapwa
193
SENIOR HIGH SCHOOL

manggagawa.)
3.
Familiarizes
the new
employees at
the physical
lay-out and
facilities
of the
business.
(Pamilyar
ang mga
bagong
empleyado sa
pisikal na
ayos at
pasilidad ng
negosyo.)
B. Compensation Very Highly Moderate Slightl Not

and Fringe High Prac ly y Prac
Benefits ly tice Prac Prac tice
Prac d tice tice d
tice d d
d
1. Provides
competitive
compensation.
(Nagbibigay ng
mapagkumpitensy
ang kabayaran.)
2. Provides
Fringe Benefits
(Nagbibigay ng
mga benepisyo
sa palawit.)
3. Gives
overtime pay.
(Nagbibigay ng
bayad sa
obertaym.)
194
SENIOR HIGH SCHOOL

C. Working High Prac ly y Prac
Condition ly tice Pract Prac tice
Prac d iced tice d
tice d
d
1. Provides
adequate
facilities
for the
workers.
(Nagbibigay
ng sapat na
pasilidad
para sa mga
manggagawa.)
3. Maintains
cleanliness
of the work
area.
(Pinapanatil
i ang
kalinisan sa
lugar ng
trabaho.)
4. Observes
proper
ventilation.
(Pagpapanati
li ng
wastong
bentilasyon.
)

D. Motivation High Prac ly y Prac
Prac d iced tice d
tice d
d
1. Provides
incentives to
employees.
(Nagbibigay
ng mga
insentibo sa
mga
empleyado.)
195
SENIOR HIGH SCHOOL

2. Involves
workers in
planning and
implementatio
n.
(Isinasangkot
ang mga
manggagawa sa
pagpaplano at
pagpapatupad.
)
3. Pays
workers on a
regular
basis.
(Binabayaran
ang mga
manggagawa sa
regular na
batayan.)
4. Recognizes
exemplary
performance
of employees.
(Kinikilala
ang huwarang
pagganap ng
mga
empleyado.)
VI. Financial Practices

Very Highly Moderatel Slightly Not
A. Highl Pract y Pract Pract
Financial y iced Practi iced iced
Planning Pract ced
iced
1.
Prepares
projected
statement
that
reflects
revenue,
costs and
expenses.
(Naghahand
a ng
inaasahang
mga
pahayag na
196
SENIOR HIGH SCHOOL

sumasalami
n sa kita
at
gastos.)
2.
Prepares
projected
statement
that
reflects
assets,
liabilitie
s and
owner’s
equity.
(Naghahand
a ng
inaasahang
pahayag na
sumasalami
n ng mga
assets,
pananaguta
n at
equity ng
may-ari.)
3.
Prepares
projected
cash
inflow and
cash
outflow.
(Naghahand
a ng
pahayag ng
pagpasok
at
paglabas
ng pera.)
4.
Prepares a
budget.
(Naghahand
a ng
badyet.)

B. Financing High Prac ly y Prac
Decision ly tice Prac Prac tice
Prac tice tice
197
SENIOR HIGH SCHOOL

tice d d d d
d
1. Borrows
funds from
banks and other
financial
institutions.
(Nanghihiram ng
pondo mula sa
bangko at ibang
pinansiyal na
institusyon.)
2. Receives
additional
investments/sha
res from
owners.
(Nanghihiram ng
karagdagang
puhunan/bahagi
ng may-ari.)
3. Controls
costs and
expenses.
(Kinokontrol
ang mga
gastos.)
4. Avail of
purchase
discount.
(Paggamit ng
diskwento sa
pagbili.)
5. Insures
workers.
(Sinisiguro ang
mga
manggagawa.)
6. Insures
properties.
(Sinisiguro ang
mga ari-arian.)
C. Working Very Highly Moderate Slightl Not

Capital High Prac ly y Prac
Management ly tice Pract Prac tice
Prac d iced tice d
tice
198
SENIOR HIGH SCHOOL

d d
1. Maintains
ready cash
for the
payment of
expenses.
(Pinapanatil
i ang
paghanda ng
pera para sa
bayad sa mga
gastos.)
2. Deposits
money in the
bank.
(Nagdedeposi
to ng pera
sa bangko.)
3. Set aside
cash for
future
investments.
(Nagtatabi
ng pera para
sa puhunan
sa
hinaharap.)
4. Invests
in other
profit-
making
ventures.
(Namumuhunan
sa ibang
negosyo.)
5. Adopts
strict
credit
extension
policy.
(Nagpapatiba
y ng
mahigpit na
patakaran sa
pagpapahaba
ng kredito.
6. Adopts
strict
credit
collection
policy.
199
SENIOR HIGH SCHOOL

(Nagpapatiba
y ng
mahigpit na
patakaran sa
pagkolekta
ng kredito.)
D. Capital Very Highly Moderatel Slightly Not

