ABMBRC2 1ST SEMESTER

Marketing and Management

Top-level Management
MANAGEMENT
● Holds the responsibility of setting goals, creating a
● Distinct process consisting of activities such as business plan or project plan, and manage the entire
planning, leading, organizing, directing, and organization
controlling performed to achieve stated objectives ● Strategic plans/long range plans
through the use of human beings (most important ● Leaders of the organization and are also called senior
resources and most difficult to manage) and other management or executives
resources (men/women, moment/time, materials, ● Chief executive officer (CEO)
money, machines, market, motivation, method) ● Chief financial officer (CFO)
● 8Ms to process = end goal ● Chief operational officer (COO)
● Coordination and administration of tasks to achieve a ● Chief information officer (CIO)
goal ● Chairperson of the board
● Administration activities include setting the ● President
organization’s strategy and coordinating the efforts of ● Vice president
staff to accomplish these objectives through the ● Corporate head
application of available resources Mid-level Management
● Seniority structure of staff members within an
organization ● Those in the levels below top managers
● Mid rage plans
CRITERIA (SMART OBJECTIVES) ● Ones who set diverting activities to achieve the goals
set by the top management
● Specific, measurable, attainable, realistic, time bound ● To motivate and assist those in the low-level
● General manager
● Plant manager
RESOURCES USED IN MANAGEMENT ● Regional manager
● Divisional manager
● Finances, staff, physical space, equipment,
technology, and time Low-level Management

● Considered as the foot soldier of an organization as

HISTORICAL EVOLUTION OF MANAGEMENT
they are the one doing all the work and carrying out
the essential task sheet to achieve the goals
● Management took the form of leadership which was
● Short rage plans/operational plans
essential to coordinate the efforts of the group
● Office manager
members in order to arrange the necessaries of life
● Shift supervisor
Early Management Thought ● Department manager
● Foreperson
● Associated with the ways to manage work and ● Crew leader
organizations more efficiently ● Store manager
● Categorized into three groups: scientific management,
administrative management, and bureaucratic PRINCIPLES OF MANAGEMENT
management
The Social Person Era Henri Fayol

● Value creation starts by individuals gathered around
an idea and scales through social mechanisms, such
as trust, authenticity, and purpose
The Modern Era
● Believes that employees work for numerous reasons,
including to achieve satisfaction, happiness, and
desired lifestyles
HIERARCHY OF MANAGEMENT
● Consists of three levels: top-level management,
mid-level management, and low-level management
● Father of modern management theory
● Gave a new perception on the concept of
management
● Introduced a general theory that can be applied to all
levels of management and every department
● Envisioned maximizing managerial efficiency
● Fayol’s theory is practiced by the management to
organize and regulated the internal activities of an
organization
● The 14 principle of management are integral for
prediction, planning, decision-making, process
management, control and coordination
● Division of Work/Labor

