ORGANIZA

TION AND
MANAGEM
ENT
ORGANIZATI
ONAL
CULTURE
ORGANIZATIONAL CULTURE

refers to the beliefs and behaviors

that determine how
a company's employees and
management interact and handle
outside business transactions.
ORGANIZATIONAL CULTURE
a system of shared assumptions,
values, and beliefs, which governs
how people behave in organizations.
These shared values have a strong
influence on the people in the
organization and dictate how they
dress, act, and perform their jobs.
FOUR TYPES OF ORGANIZATINAL
CULTURE
1. CLAN – this culture is family-like, with a
focus on mentoring, nurturing and “dong
things together.”

• This working environment is a friendly one. People

have a lot in common, and it’s similar to a large
family. The leaders or the executives are seen as
mentors or maybe even as father figures.
FOUR TYPES OF ORGANIZATINAL
CULTURE
1. CLAN – this culture is family-like, with a
focus on mentoring, nurturing and “dong
things together.”

• The organization is held together by loyalty and

tradition. There is great involvement. The
organization emphasizes long-term Human Resource
development and bonds colleagues by morals.
FOUR TYPES OF ORGANIZATINAL
CULTURE
1. CLAN – this culture is family-like, with a
focus on mentoring, nurturing and “dong
things together.”

• Success is defined within the framework of addressing

the needs of the clients and caring for the people. The
organization promotes teamwork, participation, and
consensus.
FOUR TYPES OF ORGANIZATINAL
CULTURE
1. CLAN – this culture is family-like, with a
focus on mentoring, nurturing and “dong
things together.”

• Success is defined within the framework of addressing

the needs of the clients and caring for the people. The
organization promotes teamwork, participation, and
consensus.
 CLAN Culture
• Leader Type: facilitator, mentor, team builder
• Value Drivers: Commitment, communication,
development
• Theory of Effectiveness: Human Resource
development and participation are effective
• Quality Improvement Strategy: Empowerment, team
building, employee involvement, Human Resource
development, open communication
FOUR TYPES OF ORGANIZATINAL
CULTURE
2. ADHOCRACY – this culture is dynamic
and entrepreneurial with a focus on risk-
taking, innovation and “doing things first.”
This is a dynamic and creative working
environment. Employees take risks. Leaders are
seen as innovators and risk takers.
FOUR TYPES OF ORGANIZATINAL
CULTURE
2. ADHOCRACY – this culture is dynamic
and entrepreneurial with a focus on risk-
taking, innovation and “doing things first.”
Experiments and innovation are the bonding
materials within the organization. Prominence is
emphasized. The long-term goal is to grow and
create new resources.
FOUR TYPES OF ORGANIZATINAL
CULTURE
2. ADHOCRACY – this culture is dynamic
and entrepreneurial with a focus on risk-
taking, innovation and “doing things first.”
The availability of new products or services is
seen as success. The organization promotes
individual initiative and freedom.
 ADHOCRACY Culture
• Leader Type: Innovator, entrepreneur, visionary
• Value Drivers: Innovative outputs,
transformation, agility
• Theory of Effectiveness: Innovativeness, vision
and new resources are effective
• Quality Improvement Strategy: Surprise and
delight, creating new standards, anticipating
needs, continuous improvement, finding creative
FOUR TYPES OF ORGANIZATINAL
CULTURE
3. MARKET – result-oriented culture with a
focus on competition, achievement and “getting
the job done.”

This is a results-based organization that emphasizes

finishing work and getting things done. People are
competitive and focused on goals. Leaders are hard
drivers, producers, and rivals at the same time.
FOUR TYPES OF ORGANIZATINAL
CULTURE
3. MARKET – result-oriented culture with a
focus on competition, achievement and “getting
the job done.”

They are tough and have high expectations. The

emphasis on winning keeps the organization together.
Reputation and success are the most important.
FOUR TYPES OF ORGANIZATINAL
CULTURE
3. MARKET – result-oriented culture with a
focus on competition, achievement and “getting
the job done.”

Long-term focus is on rival activities and reaching

goals. Market penetration and stock are the definitions
of success. Competitive prices and market leadership
are important. The organizational style is based on
competition.
FOUR TYPES OF ORGANIZATINAL
CULTURE
3. MARKET – result-oriented culture with a
focus on competition, achievement and “getting
the job done.”

