CONTEN

01 T MANAGEMENT AND IT’S FUNCTIONS

02 VISION AND MI SSION

03 S TA G E S O F S T R AT E G I C FO R M U LAT I O N

04 STRATEGY FORMULATION

05 S W O T T A N A LY S I S

06 QUESTIONNAIRES

07 REFERENCES
 ENGINEERING

MA NA GE ME NT

MANAGEMENT AND
IT’S FUNCTIONS
BSECESEP-3A-T 2023
WHAT I S M ANAGE M E NT?
M a n a g e m e n t i s d e f i n e d a s t h e a d m i n i s t ra t i o n o f t a s k s t o
a c h i e ve a c e r t a i n g o a l . I t i s t h e p ro c e s s o f c re a t i n g a
s t ra t e g y w h i l e c o o rd i n a t i n g t h e w o r k f l o w a n d o p e ra t i o n s
o f i n d i v i d u a l s u s i n g t h e i r o b j e c t i ve s a n d re s o u rc e s
ava i l a b l e i n t h e o rg a n i z a t i o n .

I t i s a c r u c i a l c o m p o n e n t o f a ny a s s o c i a t i o n o r
o rg a n i z a t i o n l e a d e r s a s t h e y s u p e r v i s e t h e e ffe c t i ve
p l a n n i n g a n d e ff i c i e n t i m p l e m e n t a t i o n o f t h e i r g o a l s
t o wa rd s s u c c e s s .

Re vo l ve s a ro u n d p ro p e r c o m m u n i c a t i o n t o s p re a d
awa re n e s s , i m p rove m e n t o f c r i t i c a l t h i n k i n g s k i l l s ,
p ro d u c t i ve l e a d e r s h i p, e ff i c a c i o u s d e c i s i o n - m a k i n g , a n d
ve r s a t i l i ty t o re s o l ve c h a l l e n g e s a n d s i t u a t i o n d y n a m i c s .
POLC FRAMEWORK

• Also known as the POCL Framework, offers an

outline of guidance to the ideal management
process of a certain activity. It aids in prioritizing
responsibilities and allows the contributors to
gauge the ability of their plan and identify
potential threats to the work and product
performance.
• Due to its model-like structure, it is mostly used in
the Engineering Field to serve as a foundation for
future strategies. Consisting of detailed
constituents such as Planning, Organizing, Leading,
and Controlling, this framework will most likely
achieve phenomenal feats
PLANNING

• It is the method of establishing objectives and formulating

tactics in a planned time frame. This also includes the
distribution of resources, evaluation of risks and
preparation for emergency circumstances. It further
presents a blueprint to guarantee that tasks will be
carried out purposefully and precisely. In the field of
Engineering, this is essential for determining goals,
mission, vision, timelines, assets, hazard plans with the
aim to achieve organization aspirations
PLANNING LEVELS
ORGANIZING

• T h i s i s t h e p r o c e s s o f o rg a n i z i n g a n d r e g u l a t i n g t h e
available materials or resources of the project. It also
includes assigning the personnel to their respective
c o r p o r a t e u n i t s . To m a k e t h e m o s t u s e o f a v a i l a b l e
resources, it is crucial to develop systems of
o rg a n i z a t i o n , i d e n t i f y r o l e s a n d i n d i v i d u a l d u t i e s ,
and synchronize operations altogether toward the
goal of productive interaction. It provides an avenue
f o r d e s i g n i n g o rg a n i z a t i o n f r a m e w o r k s t h a t a r e a l l
part of an engineering management team.
LEADING

• Leading is a management function that is responsible

for guiding, motivating, and influencing individuals
to work toward a collaborative goal. Under this
section, building harmony and establishing strong
and cohesive teams is extremely valuable. Through
e ff e c t i v e c o m m u n i c a t i o n s k i l l s , h i g h e m o t i o n a l
i n t e l l i g e n c e , c l e a r v i s i o n , a n d s t r o n g i n t e g r i t y, o n e
can surely aspire and empower individuals to excel
b e t t e r.
CONTROLLING