MADRAZO, ARABELA
ABMBRC2
Marketing and Management
- segregating work in the workforce amongst
the workers will enhance the quality of the
product
- concluded that the division of work improves
the productivity, efficiency, accuracy and
speed of the workers
- appropriate for both the managerial as well
as a technical work level
● Authority and Responsibility
- two key aspects of management
- Authority facilitates the management to work
efficiently
- responsibility makes them responsible for
the work done under their guidance or
leadership
● Discipline
- core value for any project or any
management
- Good performance and sensible interrelation
make the management job easy and
comprehensive
- Employees’ good behavior also helps them
smoothly build and progress in their
professional careers
● Unity of Command
- an employee should have only one boss and
follow his command
- If an employee has to follow more than one
boss, there begins a conflict of interest and
can create confusion
● Unity of Direction
- Whoever is engaged in the same activity
should have a unified goal
- all the people working in a company should
have one goal and motive which will make
the work easier and achieve the set goal
easily
● Subordination of Individual Interest to the General
Interest
- a company should work unitedly towards the
interest of a company rather than personal
interest.
- Be subordinate to the purposes of an
organization
● Remuneration
- plays an important role in motivating the
workers of a company
- Remuneration can be monetary or
non-monetary
- should be according to an individual’s efforts
they have put forth
● Centralization
- The management or any authority
responsible for the decision-making process
should be neutral. However, this depends on
the size of an organization.
MADRAZO, ARABELA
1ST SEMESTER
- Henri Fayol stressed on the point that there
should be a balance between the hierarchy
and division of power.
● Scalar Chain (Chain of Command)
- highlights that the hierarchy steps should be
from the top to the lowest
- necessary so that every employee knows
their immediate senior also they should be
able to contact any, if needed
● Order
- A company should maintain a well-defined
work order to have a favorable work culture
- The positive atmosphere in the workplace
will boost more positive productivity
● Equity
- All employees should be treated equally and
respectfully
- It’s the responsibility of a manager that no
employees face discrimination
● Stability of Tenure
- Long-term employment and job security lead
to increased productivity and loyalty
● Initiative
- The management should support and
encourage the employees to take initiatives
in an organization. It will help them to
increase their motivation and morale.
● Esprit de Corps
- It is the responsibility of the management to
motivate their employees and be supportive
of each other regularly
- Developing trust and mutual understanding
will lead to a positive outcome and work
environment
Frederick Taylor
● Father of scientific management (theory)
● Gave much concentration on the supervisory level of
management and performance of managers and
workers at an operational level
● American engineer and management theorist
● Taylor's ideas laid the foundation for modern
management practices
● Scientific Approach
- Taylor advocated for applying scientific
methods to management, which involves
studying and analyzing work processes to
identify the most efficient ways of performing
tasks.
● Standardization
- Standardizing processes, tools, and methods
helps in eliminating inefficiencies and
achieving consistent results.
● Scientific Selection and Training
- Employees should be selected based on
their abilities and trained to perform tasks
using the scientifically determined best
methods.
ABMBRC2
Marketing and Management
● Division of Labor
- Similar to Fayol's principle, Taylor believed
that work should be divided into specialized
tasks to increase efficiency and productivity.
● Time and Motion Studies
- Taylor introduced time and motion studies to
analyze and optimize work processes. This
involved breaking down tasks into small
components and measuring the time
required for each component.
● Incentive and Pay System
- Taylor proposed a system of piece-rate
wages, where workers are paid based on the
amount of work they produce. This was
intended to motivate employees to work
more efficiently.
● Clear and Detailed Instructions
- Taylor emphasized the importance of
providing workers with clear and detailed
instructions to minimize confusion and
variability in their work.
● Close Supervision
- Managers should closely supervise and
guide workers to ensure that they are
following the prescribed methods and
working at their highest efficiency.
● Functional Foremanship
- Taylor suggested separating the roles of
planning and execution by having
specialized foremen who focus on either
technical aspects (planning) or operational
aspects (execution) of the work.
● Elimination of Waste
- Taylor aimed to eliminate wasteful practices
and unnecessary movements to streamline
work processes.
- aspects (execution) of the work.
● Cooperation between Management and Workers
- Taylor believed that there should be a
collaborative relationship between
management and workers, where both
parties work together to achieve common
goals.
● Hierarchy of Authority
- Taylor's approach often emphasized a clear
hierarchy of authority and decision-making.
Stephen Covey
● Seven habits of highly effective people
● Be proactive
- Instead of simply reacting to something that
happens, proactively choose how to respond
- Covey encouraged people to take the time to
think through their feelings and figure out the
best way to react
- This forethought and proactivity can
empower people and minimize conflict
MADRAZO, ARABELA
1ST SEMESTER
● Think of the future
- Covey said to “begin with the end in mind.”
- Even though setbacks and unanticipated
challenges will undoubtedly occur, you need
an overall sense of what you are working
toward and what to expect
- Having a clear goal makes it easier to
navigate the unexpected.
● Prioritize
- Identify the most important tasks, and do
them first. This step may require you to cut
out distractions that feel urgent but aren’t
actually helping you achieve your goals
● Consider everyone’s needs and desires
- When you set aside your own directives, you
can find creative, new solutions that benefit
you and the people around you
● Listen and Understand
- Covey’s theory asks you to “seek first to
understand and then to be understood.”
- This habit cuts down on reactivity and
instead encourages thought and patience
- By listening and understanding, you
de-prioritize your own needs and become
more open to new solutions
● ‘Synergize’ for creative cooperation
- Instead of trying to do everything yourself,
work with others to get things done.
- Cooperative work environment help relieves
stress and pressure, leading to more
success
● Allow for self-care
- Care for your physical, emotional, spiritual
and mental well-being to be your best self.
FORMS OF BUSINESS ORGANIZATION
Sole Proprietorship
● 1 owner
● Mayor’s permit, BIR, DTI
Partnership
● 2 or more owners
● General partnership - all are contributing (XYZ, CO.)
● Limited partnership
● Capitalist - money
● Industrial - labor
● General -
● ABC, Company Limited (ABC, CO. Ltd) (different
contributions)
● Mayor’s Permit, BIR, SEC
Corporation
● 5 or more owners
● Mayor’s Permit, BIR, SEC
● Shares of stocks
ABMBRC2 1ST SEMESTER
Marketing and Management
● OPEN - Philippine stock exchange characteristics of a perfect organization, or
● CLOSED - exclusive specification bureaucracy. This creates a specialized
● PAR Value - amount per share workforce by guaranteeing order and
● Stockholders uniformity throughout an organization.
● Board of directors - Max webster view of maturing obligations
● dividends/interest on capital 1. Specialization of labor
2. Formal rules and procedures
Cooperative
3. Impersonality
● Registered under CDA (cooperative development 4. Well-defined hierarchy
authority) and other permits 5. Career advancement based on
● Multi purpose cooperative merit
● Producers’ cooperative - Relies on:
● Credit cooperative 1. Competence of the employees
● Consumers’ cooperative (tax exemption) 2. Formal structure of authority
● Members 3. guidelines for creating
● General assembly organizations that are effective and
● Interest productive
● Patronage refund ● Administrative Management (1920)
- Henri Fayol
Association - The establishment of functional departments
and work groups to undertake various tasks;
● Church groups, lawyers groups assist in completing larger tasks that
advance business goals
TIMELINE OF MANAGEMENT ● Human Relations Management (1930)
- a broad-based management strategy that
Classical Approaches emphasizes attaining organizational
● A management approach that emphasizes objectives while acknowledging the
organizational efficiency to increase organizational significance of staff attitudes, interpersonal
success interactions, group dynamics, and leadership
● Labour Management (1890) styles
- The ones on top usually have all the - Employee motivation and leadership style
authority to fire, hire, promotion or do - began as a result of tests carried out at the
whatever they want to an employee Western Electric Company's Hawthorne
- Labor Wars: Workers demanded for better plant in Cicero, Illinois
salaries, sufficient and just working hours, - Massachusetts Institute of Technology (MIT)
and freedom of speech researchers initially initiated the topic, but
● Scientific Management (1900) Harvard Business School faculty members
- Focused on defining and maximizing the Elton Mayo and Fritz J. Roethlisberger got
productivity of individuals engaged in 1927 and ultimately made it
- Micro approach more widely known.
- examines work flows to raise productivity - Four “Actors” in Human Relations Theory
and thus economic efficiency 1. The employee
1. Frederick W. Taylor: systematic 2. Groups of employees
work 3. Supervisors and managers
- management theory was 4. The organization
popular in the 1880s and
1890s in US
manufacturing industries
2. Henry Gantt: Gantt Chart
3. Frank B. Gilbreth: time and
motion studies
● Bureaucratic Management (1910)
- Macro approach
- prioritizes the structure and activities of
management to increase overall
organizational productivity
- A hierarchy of management and clearly
defined rules and regulations are