Long-term focus is on rival activities and reaching

goals. Market penetration and stock are the definitions
of success. Competitive prices and market leadership
are important. The organizational style is based on
competition.
 MARKET Culture
• Leader Type: Hard driver, competitor, producer
• Value Drivers: Market share, goal achievement,
profitability
• Theory of Effectiveness: Aggressively competing and
customer focus are effective
• Quality Improvement Strategy: Measuring client
preferences, improving productivity, creating external
partnerships, enhancing competiveness, involving
customers and suppliers
FOUR TYPES OF ORGANIZATINAL
CULTURE
4. HIERARCHY – structured and controlled with
a focus on efficiency, stability and “doing things
right.”

This is a formalized and structured work

environment. Procedures decide what people do.
Leaders are proud of their efficiency-based
coordination and organization.
FOUR TYPES OF ORGANIZATINAL
CULTURE
4. HIERARCHY – structured and controlled with
a focus on efficiency, stability and “doing things
right.”

Keeping the organization functioning smoothly is

most crucial. Formal rules and policy keep the
organization together. The long-term goals are
stability and results, paired with efficient and
FOUR TYPES OF ORGANIZATINAL
CULTURE
4. HIERARCHY – structured and controlled with
a focus on efficiency, stability and “doing things
right.”

Trustful delivery, smooth planning, and low costs

define success. The personnel management has to
guarantee work and predictability.
 HIERARCHY Culture
• Leader Type: Coordinator, monitor, organizer
• Value Drivers: Efficiency, timeliness, consistency,
and uniformity
• Theory of Effectiveness: Control and efficiency
with capable processes are effective
• Quality Improvement Strategy: Error detection,
measurement, process control, systematic problem
solving, quality tools
STAFFING
 STAFFING
• The process of recruiting, selecting and
training of men.
• Putting right men on the right job.
• Involves manning the organizational
structure through proper and effective
evaluation, selection and development of
people to perform the roles.
 RESUME vs. Curriculum Vitae

The CV presents a full history of your academic

credentials, so the length of the document is
variable. In contrast, a resume presents a
concise picture of your skills and qualifications
for a specific position, so length tends to be
shorter and dictated by years of experience
(generally 1-2 pages)
Organizational Staffing

a process that involves identifying and

then listing specific responsibilities that
an employee will have in a company.
 Job Analysis

the procedure through which the duties of

given job position and the characteristics of
people who should fill them are determined.
 Job Analysis information
• The person to hire.
• The compensation for the job.
• Job standards as basis for actual
performance.
• Training and Development Programs.
• Unassigned tasks and duplication of
assignments.
 Job Description
is a list of what
the job entails.
 Job Specification

a list of what
kind of
people for
the job.
 Nature of Staffing Function
• Staffing is an important managerial
function- Staffing function is the most important
managerial act along with planning, organizing,
directing and controlling. The operations of these four
functions depend upon the manpower which is
available through staffing function.
• Staffing is a pervasive activity- As staffing function is
carried out by all mangers and in all types of concerns
where business activities are carried out.
 Nature of Staffing Function
• Staffing is a continuous activity- This is because staffing
function continues throughout the life of an organization
due to the transfers and promotions that take place.
• The basis of staffing function is efficient management of
personnel - Human resources can be efficiently managed
by a system or proper procedure, that is, recruitment,
selection, placement, training and development, providing
remuneration, etc.
 Nature of Staffing Function
• Staffing helps in placing right men at the right job. It
can be done effectively through proper recruitment
procedures and then finally selecting the most suitable
candidate as per the job requirements.
• Staffing is performed by all managers depending upon
the nature of business, size of the company, qualifications
and skills of managers, etc. In small companies, the top
management generally performs this function. In medium
and small scale enterprise, it is performed especially by the
 How to staff?
• According to Koontz & O’Donell, staffing
“involves manning the organisation structure
through proper and effective selection, appraisal
and development of personnel to fill the roles
designed on the structure”.
 How to staff?
• Manpower planning – You need to stay on top of staffing,
as manpower requirements can change from season to
season. Planning would see you make estimations of the
number of employees you need, searching for the right
kind of employees, and hiring the perfect employees to the
roles in front of you.
• Recruitment, selection and placement – Another key
function is the actual recruitment process, with its various
steps.
 How to staff?
• Training and development – Staffing also
includes the creation of structures, which ensure
the employees are always on top of the latest
skills in the position and the industry. You should
also consider training programs in terms of
succession, as you need to ensure the next
generation of managers and leaders is coming
through your organization.
 How to staff?
• Remuneration – A big part of the function is the
financial aspect. Staff remuneration is key in
terms of attracting the right talent without
damaging the organization’s finances. If you
aren’t offering a competitive remuneration
package, the applicants will go to your
competitors.
 How to staff?
• Performance appraisal – You must also create
structures of feedback within the organization.
Feedback can play a crucial role in motivating
and developing employees; with the reward
structures ensuring good behavior is supported
and noticed.
 How to staff?
• Promotions and transfers of roles – Related to
the above two points, promotions are essential for
staffing operations. You can reward and motivate
the staff by offering enough opportunities to
climb up the career ladder. Creating structures for
role transfers and promotions also ensure the
talent and knowledge you’ve attracted doesn’t
leave elsewhere.
ORGANIZA
TION AND
MANAGEM
ENT
HUMAN RESOURCE DEPARTMENT

