POLICE MAJOR SHARON CAGURANGAN MALLILLIN

• Officer-in-Charge, Public Information Officer

• Chief, Public Information Section
• Chief, Information Operation Referral Section
Regional, Community and Affairs Division

• BS Biology (Pre Medicine)

• BS Criminology (Registered Criminologists)
• Master in Public Administration

• Eligibilities: RA 6506, CSC Professional & NAPOLCOM

• Outstanding PCAD JUNIOR PCO for Year 2019

• Outstanding PCAD JUNIOR PCO for Year 2020

Lecturer @ Philippine National Police Academy (PNPA)

Regional Training School 2-Cauayan
 LEADERSHIP,
DECISION MAKING,
MANAGEMENT &
ADMINISTRATION
 CHAPTER 1

LEADERSHIP IN PERSON AND IN

ORGANIZATION
 MAIN INFLUENCERS OF LEADERSHIP BEHAVIORS
1. FAMILY STATUS - many leaders are made and also inherited
2. RELIGIOUS AFFILIATIONS – religious leaderships are reflection of charisma
3. EDUCATIONAL INSTITUTIONS - that teaches the person of other values,
academics, skills and knowledge development
4. POLITICAL CONDITIONS - This can include government policy, political
stability or instability, corruption, foreign trade policy, tax
policy, labor law, environmental law, and trade
restrictions
5. ECONOMIC LEADERSHIP - whoever controls the goods controls the
community, they who are rich influence the law making
body to promulgate laws in their favor
• The concept of “NEW WORLD ORDER” signifies a
movement of global activism by individuals, groups, and
nations. It is used to define the period of dramatic change in
the world of politics. People are becoming politically active,
politically aware, and politically interactive.
• In your own apprehension, describe the characteristics of
a true and effective leader?

• What are your personal leadership qualities? Explain.

LEADERSHIP- the art of motivating a group of people to act
toward achieving a common goal ( Susan Ward)