MADRAZO, ARABELA
ABMBRC2
Marketing and Management
● Quantitative Approaches (1950)
- Application of statistics, optimization models,
information models, computer simulations,
and other quantitative techniques to the
management process
- Central to the quantitative approach is the
principle that organizations
decision-making units. These
decision-making units can be made more
efficiently using mathematical models that
place relevant factors into numerical terms.
Modern approaches
● Behavioral Empirical Approaches (1955-1960)
- Mary Parker Follett: The “mother” of the
leading era
- Emphasized the human (behavioral) side of
management
1. Whoever has the skills and
experience to effectively serve the
organization should be given
authority.
2. Instead of controlling
employees, managers should
facilitate their work.
3. To assist managers in seeing
people as a bundle of beliefs and
feelings, sociologists
psychologists were drawn upon.
● System Approach (1955-1960)
- Based on general system theory: the theory
that to fully understand the operation of an
entity, the entity must be viewed as a
system. This requires understanding the
interdependence of its parts
● Crisis Management
1ST SEMESTER
- an organization’s process- and
strategy-based approach for identifying and
responding to a threat, an unanticipated
event, or any negative disruption with the
potential to harm people, property, or
business processes.
● Contingency Theory (1970)
- Emphasizes that what managers do in
practice depends on a given set of
circumstances; a situation
- goes by Fiedler’s contingency model and
Fiedler’s theory of leadership, proposes no
single correct or right way to lead a business
due to the various internal and external
factors that influence leadership’s
effectiveness
- highlights the importance of self-awareness,
objectivity and adaptability in determining the
most effective leadership approach for a
given situation
- two factors rely on a successful leader:
natural leadership style and situational
favorableness
● Change, Innovation Management
- The drive to better serve customers by
improving the goods and services of a
company
are - process of taking innovative ideas from their
inception to implementation
- A company’s innovation capability rests in
this system, and when done successfully can
result in anything from a record-shattering
new product to a revolutionary way to
address customer needs
● Reengineering, TQM Excellence
- management system for a customer-focused
organization that involves all employees in
continual improvement
- It uses strategy, data, and effective
communications to integrate the quality
discipline into the culture and activities of the
organization
● Process Approach
- The systematic definition and management
their
of processes, and their interactions, so as to
achieve the intended results in accordance
with the quality policy and strategic direction
of the organization.
● Chaos Theory (1990s)
and
- Recognizes that events indeed are rarely
controlled
- Blending chaos with order
- Gives emphasis to the unforeseeable events
● Lean Management
- Enhancing customer values and satisfaction
while minimizing poor service
- process optimization involves cutting down
on time spent on non-value-added activities

MADRAZO, ARABELA
ABMBRC2 1ST SEMESTER
Marketing and Management
(such as superfluous operations, transit, VII. Conclusion
waiting, overproduction, etc.), problems that VIII. Potential Problem Analysis (PPA)
lead to subpar quality, and complexities ● Scientific Case Analysis (WAC)
● Team-building Approach - Be grounded with substance
- emphasizes cooperation, communication, - Correct information
problem-solving, and trust between group
Planning
members and entails the creation and
maintenance of strong ties between them ● Management Process
● Knowledge Management, Learning Organization, - Where planning ends, leading starts, when
CSR (1990-2000) leading stops, organizing starts, when
- Knowledge Management: Collective organizing stops, controlling starts
knowledge organization, creation, use, and - Hiring (recruiting), staffing (assigning),
sharing within an organization Motivating, directing, training, committees
- Learning Organization Approach: Based on draft
an organization anticipating change faster ● It’s important that you have goals and plans
than its counterparts to have an advantage
in the market over its competitors Leading