• This is the process of monitoring, evaluating, and

eventually adjusting strategies to ensure that they
a l i g n w i t h t h e v i s i o n , m i s s i o n , a n d g o a l s o f t h e o n e ’s
c o m p a n y. A n e n g i n e e r i n g d e p a r t m e n t m u s t m e a s u r e
progress and set performance standards to ensure
e ff i c i e n c y. I t i n v o l v e s q u a l i t y c o n t r o l m e a s u r e m e n t s
to maintain and enhance the excellence of engineering
outputs. It is important to record this progress to
compare actual results and make corrective actions if
n e c e s s a r y. T h i s w i l l t h e r e f o r e i d e n t i f y d e v i a t i o n s a n d
guarantee that operations stay on track.
 ENGINEERING

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MISSION
AND

VISION
BSECESEP-3A-T 2023
WHAT I S M ISSIO N?

 Defines the fundamental purpose of an organization

or an enterprise, succinctly describing why it
exist and what it does to achieve its vision.

 Is like a road map of how to achieve the goal set in

your vision statement. It defines the purpose of the
organization.
.
CHARACTERISTICS OF MISSION STATEMENT

THE OVERALL
GOALS WHAT YOUR WHAT’S IMPORTANT
BUSINESS DOES? PURPOSE OF TO YOUR BUSINESS?
YOUR BUSINESS?
WHAT I S VISIO N?

 It outlines what the organization wants to be, or how

it wants the world in which it operates to be.
 It is a long-term view and concentrates on the future. It
can be emotive and is a source of inspiration.

 Usually objective for your company, for a time frame

of five to ten years or even longer.
CHARACTERISTICS OF MISSION STATEMENT

HIS CUSTOMERS HIS SUPPLIERS HIS COMPETITOR

AND HIS TEAM
 WHY DO WE NEED
VISION?

A vision provides the fabric for

A good vision statement
Vision statement is a working together and accomplishing
tool to inspire and will help when there are
our goals no clear answers, or for
provide a sense of
direction and purpose critical decisions that will
fundamentally impact your
products or services.
 ENGINEERING

MA NA GE ME NT

STAGES OF
STRATEGIC PLANNING
BSECESEP-3A-T 2023
WHAT I S STRATEGIC
PLANNING ?
Strategic planning is the skill of developing precise
business plans, putting them into action, and analyzing
the results in relation to a company’ s overarching long-
term goals or wants.

You should aim to create a strategic plan every

three to five years, depending on your
organization’ s growth speed.
5 STEPS IN STRATEGIC PLANNING

.
 BENEFITS OF STRATEGIC PLANNING

Helps formulate Enhanced Empowers

better strategies communication individuals
using a logical, between working in the
systematic employers and organization
approach employees
 ENGINEERING

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STRATEGY
FORMULATION
BSECESEP-3A-T 2023
WHAT I S
S TRATEGY
FORMULATION
S t ra t e g y f o r m u l a t i o n is t h e p r o c e s s of
using ava i l a b l e k n o w l e d g e t o d o c u m e n t
t h e i n t e n d e d d i r e c t i o n of a b u s i n e s s a n d
t h e a c t i o n a b l e s t e p s t o r e a c h i t s goal.

A c c o r d i n g t o a s u r v ey b y B r i d g e s
B u s i n e s s C o n s u l t a n cy , just t w o - th i r d s of
business leaders believe their
o r g a n i z a t i o n is g o o d at c ra f t i n g s t ra t e g y.
 0 02 03 04 05
1 02

ESTABLISHING ANALYSIS FORMING SELEC TIO N

PERFO RM AN C
O RGANIZATIO NA OF Q UAN TITATIV E OF
E ANALYSIS
L O RG AN IZATIO N AL GOALS STRATEGY
OBJECTIVES ENVIRONMENT