• a critical component of employee well-being in

any business, no matter how small. HR
responsibilities include payroll, benefits, hiring,
firing, and keeping up to date with state and
federal tax laws.
HUMAN RESOURCE DEPARTMENT
KEY FUNCTION:
• Recruitment and Selection
• Training and Development
• Compensation and Benefits
• Policy Formulation
• Employee and Labor Relations
RECRUITMENT AND SELECTION

• A business needs to establish procedures in

the hiring of employees. The criteria as to
what are to be considered need to be set,
including a job analysis requirement.
 SELECTION
the process of getting the most qualified applicant
among different job seekers.
STEPS IN SELECTION
1. Reception of Applicants. 5. Final Selection by Immediate
2. Preliminary Interview Supervisor or Department
3. Assessment of Heads.
Application Form. 6. Physical and Medical
4. Employment Test. Examination.
7. Hiring.
8. Orientation/ Induction/
 RECRUITMENT
process of encouraging, inducing or influencing
applicants to apply for a certain vacant position.
STEPS IN RECRUITMENT
1. Studying different jobs in the company and writing description
and specifications.
2. Requisition of New employees.
3. Actual Recruitment of Applicants:
Internal – employees recruited within the company
External – employees recruited from schools, job fairs and
placement agencies.
 TRAINING

according to Labor Code of the Philippines, it

is the systematic development of the attitude,
knowledge, behavior patterns for adequate
performance of a given job or task.
 JOB ORIENTATION
the procedure of providing new
employees with basic background
information about the enterprise.
 COMMON TYPES OF TRAINING
• On-the-job Training and Job Rotation – normally
given by a senior employee or supervisor. Trainee
is shown hoe to perform a job and allow to do it
under the trainers’ supervision. Job rotation or
cross-training allows flexibility in the department.
• Apprenticeship Training – generally last from one
month to a year. During this time the trainee works
under the guidance of skilled workers.
 COMMON TYPES OF TRAINING

• Classroom Training – use of classroom for

teaching actual materials, concept, principle
and theories.
• Programming Instructions – training is
facilitated through computers in text form
and/or computer video displays.
COMMON TYPES OF TRAINING
• Management Development Plan – a
systematic process for training and growth
by which individuals gain and apply
knowledge, skills, insights and attitude to
manage work organizations effectively
 MOVEMENT OF
PERSONNEL
• TRANSFER – refers to shifting of an employee from
one position to another without increasing his/her
duties, responsibilities or pay.
• PROMOTION – refers to shifting of an employee to a
new position to which both his status and
responsibilities increase. Higher salary does not always
accompany it but at least it will follow soon.
• SEPARATION – may either be temporary, permanent,
voluntary or involuntary.
 MOVEMENT OF
PERSONNEL
TYPES OF SEPARATION
• Lay-off – temporary and involuntary usually
traceable to a negative business.
• Discharge – permanent separation of an
employee at will of the employee.
 MOVEMENT OF
PERSONNEL
TYPES OF SEPARATION
• Resignation – voluntary and permanent due to
low morale, low salary, etc.
• Retirement – either voluntary or involuntary.
Voluntary if employee retires upon reaching
the number of years of service in the company.
Involuntary if the employee reached the age of
65.
 DEPARTMENT OF LABOR AND
EMPLOYMENT (DOLE)

Responsible for the implementation of

policies and programs that promote
gainful employment opportunities,
develop human resources and
administration of the labor code.
 The Labor Code of the Philippines
includes guidelines of the following:
1. Pre-employment – recruitment and placement of workers
and employment of non-resident aliens.
2. Human Resource Department Program – training,
employment of special workers.
3. Conditions of Employment – working conditions, wages,
working hours.
4. Health Safety and Social Welfare – medical and dental
benefits, safety of employees.
5. Labor Relations – unfair labor practices.
6. Post-employment – termination and retirement from service.
 