● Sources of power/types of power

● Leader/Managers
- Capacity to influence or motivate
- synergy/team building/highly motivated
workforce
Organizing

● Structuring
● Organizational chart
Controlling

● To correct, become a remedy

● Feedback control
DECISION MAKING PROCESS - involves collective information about a
finished task
● Problem → Desired Result = how to solve it? ● Concurrent control
● Problem: - Checks any problem to correct
- ↓ Sales ● Predictive control
- ↑ Cost of Production - Feedforward
- ↑ damage - Foresee problems
- ↑ absenteeism
● Desired result: HUMAN BEHAVIOR IN ORGANIZATION
I. Problem Statement
II. Objectives (SMART) Organizational System
- 3 objectives ● This is a group of elements that shows how our own
III. Areas of Consideration behavior is presented upon reaching organizational
- Highlights objectives.
- Facts of the case
- Reality Organizational Behavior
IV. Alternative Courses of Action (ACA) ● This includes the study of how people act inside
- Probable solutions organizations, whether in groups or individually. With
- Choose the best solution this, the managers will be able to have a list of
- A. analysis on how people will behave in a given setting.
B. ● The Four Forces Affecting Organizational
C. Behavior
V. Analysis of ACA 1. People: What the organization’s internal
- Can add costing social structure is made up of
- The preparations needed
- Budget
VI. Recommendation

MADRAZO, ARABELA
ABMBRC2
Marketing and Management
2. Structure: The formal relationships and
usage of human resources are primarily
defined by the organizational structure.
3. Technology: Technology efficiency has a
significant impact on business interactions.
4. Environment: Every organization functions in
an internal and external environment.
Basic Concepts of Organizational System and
Human Behavior
1. Individual Differences
● A person is a distinct individual. He/she is
unique and different from others.
● A person is unique and has enduring traits,
characteristics, abilities, and preferences.
● e. g. A company tailors work arrangements
based on the employee’s needs and
strengths.
2. Perception
● Perception is the act of the faculty of
apprehending by means of the senses or the
mind. It is a single unified awareness derived
from sensory processes while a stimulus is
present.
● e. g. A company actively seeks feedback
from employees.
3. A whole person
● When a person joins an organization, he is
hired not only because of his brains, but as a
whole person possessed with certain
characteristics
● A person is a complex being with
multifaceted characteristics instead of having
an isolated trait
● e.g. a company looks for an employee with
technical skills, but values and personality
traits are also qualifications in hiring
4. Motivated behavior
● Motivated behavior may be as a result of a
normal behavior that has certain causes; and
these may relate to an individual’s needs.
● The person’s action and efforts are driven by
the motive or underlying reasons.
● e. g. A company provides incentives and
rewards for employees to feel motivated in
work.
5. Desire for involvement
● Normally, every person wishes to feel good
himself. This personal human desire is
reflected in his drive for self-efficacy
● It pertains to the inherent human desire to
participate, engage, and be actively
connected.
● e. g. A company holds team meetings,
brainstorming sessions, and feedback
forums.
6. Value of persons
MADRAZO, ARABELA
1ST SEMESTER
● People are the most difficult to control in any
type of organization; and therefore, they
deserve to be treated with extra care from
others of production (land, capital and
technology) because they have feelings and
emotions.
● e.g. A company offers wellness programs,
mental health support, and flexible
scheduling to employees.
Organizations and Social Systems
1. Social System
● It forms a variety of social relationships with
people, and this can happen in many ways.
They operate in social systems, and actions
are held by social and psychological laws.
● e. g. A healthcare system is composed of
healthcare providers, insurance companies,
government agencies, and patients.
2. Mutual Interest
● Through mutual interests of people's
different likings and perspectives, they are
connected into one community, thus, an
organization is created.
● e. g. The components of the healthcare
system have a shared goal of maintaining
and improving public health.
3. Ethics
● It sets standards for moral guidelines,
involves expressing, justifying, and
advocating principles of the right and wrong
conduct.
● e.g. Healthcare professionals has values
such as patient autonomy, non-maleficence,
justice, and honesty.
Four Basic Approaches Interwoven in the
Dynamics of People and Organization
1. Human Resources Approach
● Developmental
● Employees are considered as the most
potent variable as a resource in any
organization and society
● Managers should provide active support to
the employees by treating them as part of
the group.
● e. g. A school provides professional
development and training programs for
educators.
2. Contingency Approach
● Situational
● Methods or behaviors which work effectively
in One situation fail in another.
● Analysis of situation
● e. g. Educators find a proper teaching
method to use depending on which is more
effective for the learners.
● educators.
ABMBRC2 1ST SEMESTER
Marketing and Management
3. Results-Oriented Approach time required to put in an
● Focuses on outcome rather than process effort.
● Always keep the focus on achieving results b. Ability
as per the goals set. - It takes both innate abilities and
● e. g. Schools establish specific, measurable, taught skills to finish a task
and achievable learning objectives for successfully.
students. 1. Aptitudes - Employees
4. System Approach who possess this innate
● the manager takes a holistic perspective of talent learn faster and
the whole subject work more successfully.
● It has become an essential component of Logic and mathematics
current organizational theory. are two examples.
● e. g. If incidents of bullying are reported, 2. Learned Capabilities -
the school examines not only the behavior of These are abilities and
individual students but also the school information that can be
culture, policies, and support systems in learned in the workplace.
place. These are accomplished
skills and knowledge.
INDIVIDUAL PROCESSES OR BEHAVIOR IN AN 3. Competencies - These
ORGANIZATION are the skills, character
traits, and other
characteristics of people
A. Behavior
that lead to great
● The approach aims to clarify how internal and performance. This
external variables affect a person's behavior. It stands particular aspect is linked
for motivation, abilities, role perceptions, and to aptitudes and learning
situational factors. It is listed as one of the four key capacities. For instance,
elements that influence individual behavior and managing a heavy
outcomes. It has conflicting effects on each person's workload amid a time
performance. Performance is going to decline if one constraint may
or more factors deteriorate. demonstrate that the
a. Motivation person is qualified to
- It is an external force that affects a complete the task despite
person's voluntary choice of the setbacks.
conduct in terms of its direction, 4. Person-job-fit - It involves
intensity, and persistence. choosing qualified
1. Direction - Goals help individuals. It also focuses
employees stay focused. It on enhancing staff
is a route where members' abilities through
individuals exert effort. training. Redesigning jobs
People, for instance, are to match abilities is the
motivated to get to work most important aspect.
on time because they are c. Role Perceptions
aware of their goals. - These beliefs check to see if
2. Intensity - It alludes to a everyone is aware of their role and
significant amount of time what action is required to produce
spent. For instance, only the intended results.
one person may make the 1. Acknowledging their role
effort to complete a task 2. Recognizing the
on time, even though two significance of each
employees may be eager activity
to do so. What matters is 3. Understanding preferred
how hard people push behaviors
themselves. - For example, each employee is
3. Persistence - It is a aware of their goal. In a cafe
sustained effort over a setting, the cashier is aware that his
predetermined period of or her duties include supervising
the exchange of money and