Steps of Strategy
1 . ESTABLI SHI NG ORGANI ZATI ONAL
OBJECTI VES

This i n v o l v e s e s t a b l i s h i n g l o n g -
t e r m g o a l s of an o rga n i z a t i o n.
Strategic d e c i s i o n s can be taken
once the organizational
o b j e c t i v e s are d e t e r m i n e d .
Re v i e w o r d e f i n e y o u r c o m p a n y '
s vision.
Dis c o ver t he c o m p any ' s
s t re n gt h s and w e a k n e s s e s
C o n s i d e r i m p o r t a n t fa c t o r s .
D i s c u s s with o t h e r e m p l o y e e s
D ra f t a f i v e - y e a r p la n .
O rg a n i ze yo u r o b j e c t i v e s .
Se t d e a d l i n e s .
A s s i g n m e n t of
objectives.
2 . ANALYSIS OF ORGANIZATIONAL
ENVIRONMENT
This i n v o l v e s S W OT a n a l y si s,
meaning identifying the
c o m p any ’ s s t re ngt hs
and weaknesses and
keeping
v i g i l a n c e o ve r c o m p e t i t o r s ’
actions to understand
o p p o r t u n i t i e s and threats.
C o n d u c t internal and
external research
R e s e a r c h is t h e s e c o n d s t e p
in s t r a t e g y f o r m u l a t i o n .
3 .FORMING QUANTITATIVE GOALS

D e f i n i n g t a r g e t s s o as t o m e e t
t he c o m p any ’ s s ho rt - t e rm
and long-term objectives.
W h e n c ra f t i n g y o u r s t ra t e g y,
e xam ine y o ur o rganizat io n’
s f i n a n c i a l s t a t e m e n t s, along
w i th h i s t o r i c a l s t r a t e g i e s t h a t
h ave b e e n s u c c e s s f u l a n d
u n s u c c e s s f u l . Also, a n a l y z e
c a s e s t u d i e s of o t h e r
businesses and the e c o n o m i c
principles that underlie them
t o i n f l u e n c e y o u r own g r o w t h
s t ra t e g i e s .
4 .PERFORMANCE ANALYSIS

This is d o n e t o e s t i m a t e t h e
d e g r e e of va r i a t i o n b e t w e e n t h e
actual and the standard
p e r f o r m a n c e of an o r g a n i z a t i o n .
St rat e gy is it e rat ive , it ’ s
n o t just a b o u t p l a n n i n g a n d
it
d oesn’ t end at
e x e c u t i o n . Re v i e w
p r o g r e s s re g u l a r l y
5 .SELECTION OF STRATEGY

Th i s i s t h e f i n a l s t e p o f
s t r a t e g y f o r m u la t i o n . I t
i n v o lv e s
e va l u a t i o n of t h e a l t e r n a t i v e s a n d
s e l e c t i o n of t h e b e s t s t r a t egy
amongst them to be the strategy
of t h e o rg a n i z a t i o n .

Periodically reassess your

c o m p any ’ s s t rat e gy t o
a d a p t t o new c h a l l e n g e s a n d
opportunities, and continue
to c o m m u n i c a t e its evolution
to your broader
o rg a n i z a t i o n .
ASPECTS OF STRATEGY FORMULATION
Business level
Corporate level strategy Functional level
strategy I t p l a y s a role in t h o s e o rg ani za ti o n strategy
whi c h ha v e smaller uni ts of b u s i n e s s a n d I t d e fin e s d a ily
This level o ut li ne s what
e a c h is c o n s i d e r e d a s the s t r a t egi c a c tio n s i nc lud i n g
y o u want to achieve:
b u s i n e s s unit (S B U ) . allocation of
growth, stability,
r e s o u r c e s to deliver
a c q u i s i t i o n or
corporate and bus i nes s
ret renc hment .
level strategies.
 WHO' S RES PONS I BLE FOR
S TRATEGY FORMULATION?

W h e n i t c o m e s to s t r a t e g i c planning,
s e n io r le a d e rs a n d m a n a g e rs — s u c h a s
th e C E O , e xe c u tiv e te a m , a n d b o a rd
o f d i r e c t o r s — s e t the early s t a g e s in
m o t i o n b y deter min in g their
organization' s vision an d the guiding
p rin c ip le s b e h in d i ts m is s io n , e th o s ,
and
operational goal.