 CAUSEs of TERMINATION OF
EMPLOYMENT

1. Serious misconduct and willful

disobedience.
2. Gross and habitual neglect of duties.
3. Fraud and willful breach of trust.
4. Commission of crime or offense.
5. Other cause similar to the
aforementioned.
Employment
Tests
 Employment Tests
Employment tests are the best possible
tool in understanding the capacity of the
candidate to adjust with the job
requirements. How much a candidate can
adapt to the situation in the organization
can be known with the help of tests. 
 Employment Tests
Various types of tests are
conducted to measure the
analytical and logical capacity,
reasoning ability, aptitude,
psychology and strength of the
candidate.
 Role of Employment Tests
1.Elimination of incompetent and unsuitable
candidates becomes easily possible.
2.Psychological, mental and analytical capabilities of
a person are identified.
3.It can be used as a tool to understand the nature of
a person and their career development.
4.Analytical, rational and objective comparison
between the candidates is facilitated.
 Types of
Pre-employment
Tests
 Job Knowledge Tests
Employers give job knowledge tests to identify
your knowledge about the job you're applying
for. For instance, if your prospective employer
is hiring a managerial accountant, you might
receive a job knowledge test on the employer's
internal accounting processes.
 Integrity Tests
Integrity tests are one of the most objective tests
employers can administer, and they help
measure the reliability of applicants. Employers
gear the questions to the degree of integrity and
ethical guidance you have when encountering
certain situations in the workplace. Your
integrity may prove that you're a match for the
employer's culture and show you can work well
 Cognitive Ability Tests
Cognitive ability tests ask questions about
your mental capacity to work in a position.
The answers you provide help employers
predict your job performance since they'll
then know more about how you handle
complexity.
 Personality Tests
Personality tests indicate to employers if you
fit within the company's culture and if your
personality leads to an increase in
productivity. Test results might help
employers evaluate your engagement level
and if they think you're interested in a long-
term career with the organization. 
 Emotional intelligence Tests
Emotional intelligence tests analyze your
relationship-building skills and your
knowledge of emotions. Having high
emotional intelligence shows how you can
defuse conflicts and relieve the anxiety of
coworkers if they're frustrated or
disappointed. 
 A few skills that can be revealed during
your emotional intelligence test include:

• Teamwork: Employees with teamwork skills

can succeed if they can collaborate with
coworkers of different backgrounds and
personalities. By working with your team,
you have a better chance of accomplishing
your goals and getting a promotion to a high-
level role.
 A few skills that can be revealed during
your emotional intelligence test include:

• Adaptability: Adaptability displays how you

can change to meet the current demands of
your company. For instance, if you're a
project manager and a client needs to alter
the deadline of a project, you need to
reprioritize your tasks to meet their
expectations.
 A few skills that can be revealed during
your emotional intelligence test include:

• Empathy: Empathy is the way you

understand the feelings of others in a given
situation. This trait underscores that you're
compassionate and willing to help
coworkers improve their mindset and
achieve their goals.
 A few skills that can be revealed during
your emotional intelligence test include:

• Adaptability: Adaptability displays how you

can change to meet the current demands of
your company. For instance, if you're a
project manager and a client needs to alter
the deadline of a project, you need to
reprioritize your tasks to meet their
expectations.
 Skills Assessment Tests
Skills assessment tests overview your soft and
hard skills. Employers test for these skills
once they're in the later stage of the hiring
process to understand who they might want
to hire.
 Skills Assessment Tests
For example, if an employer wants to hire you for a
public relations coordinator position, they might
administer a writing test to see how many words you
type per minute, if you can write newsworthy content
within a given timeline and how well you proofread
your content before submission. Additional skills
assessment tests may require you to demonstrate your
research skills, presentation or leadership skills to
advance in the hiring process.
 Physical Ability Tests
Physical ability tests feature your strength and stamina.
They also reveal if you're capable of performing in roles
that require physical work, like a firefighter or a police
officer. Testing for physical competencies adds another
step to the hiring process for employers so they reduce
the chances of workplace accidents in addition to
finding a qualified candidate.
 SAMPLE
EMPLOYMEN
T TEST
 APTITUDE TEST
• An aptitude test measures your ability to reason and learn new
skills. Aptitude tests are used throughout the world to screen
applicants for jobs or educational programs.
• Depending on your industry and role, you may have to take one
or more of the following kinds of test, each focused on specific
skills:
⋙ Numerical Reasoning Test
⋙ Verbal Reasoning Test
⋙ Abstract Reasoning Test
⋙ Mechanical Aptitude Test
⋙ Inductive Reasoning Test
Thank You!!
See you next session