MADRAZO, ARABELA
ABMBRC2 1ST SEMESTER
Marketing and Management
collecting orders, while the chef or 4. Innovation - flexibility and
barista is aware that his or her a readiness to welcome
duties include preparing the meal. change are encouraged.
d. Situational Factors Organizations that
- These are the surrounding incorporate innovation into
circumstances. Time constraints, their workforce will gain a
team members, financial competitive advantage,
constraints, and work environments promote growth, and adapt
that either limit or facilitate behavior to an ever-changing
are a few examples. All of these are business environment.
outside of the person's control. 5. Seek Excellence -
Striving for excellence in
B. Values in the Workplace
business is maintaining a
● Values are basic beliefs and concepts that guide a consistent commitment to
person's behavior, attitudes, and decisions. They are reaching the greatest
the fundamental values and norms that individuals or levels of quality,
societies hold important and use to guide their performance, and success
decisions and actions. From what we have found, in all parts of
there are three types of business values that can help organizational operations.
an organization make decisions, foster the culture of ❖ Beliefs and Attitudes
teamwork and collaboration, and to create a positive - These are deeply held convictions,
working environment. These three values are: attitudes, and beliefs that influence
❖ Principles not only how employees and
- They are a set of ethical and moral managers perceive their
rules that employees as well as responsibilities, but also how they
managers must follow in their interact with colleagues, customers,
interactions, work, and overall and stockholders.
behavior. Workplace values are 1. Customer-centric
essential for fostering a healthy and Attitude - emphasizes the
ethical work environment. Some of value of understanding
the common principles shared by all customer demands,
organizations are listed below: offering outstanding
1. Integrity - the foundation service, and developing
on which honesty, trust, long-term client
credibility, and ethical connections.
business practices are 2. Innovation Mindset - this
developed. This includes belief reflects a
being open and honest commitment to creativity,
with coworkers, experimentation, and
customers, and continuous improvement.
stakeholders. 3. Ethical Values and
2. Respect - respect instilled Principles - Integrating
in a company's principles these values and
and practices can lead to principles into
increased employee organizational culture is
happiness, customer critical for establishing a
loyalty, and long-term good reputation and
success. sustaining the trust of
3. Accountability - this stakeholders, as well as
entails accepting mitigating risks connected
responsibility for one's with unethical behavior.
actions and decisions, as 4. Environmental
well as the repercussions Responsibility - As
of those acts. It customers and inventors
guarantees organizations become more concerned
are open, ethical, and about sustainability,
committed to following organizations that adhere
through on their promises. to this perspective can