Budgeting Highl Pract y Pract Pract
y iced Practi iced iced
Pract ced
iced
1. Buys
equipment
and
furniture
for use in
the
business.
(Bumibili
ng
kagamitan
at
kasangkapa
n sa bahay
para
magamit sa
negosyo.)
2. Leases
equipment
for use in
the
business.
(Nagpapaup
a ng
kagamitan
para
magamit sa
negosyo.)
3.
Prepares
alternativ
e courses
of action
relative
to capital
investment
decision.
(Naghahand
a ng
kahaliling
200
SENIOR HIGH SCHOOL

kurso ng
pagkilos
na
nauugnay
sa
desisyon
sa
pamumuhuna
n sa
kapital.)
APPENDIX H
CURRICULUM VITAE
NAME: Margie P. Gutierrez
BIRTH DATE: September 20, 2002
BIRTH PLACE: Zaragoza, Nueva Ecija
ADDRESS: Macarse, Zaragoza Nueva Ecija
PARENTS: Mr. Vergilio A. Gutierrez
Mrs. Maribel P. Gutierrez
EDUCATIONAL ATTAINMENT
2013-2014 ELEMENTARY
Don Cirilo B. Acosta Elementary School
Macarse, Zaragoza Nueva Ecija

201
SENIOR HIGH SCHOOL

2017-2018 JUNIOR HIGH SCHOOL
Emilia Belmonte Acosta National High School
Macarse, Zaragoza Nueva Ecija
2019-2020 SECONDARY SENIOR HIGH SCHOOL
AMBITION: To become a Certified Public Accountant
NAME: Vince Theo D. Minoncia
BIRTH DATE: September 01, 2002
ADDRESS: San Isidro, Zaragoza Nueva Ecija
PARENTS: Mr. Buenaventura B. Menoncia
Mrs. Susan D. Minoncia
San Isidro Elementary School
San Isidro, Zaragoza Nueva Ecija

202
SENIOR HIGH SCHOOL

AMBITION: To become a Certified Public Accountant
NAME: Jessica Mikaela G. Sanchez
BIRTH DATE: December 11, 2001
BIRTH PLACE: Calamba, Laguna
ADDRESS: Macarse, Zaragoza, Nueva Ecija
PARENTS: Mr. Ramil Sanchez
Mrs. Mercedes Sanchez
Macarse, Zaragoza, Nueva Ecija

203
SENIOR HIGH SCHOOL

AMBITION: To become a Successful Teacher.
NAME: Kyla E. Rabang
BIRTH DATE: July 26, 2003
BIRTH PLACE: Sta. Maria, Bulacan
PARENTS: Mr. Edgar D. Rabang
Mrs. Nenita E. Rabang
Parada Elementary School
Parada, Sta. Maria, Bulacan

204
SENIOR HIGH SCHOOL

AMBITION: To Become a Certified Public Accountant
NAME: Nico D. Sebastian
BIRTH DATE: November 20, 2002
PARENTS: Mr. Carlos Sebastian
Mrs. Donna Sebastian
Macarse,Zaragoza, Nueva Ecija

205
SENIOR HIGH SCHOOL

AMBITION: To Become an Civil Engineer

206
SENIOR HIGH SCHOOL

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1

ZARAGOZA NATIONAL HIGH SCHOOL

SENIOR HIGH SCHOOL

Vince Theo Minoncia

SENIOR HIGH SCHOOL

PROBLEM AND ITS SETTING

Entrepreneurship is the practice of starting new

businesses or developing new products or services. It is

receiving greater attention from policy makers and experts

in developed and developing countries. New dynamic

enterprises contribute to economic development in several

ways: as an important channel to convert innovative ideas

into economic opportunities, as the basis for

competitiveness through the revitalization of social and

productive networks, as a source of new employment, and as a

way to increase productivity. The latest studies are

gradually demystifying the enterprise creation process. This

process covers the period from a potential entrepreneur’s

initial inspirational spark and motivation to begin a new

venture up through its startup and early development.

Entrepreneurship is defined by Periquet (2007) as the

ability to marshal resources in order to seize new business

opportunities which have uncertain outcomes. It has become

central to economic growth in light of the rapid advancement

SENIOR HIGH SCHOOL

knowledge. Entrepreneurship has long been recognized by

development managers as an important aspect in development.

It puts together the three other aspects of production –

land, labor and capital. Entrepreneurship entails several

benefits. Among others, it improves the quality of life or

uplifts the standard of living of the people in the society.

Entrepreneurship is very much alive in the Philippines. The

Philippine government recognizes that entrepreneurship is a

strategic intervention that could hasten rural development

process. Among the 10 Point Agenda of Pres. Arroyo is the

creation of six million jobs in six years through more

opportunities given to entrepreneurs. Moreover, gauging the

importance of entrepreneurship in the country, the President

had created Office of the Presidential Consultant for

Entrepreneurship in 2005 whose mandate is the creation of

three million entrepreneurs by the end of Ms. Arroyo’s term

in 2010. In addition, the Philippines also enacted R.A. No.

9178, a law that promotes the establishment of Barangay

Micro Business enterprises by providing incentives and

benefits in promoting the formation of micro enterprises,

which serve as seedbeds of Filipino entrepreneurial talents,

SENIOR HIGH SCHOOL

help them survive and grow into viable enterprises.

The importance of entrepreneurship in the development

of the country had been undeniably significant. Private

sector development and entrepreneurship development are

essential ingredients for achieving the Millennium

Development Goal of reducing poverty. While sound

macroeconomic policies and providing market access are

crucial, emerging markets need to nurture and develop

entrepreneurs able to take advantage of opportunities

created by globalization. History shows that economic

progress has been significantly advanced by pragmatic people

who are entrepreneurial and innovative, able to exploit

opportunities and willing to take risks. Recognizing the

need for a framework and detailed strategies to promoting

the culture of entrepreneurship, the Philippines has