S e n io r L e a d e rs h ip &
M anag em ent Employees
S ta k e holders
 ENGINEERING

MA NA GE ME NT

SWOT ANALYSIS
PEST ANALYSIS
BSECESEP-3A-T 2023
SWOT AN ALYSIS

- Used in assessing performance, competition, risk,

potential of business in product line, division, industry, or
other entity
- Uses internal and external data

- Works best with diverse groups or voices

- Support single objective or decision
STRENGTH
What separates it from the competition

Can be either:

• A strong brand
• Loyal customer base
• A strong balance sheet
• Unique technology
WEAKNESS
Where business needs to improve
An Areas where business needs to
improve to remain competitive

• A weak brand
• Higher-than-average turnover
• High levels of debt
• An inadequate supply chain
• Lack of capital
WEAKNESS
Where business needs to improve
An Areas where business needs to
improve to remain competitive

• A weak brand
• Higher-than-average turnover
• High levels of debt
• An inadequate supply chain
• Lack of capital
OPPORTUNITIES

• Favorable external factors that

could be a competitive advantage
THREATS
Potential factors that could harm an
organization

Common threats
• Rising cost for materials
• Increasing competition
• Tight labor supply
 ENGINEERING

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PEST ANALYSIS
BSECESEP-3A-T 2023
W h a t i s P E S T A N A LY S I S ?

- Assess major external factors that influence its operation

in order to become more competitive in the market
- Used to gauge external factors that could impact the
profitability of a company

- More effective with larger organizations that are more

likely to experience the effects of macro events
- Commonly used in conjunction with SWOT analysis
POLITICAL

• Areas in which government policy

and/or changes in legislation affect
the economy, the specific industry,
and the organization in question

• Areas of policy that may

particularly affect an organization
include tax and employment laws

• General political climate of a

nation or region, as well as
international relations
ECONOMICAL

• Targets the key factors of interest

and exchange rates, economic
growth, supply and demand,
inflation, and recession
SOCIAL

• Social factors that may be included

in a PEST Analysis are:

• demographics and age distribution

• cultural attitudes
• Workplace
• lifestyle trends
TECHNOLOGICAL

• Role and development of

technologies within the sector and
organization, as well as the wider
uses, trends, and changes in
technology

• Government spending on
technological research may also be
a point of interest in this area
 REFERENCES
1] TIPS FOR SUCCESSFUL STRATEGY FORMULATION | HBS ONLINE. ( 2020 ,
OCTOBER 14).BUSINESSINSIGHTSBLOG.
HTTPS://ONLINE.HBS.EDU/BLOG/POST/STRATEGY-
FORMULATION#:~:TEXT=WHAT%20IS%20STRATEGY%20FORMULATION%3F,AND%20VA
LIDATION%20OF%20BUSINESS%20GOALS

2] S, S. ( 2018 ) . STRATEGY FORMULATION.

BUSINESS JARGONS.
HTTPS://BUSINESSJARGONS.COM/STRATEGY-FORMULATION.HTML
Everest
3] STRATEGY FORM UCLaAnT ItOuN : 5 STEPS TO CREATE A
WINNING STRATEGY. ( N. D.).
HTTPS://WWW.CASCADE.APP/BLOG/HOW-T OC-eFoOORf MnI UgoLuAdTeE -A-STRATEGY
C o m p a ny

4 ] S TRATEGY FORMULATI ON. ( N. D.).

 ENGINEERING

MA NA GE ME NT

QUESTIONNAIRES
BSECESEP-3A-T 2023
Question 1

It is the process of creating a

strategy while coordinating the
workflow and operations of
individuals using their objectives
and resources available in the
organization.

A. Strategic Planning
B. Mission
C. Management
D. Vision
Question 1
It is the process of creating a strategy while
coordinating the workflow and operations of
individuals using their objectives and
resources available in the organization.

A. Strategic Planning
B. Mission
C. Management
D. Vision

ANSWER: C
Question 2

Which of the following belongs to

the POLC FRAMEWORK?

A. Establishing, Forming, Analyzing

and Selection
B. Strength, Weakness,
Opportunities, and Threats
C. Planning, Organizing, Leading,
and Controlling
D. Political, Economical, Social, and
Technological
Question 2
Which of the following belongs to the POLC
FRAMEWORK?