MADRAZO, ARABELA
ABMBRC2
Marketing and Management
earn a competitive
advantage while also
contributing to a healthier
planet.
❖ Standards of Behavior
- Business behavior standards are
more than just a formality; they are
the foundation of ethical conduct,
culture, and reputation. They assist
employees, leaders, and
stakeholders in making ethical
judgements and upholding the
organization's values and ideals.
1. Ethical Conduct
includes principles like
honesty, integrity, justice,
and transparency. The
commitment to ethics
extends beyond legal and
regulatory compliance; it
reflects an organization's
moral responsibility to do
what is right, even if it is
difficult or less profitable.
2. Confidentiality
Employees are given
sensitive and confidential
information such
proprietary company data,
customer information,
trade secrets, and
strategic plans.
Maintaining confidentiality
is a matter of trust, not just
of law. Breach of
confidentiality can have
severe consequences for
both the organization and
the individuals concerned.
3. Honesty and
Truthfulness - Employees
are held to the greatest
levels of honesty and
integrity in all of their
dealings. This includes
sharing correct information
with coworkers,
customers, suppliers, and
other stakeholders.
4. Professionalism
wearing appropriately,
using courteous language,
and conducting oneself in
a way that reflects good on
the organization are all
essential elements of an
organization.
MADRAZO, ARABELA
1ST SEMESTER
C. Personality
● Personality is the distinctive and largely consistent
pattern of behavior, thoughts, and feelings displayed
by people. In simple terms, personality refers to
enduring characteristics that distinguish one individual
from another. People are described by their
personalities. The way they think, feel, and behave
strongly influences many areas of the workplace,
hence personality plays a significant role in
organizational behavior. Individuals’s personalities
have an impact on their attitudes, social behavior, and
decision-making process. In situational matters,
- individuals handle situations based on their personal
values, beliefs, and personality traits. On the other
hand, behavior also includes self-efficiency,
self-esteem, social monitoring, and proactive
personality. Applying the theories of Henri Fayol and
Stephen Covey could help the individuals to
understand how they can perceive or how they can
act in their workplace.
❖ Traits of Personality
1. Extrovert
2. Neurotic
- 3. Open
4. Agreeable
5. Conscientious
❖ Major Personality Attributes
1. Center of Control
2. Machiavellianism
3. Self-monitoring
4. Risk Taking
D. Perception and Learning in Organization
● Perception is an intellectual process of transforming
sensory stimuli to meaningful information. It is also
the process of interpreting something that we see or
hear in our mind and use it later to judge and give a
verdict on a situation, person, group etc. altogether
perception involves signals in the nervous system,
which in turn result from physical or chemical
stimulation of the sense organs.
● The types of perception are often separated by the
different senses. This includes visual perception,
scent perception, touch perception, sound perception,
and taste perception.
● Factor affecting perception
a. Factors in perceiver - attitudes, motives,
interests experience and expectations
- b. Factors in the target - motion, sounds, size
background proximity and similarity
c. Factors in situation - time, work setting and
social setting
● Perceptions in organizations
1. Perception of Leadership: How employees
perceive their leaders can influence their
motivation, job satisfaction, and commitment.
Positive perceptions of leadership can
ABMBRC2
Marketing and Management
enhance trust and loyalty within the
organization.
2. Organizational Culture: Employees'
perceptions of the organizational culture can
affect their behavior and job performance. A
positive culture perception can lead to higher
employee engagement and retention.
3. Communication: How messages are
perceived can vary among individuals.
Effective communication strategies that take
into account different perceptual filters and
biases can improve understanding and
reduce misunderstandings.
4. Conflict Resolution: Conflicts often arise
due to differences in perception. Managers
must understand and address these
perceptual differences to resolve conflicts
effectively.
5. Performance Appraisal: Employee
performance evaluations can be influenced
by how managers perceive employees'
contributions. Fair and unbiased perception
is essential to provide accurate feedback
and make fair decisions regarding
promotions and raises.
6. Customer Perception: How customers
perceive an organization's products,
services, and brand can significantly impact
its success. Organizations need to manage
and shape customer perceptions through
marketing and customer service efforts.
● Concept of Learning
- is a process that leads to change which
occurs as a result of experience and
increases the potential for improved
performance and future learning
- Learning theories:
a. Behaviorism - gives emphasis on
the importance of feedback
regardless whether its positive or
negative to shape one’s behavior
b. Cognitivism - involves internal
mental processes, views learning
as a process that must have
memory, problem-solving and
information processing
c. Constructivism emphasizes active
engagement and meaning-making
to boost learning
● Learning in Organizations
1. Organizational Learning: Organizations must
adapt to changing environments. The ability
to learn and adapt is critical for long-term
success. This includes learning from past
successes and failures and applying those
lessons to future decisions.
2. Training and Development: Learning and
development programs are essential for
MADRAZO, ARABELA
1ST SEMESTER
enhancing employees' skills and knowledge.
They contribute to better job performance,
increased employee satisfaction, and
retention.
3. Knowledge Management: Organizations can
benefit from capturing, sharing, and applying
the knowledge and expertise of their
employees. Effective knowledge
management systems facilitate learning from
past experiences and best practices.
4. Innovation: Learning is closely tied to
innovation. Organizations that foster a
culture of continuous learning are more likely
to generate new ideas and remain
competitive in their industries.
5. Change Management: Learning how to
manage and adapt to change is critical for
organizations. Employees must learn new
processes, technologies, and ways of
working when organizational changes occur.
6. Feedback and Improvement: Regular
feedback mechanisms are essential for
individual and organizational improvement.
Learning from feedback helps identify areas
for growth and development.
7. Risk Management: Learning from past
mistakes and successes can help
organizations make more informed decisions
and manage risks effectively.
8. Continuous Improvement: The concept of
continuous improvement is based on the
idea of constant learning and refinement of
processes and systems to optimize efficiency
and quality.
E. Workplace Emotions and Attitudes
● Psychological and physiological episodes or events
toward an object, person, or event.
● Psychological from the processes of perceiving a
particular situation, and physiological in the
dimensions of emotions consisting of higher blood
pressure and increased adrenaline, as well as facial
expressions.
● Contrasts with moods, which are less intense
emotional episodes that are not directed towards
anything in particular.
● Types of Emotions
1. Anger - strong feeling of upset or annoyed
2. Fear - unpleasant feeling by anticipation or
awareness.
3. Joy - feeling of gladness/delight
4. Love - set of emotions involving care,
passion and connection.
5. Sadness - characterized by unhappiness or
disappointment.
6. Surprise - arises from sudden and
unexpected events.
● Workplace Behavior
ABMBRC2 1ST SEMESTER
Marketing and Management
- Combination of attitude, appearance and - Mismatch among emotions,attitudes,beliefs
manners. and behavior
- To understand the influence of emotions on
F. Motivation in the Workplace
behavior, we first need to understand the
concept called attitudes ● Motivation is the desire or drive a person has. It is a
● Emotions psychological force that governs behavior and
- Experienced briefly motivates individuals to take action, make goals, and
- Directed towards something accomplish them. An individual's motivation is what
- They are experiences propels them to take certain actions. In order to
- They put people in a state of readiness deliver results to the best of their abilities, employees
● Attitudes must be motivated. In order to grasp the variables that
- Cluster of beliefs, assessed feelings, and motivate employees to perform at a better level and
behavioral intentions towards a person, improve the performance of their entire departments,
object, or event called an attitude object. managers ought to consider making it a point to
- Judgements understand motivation.
- Logical reasoning whereas we sense
emotions GROUP PROCESS OR BEHAVIOR IN
- Stable over time
ORGANIZATION
- Three components:
1. Beliefs are the established
perception. Decision Making
2. Feelings are the positive or ● Is the process of making a choice between two or
negative evaluations of the attitude more options. It involves evaluating the pros and cons
object. of various choices and choosing the best option to
3. Behavioral Intentions is the achieve a desired outcome.
motivation to engage in a particular ● When deciding, we need to consider different factors,
behavior with respect to the attitude such as the cost, budget, and benefits. It is
object collaborative.
● Emotional Labor ● It is beneficial in setting goals and finding the best
- Refers to the regulation of feelings and solution to meet the goals of the company, and
expressions for organizational purposes evaluate if those actions are working as intended.
- Managing feelings and expressions to fulfill ● It is quite similar to scientific case analysis wherein
emotional requirements of a job we set objectives, and analyze the condition that we
1. Surface Acting - physical signs need to consider.
2. Deep Acting - trying to experience
the emotion/empathy Creativity
3. Genuine Acting - displaying
emotions that are aligned with their ● According to Shalley & Gilson (2004) Organizational
own creativity refers to the "process of generating and
● Emotional Intelligence implementing new ideas, products, services, or
- Looks at how people can understand each processes within an organization."
other more completely by developing an 1. It can be used in different sectors of the company,
increased awareness of their own and others such as products and services that you provide to
emotions your fellow customers.
- Help understand and manage emotions 2. It is important for organizations in order to create a
effectively dynamic working environment
1. Self-Awareness - displaying 3. Professionals should explore how organizations can
appropriate emotions optimize these factors to enhance creativity and
2. Self-Management - direct emotions innovation.
in a positive way ● The three perspectives of organizational creativity
3. Social Awareness - be able to 1. Individual Perspective
understand how others feel 2. Social Perspective
4. Relationship Management - be able 3. Organizational Perspective
to help others manage their own Foundation of Team Dynamics
emotions and truly establish
supportive relationships with other ● Team, Groups, Types of Teams, Importance and
● Emotional Dissonance Composition of a team, Stages of team development,
Cohesiveness ; Influences and Outcomes