A. Establishing, Forming, Analyzing and

Selection
B. Strength, Weakness, Opportunities, and
Threats
C. Planning, Organizing, Leading, and
Controlling
D. Political, Economical, Social, and
Technological

ANSWER: C
Question 3

It defines the fundamental purpose

of an organization,
or an enterprise, succinctly
describing why it exist and what it
does to achieve its vision.

A. Strategic Planning
B. Vision
C. Mission
D. Management
Question 3
It defines the fundamental purpose of an
organization,
or an enterprise, succinctly describing why
it exist and what it does to achieve its
vision.

A. Strategic Planning
B. Vision
C. Mission
D. Management

ANSWER: C
Question 4

It is a long-term view and

concentrates on the future. It can be
emotive and is a source of
inspiration.

A. Strategic Planning
B. Mission
C. Vision
D. Management
Question 4

It is a long-term view and concentrates

on the future. It can be emotive and is a
source of inspiration.

A. Strategic Planning
B. Mission
C. Vision
D. Management

ANSWER: C
Question 5

It is the skill of developing precise

business plans, putting them into
action, and analyzing the results in
relation to a company’ s overarching
long-term goals or wants.

A. Strategy Formulation
B. Swott Analysis
C. Strategic Planning
D. Management
Question 5
It is the skill of developing precise
business plans, putting them into action,
and analyzing the results in relation to a
company’ s overarching long-term goals
or wants.

A. Strategy Formulation
B. Swott Analysis
C. Strategic Planning
D. Management

ANSWER: C
Question 6

It is the process of using available

knowledge to document the
intended direction of a business and
the actionable steps to reach its
goal.

A. Strategic Planning
B. Swott Analysis
C. Strategy Formulation
D. Management
Question 6

It is the process of using available

knowledge to document the intended
direction of a business and the actionable
steps to reach its goal.

A. Strategic Planning
B. Swott Analysis
C. Strategy Formulation
D. Management

ANSWER: C
Question 7

This is the final step of strategy

formulation. It involves evaluation
of the alternatives and selection of
the best strategy amongst them to
be the strategy of the organization.

A. Establishing Management
B. Forming Quantitative Goals
C. Selection of Strategy
D. Performance Analysis
Question 7
This is the final step of strategy
formulation. It involves evaluation of the
alternatives and selection of the best
strategy amongst them to be the strategy
of the organization.

A. Establishing Management
B. Forming Quantitative Goals
C. Selection of Strategy
D. Performance Analysis

ANSWER: C
Question 8
What are the three Aspects of
Strategy Formulation?

A. Strength, Weakness,
Opportunities, and Threats
B. Political, Economical, Social, and
Technological
C. Corporate, Business and
Functional Level Strategy
D. Planning, Organizing, Leading,
and Controlling
Question 8
What are the three Aspects of Strategy
Formulation?
A. Strength, Weakness, Opportunities, and
Threats
B. Political, Economical, Social, and
Technological
C. Corporate, Business and Functional
Level Strategy
D. Planning, Organizing, Leading, and
Controlling

ANSWER: C
Question 9

It is used in assessing performance,

competition, risk, potential of
business in product line, division,
industry, or other entity.

A. Strategy Formulation
B. Strategic Planning
C. Swott Analysis
D. Management
Question 9

It is used in assessing performance,

competition, risk, potential of business in
product line, division, industry, or other
entity.

A. Strategy Formulation
B. Strategic Planning
C. Swott Analysis
D. Management

ANSWER: C
Question 10

SWOTT Analysis is an acronym for

Strength, Weakness, Opportunities,
and Threats

A. True
B. False
Question 10

SWOTT Analysis is an acronym for

Strength, Weakness, Opportunities, and
Threats

A. True
B. False

ANSWER: A
Question 11

Assess major external factors that

influence its operation in order to
become more competitive in the
market?

A. Swott Analysis
B. Planning
C. Pest Analysis
D. Controlling
Question 11
Assess major external factors that
influence its operation in order to become
more competitive in the market?

A. Swott Analysis
B. Planning
C. Pest Analysis
D. Controlling

ANSWER: C
Question 12

It is the method of establishing

objectives and formulating tactics in
a planned time frame.