MADRAZO, ARABELA
ABMBRC2 1ST SEMESTER
Marketing and Management
● What are teams? - The degree of attraction and mutual
- Teams are groups of two or more people understanding in decision makings keeps the
which exist to fulfill a purpose. They are also motivation among the members
interdependent to each other which makes - Influences on Team Cohesiveness:
them mutually accountable for achieving a 1. External Challenges
common goal. 2. Member Similarity
● How does TEAM differ to a GROUP 3. Team Size
- All teams are actually considered a group 4. Member Interaction
but not all groups are considered as a team. 5. Somewhat Difficult Entry
- Types of Teams: 6. Team Success
1. Departmental Team - Outcomes of Team Cohesiveness:
2. Skunwork 1. Likeness of members to remain
3. Production Team with each other
4. Task Force 2. Willing to share more information
5. Self-directed Team 3. Strong interpersonal bonds
6. Virtual Team 4. Resolve conflicts easily and
7. Advisory Teams effectively
8. Communities of Practice 5. Better interpersonal relationships
● Why are teams important?
High Performing Team
- In comparison with individual tasks, teams
tend to work a lot more efficiently, make ● Is a group of individuals who strive for excellence
better decisions, make better products and through open communication, trust, unified goal,
provide services due to more talent and shared leadership, clear roles distinctions, and
expertise, and increase employee constructive conflict.
engagement. ● Characteristics of a High Performing Team
● Team Composition 1. Goal-oriented and Ambitious
- Motivation: Effectively and cooperatively 2. Committed to the overall team mission
performs a task 3. Highly skilled
- Competencies: To have a master in a 4. Collaborative
specific field to accomplish their task 5. Innovative
effectively 6. Open to constructive criticism
- Homogeneous/Heterogeneous: The decision ● Developing a High Performing Team
in either ending up with a different or 1. Communication: Prioritize in effective
common opinion communication
● Homogeneous Team VS. Heterogeneous Team 2. Smart Objectives: Specific, measurable,
1. HOMOGENEOUS achievable, relevant, and time-bound goals
● Less conflict 3. Tackle Conflict: Address conflict with sense
● Faster team development of urgency
● Performs better on team tasks 4. Team Dynamics: Working collaboratively
● Better team coordination improve performance efficiency
● High satisfaction of team members 5. Emotional Intelligence: Controlling and
2. HETEROGENEOUS understanding one’s emotion
● More conflict 6. Trust: Trust is at the heart of any successful
● Longer team development team
● Performs better on complex 7. Feedback: recognizing work and
problems achievement of the team
● More creative
● Better representation outside the Communicating in a Team and Organization
team
● Communicating in Team
● Stages of Team Development
1. Exchanging or sharing of information
1. FORMING
between two or more people in a business or
2. STORMING
company.
3. NORMING
2. It improves employees’ engagement,
4. PERFORMING
productivity, morale, and satisfaction.
5. ADJOURNING
3. Key to improving teamwork and cooperation
● Team Cohesiveness
in a group.
4. Good communication helps teams to achieve
higher levels of success.