A. Controlling
B. Organizing
C. Planning
D. Leading
Question 12

It is the method of establishing objectives

and formulating tactics in a planned time
frame.

A. Controlling
B. Organizing
C. Planning
D. Leading

ANSWER: C
Question 13

Vision used as an objective for your

company, for a time frame of five to
ten years or even longer.

A. True
B. False
Question 13

Vision used as an objective for your

company, for a time frame of five to ten
years or even longer.

A. True
B. False

ANSWER: A
Question 14

This involves establishing long- term

goals of an organization.

A. Selection of Strategies
B. Analysis of an Organizational
Environment
C. Establishing Organizational
Objectives
D. Forming Quantitative Goals
Question 14

This involves establishing long- term

goals of an organization.

A. Selection of Strategies
B. Analysis of an Organizational
Environment
C. Establishing Organizational Objectives
D. Forming Quantitative Goals

ANSWER: C
Question 15
This involves SWOT analysis, meaning
identifying the
company’ s strengths and weaknesses
and keeping vigilance over competitors’
actions to understand
opportunities and threats.

A. Selection of Strategies
B. Establishing Organizational Objectives
C. Analysis of an Organizational
Environment
D. Forming Quantitative Goals
Question 15
This involves SWOT analysis, meaning
identifying the company’ s strengths and
weaknesses and keeping vigilance over
competitors’ actions to understand
opportunities and threats.

A. Selection of Strategies
B. Establishing Organizational Objectives
C. Analysis of an Organizational Environment
D. Forming Quantitative Goals

ANSWER: C
Question 16

It’s a process of defining targets so as to

meet the company’ s short-term and
long-term objectives.

A. Selection of Strategies
B. Establishing Organizational Objectives
C. Forming Quantitative Goals
D. Analysis of an Organizational
Environment
Question 16

It’s a process of defining targets so as to meet

the company’ s short-term and long-term
objectives.

A. Selection of Strategies
B. Establishing Organizational Objectives
C. Forming Quantitative Goals
D. Analysis of an Organizational Environment

ANSWER: C
Question 17

This is done to estimate the

degree of variation between the actual
and the standard performance of an
organization.

A. Selection of Strategies
B. Establishing Organizational Objectives
C. Performance Analysis
D. Analysis of an Organizational
Environment
Question 17

This is done to estimate the

degree of variation between the actual and the
standard performance of an organization.

A. Selection of Strategies
B. Establishing Organizational Objectives
C. Performance Analysis
D. Analysis of an Organizational Environment

Answer: C
Question 18

The following are the three planning

levels: the Top, middle, and Low levels.

A. True
B. False
Question 18

The following are the three planning levels: the

Top, middle, and Low levels.

A. True
B. False

Answer: A
Question 19

TUP: A premier state university with

recognized excellence in engineering and
technology education at par with leading
universities in the ASEAN region.

A. Vision
B. Mission
Question 19

TUP: A premier state university with recognized

excellence in engineering and technology
education at par with leading universities in the
ASEAN region.

A. Vision
B. Mission

Answer: A
Question 20
The of TUP is stated in Section 2 of P.D. No. 1518 as follows:
The University shall provide higher and advanced vocational,
technical, industrial, technological, and professional education and
training in industries and technology, and in practical arts leading to
certificates, diplomas and degrees. It shall provide progressive
leadership in applied research, developmental studies in technical,
industrial, and technological fields and production using indigenous
materials; effect technology transfer in the countryside; and assist in
the development of small-and-medium scale industries in identified
growth centers.
A. Mission
B. Vision
Answer: A
Question 20
The of TUP is stated in Section 2 of P.D. No. 1518 as follows: The
University shall provide higher and advanced vocational, technical, industrial,
technological, and professional education and training in industries and
technology, and in practical arts leading to certificates, diplomas and degrees.
It shall provide progressive leadership in applied research, developmental
studies in technical, industrial, and technological fields and production using
indigenous materials; effect technology transfer in the countryside; and assist
in the development of small-and-medium scale industries in identified growth
centers.

A. Mission
B. Vision
ANSWER: A
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