MADRAZO, ARABELA
ABMBRC2 1ST SEMESTER
Marketing and Management
● Organization 1. Integrative negotiation or win-win approach:
- consists of all lines of formal and informal Both parties look for solutions that benefit
communication inside a company, including each side
employee-employee and employee-manager 2. Distributive or win-lose approach: Only one
communication. party can gain benefits
- For an organization to be successful, it 3. Lose-lose approach: Neither receives the
needs to have thorough organizational outcome they wanted
communication techniques that ensure staff 4. Compromise approach: Both parties attempt
members are aware of key company to avoid a lose-lose outcome
information and actively participate in daily
Leadership in Organizational Setting
team discussions.
● Power ● Types of Leadership ; Shared, Transformational,
- Power is the capacity to make others act or Managerial, Servant, Path-goal, Situational, and
believe in a certain way. Power can be Implicit
viewed as both a positive and negative trait, ● What is Leadership?
depending on the way it is used. - it is about influencing, motivating, and
- Sources of Power: enabling others to contribute toward the
1. Legitimate Power effectiveness and success of the
2. Expert Power organizations of which they are members
3. Referent Power ● Shared Leadership
4. Coercive Power - leadership is a role not a position, doesn’t
5. Reward Power belong to just one person, instead individuals
Influence lead each other as different occasions arise
● Shared Leadership
● Influence is a form of power in any situation, and - viewing leaders as change agents (create,
especially in the workplace. Influence is the ability to communicate, and model a shared vision for
change how someone else thinks or behaves based the team or organization)
on persuasion. ● Managerial Leadership
● Silent Authority: Someone who complies with a - daily activities that support and guide the
request performance and wellbeing of individual
● Assertiveness: Legitimate and coercive power to employees and the work unit toward current
influence others. objectives and practices
● Information Control: Involves explicitly manipulating ● Servant Leadership
others access to information - an extension or variation of the
● Coalition Formation: Tactic leaders use to leverage people-oriented leadership because it
employees who support them. defines leadership as serving others, servant
● Upward Appeal: Asking support of the superior before leaders assist others in their need
making a request of your employee. fulfillment,personal development, and growth
● Persuasion: Ability to present facts and arguments to ● Path-goal Leadership
encourage people to accept a request. - the dominant model that applies this
● Exchange: Involves offering rewards or benefits to contingency approach to managerial
employees who comply with your request. leadership. It recognizes that leadership is
● Integration/impression management: Means getting an important influence in the expectancy
on someone's good side before asking them to do theory of motivation and its underlying
something formula of rational decision making
● Situational Leadership
Conflict Negotiation
- suggests that effective leaders vary their
● It is type of communication where the focus is on style with the ability and motivation (or
finding an agreement that addresses the concerns of commitment) of followers. telling, selling,
parties who want different outcomes participating, and delegating.
1. Compensation: Conflict between differing ● Implicit Leadership
ideas of fair pay - explains that followers’ perceptions also play
2. Disputes between employees: Conflict with a role in a leader ' s effectiveness.
work responsibility
3. Disagreements during collaborations:
Conflict on the team’s next course of action
● Conflict Negotiation Models

MADRAZO, ARABELA