- captures the essentials of being able and prepared to

inspire others

- leadership skills ca be learned and leaders may evolve

 TYPES OF LEADERSHIP
1. AUTOCRATIC LEADERSHIP – centered on the boss; leader holds all
authority and responsibility.
2. DEMOCRATIC LEADERSHIP – subordinates are involved in making decisions
- is centered on subordinate’s contributions however the
leader holds final responsibility
- the communication is active upward and downward
- it entails fairness, competence, creativity, courage, intelligence and
honesty
3. STRATEGIC LEADERSHIP STYLE – one that involves a leader who is
essentially the head of an organization
- is geared to a wider audience at all levels who want to create a high
performance life, team or organization
- fills the gap between the need for practicality by providing a prescriptive set of
habits
 TYPES OF LEADERSHIP
4. TRANSFORMATIONAL LEADERSHIP – is all about initiating change in
organizations, groups, oneself and others
- motivate others to do more than they originally intended
5. TEAM LEADERSHIP – involves the creation of a vivid picture of a team’s future,
where it is heading and what will stand for
- may fail because of poor leadership qualities
6. CROSS CULTURAL STYLE - is the way to understand leaders who work in the newly
globalized market
- involves the ability to influence and motivate people's attitudes and behaviors in the
global community to reach a common organizational goal
- the leaders must be the first people to understand clearly similarities and differences
in cultural values and norms among the teams. Moreover, they can predict potential
for misconception and miscommunication which might arise among members from
different cultures.
 TYPES OF LEADERSHIP
7. FACILITATIVE LEADERSHIP – manage contrasting perspectives and opinions to minimize
conflict among members of a group
- helps to encourage creative thinking and problem-solving; by providing teams with a
high degree of autonomy, it can also allow teams to develop unique and innovative
solutions to problems more quickly without feeling micromanaged by company
leaders.
8. LAISSEZ-FAIRE LEADERSHIP – have an attitude of trust and reliance on their employees.
They don't micromanage or get too involved, they don't give too much instruction or
guidance. Instead laissez-faire leaders let their employees use their creativity,
resources, and experience to help them meet their goals.
- Leaders and supervisors stand back and let their employees make decisions and may
let them set their own deadlines.
- They don't offer much feedback.
 TYPES OF LEADERSHIP
9. TRANSACTIONAL LEADERSHIP - managerial leadership, is a leadership style where
leaders rely on rewards and punishments to achieve optimal job performance from
their subordinates. The transactional executive leadership model is based on an
exchange or transaction.
-require rules and regulations to complete objectives on time or move people and
supplies in an organized way
10. COACHING LEADERSHIP – involves teaching and supervising followers
- is a style where leaders take on the role of coach. Under this type of leadership, the
leader invests their time and energy into developing individual team members.
- focuses on developing individuals, nurturing the learning process, and focusing on
long-term improvements
- style that involves recognizing team members' strengths, weaknesses and
motivations to help each individual improve
 TYPES OF LEADERSHIP
11. CHARISMATIC LEADERSHIP - manifest a leader who uses his or her communication skills,
persuasiveness, and charm to influence others
-Charismatic leaders, given their ability to connect with people on a deep level, are
especially valuable within organizations that are facing a crisis or are struggling to
move forward
12. VISIONARY LEADERSHIP – is a business leadership style that focuses on a long-term plan
for the future
- A strong visionary leader has a clear idea of the future, which they communicate to
their employees to foster a community of collaboration and teamwork
- Visionary leaders anticipate what's coming, both opportunities and obstacles. They
are able to connect the dots between various trends and events and interpret how
what is happening today might impact the future. Visionary leaders work with the end
in mind. They know where they are headed and why they are going there.
 TYPES OF LEADER
MANAGERIAL RELATIONAL MOTIVATIONAL INSPIRATIONAL TRANSFORMATIONAL
Character is weak Character is strong Character is strong Character is strong Character is strongest
Desire is to be served Desire is to serve Desire is to serve Desire is to serve and Desire is to serve and
rather than to serve develop others develop others
They have a scarcity They have an They have an They have an They have an abundance
mindset abundance mindset abundance mindset abundance mindset mindset
Competency can range Competency is Competency is Competency is Competency is undeveloped
from undeveloped to undeveloped and undeveloped and undeveloped and and specialized
highly developed generalized specialized specialized
Focus is on managing Focus is on leading Focus is on leading Focus is on leading Focus is on leading
(directing/controlling) (influencing/releasin (influencing/releasing) (influencing/releasing) (influencing/releasing)
people and process g) people people, managing the people, and people, and developing
process and getting developing motivational and
results motivational leaders inspirational leaders
Value position more Values people more Values people more Values people more Values people more than
than people than position than position than position position
Strength comes from Strength comes from Strength comes from Strength comes from Strength comes from
power, control, formal relationships and relationships and relationships and relationships, moral
authority and personal moral authority moral authority and moral authority and authority, growth of others
results team results growth of others and the respect they have
earned
 4 CATEGORIES OF LEADERSHIP THEORY

1. TRAITS THEORIES - capture the universal personality traits of a leader

- key attributes the DOMINANCE (needed in conflicting situations), ASSERTIVENESS
(as opposed to aggression, DECISIVENESS (for quick decision-making) and
adaptability to change
- suggests that certain inborn or innate qualities and characteristics make someone a
leader
- focuses on the leader and the traits he exhibits
2. BEHAVIORAL LEADERSHIP – focuses on how leaders behave, and assumes that these traits
can be copied by other leaders. Sometimes called the style theory, it suggests that leaders
aren't born successful, but can be created based on learnable behavior
 4 CATEGORIES OF LEADERSHIP THEORY

3. CONTINGENCY THEORIES - states that effective leadership is contingent upon the situation
at hand. Essentially, it depends on whether an individual's leadership style

befits the situation

- someone can be an effective leader in one circumstance and an ineffective
leader in another
4. POWER AND INFLUENCE THEORIES - focuses on how leaders can motivate their team by
using (surprise, surprise) their power and/or influence
- are used to get others to take action; power is based on positional authority
while influence is based on relationships.

- Leaders use various sources of power to get others to act or change

behavior
 8 TIPS FOR EFFECTIVE LEADERSHIP

1. LEARN TO LEAD BY EXAMPLE - a good leader is one who leads by example and does
what they expect everyone else to do

- by practicing what you preach, you earn the respect and loyalty of your team
2. BE GOAL-ORIENTED - you are focused on reaching or completing specific tasks to achieve
a planned outcome. Leaders who are goal-oriented are driven and motivated by
purpose
- known as being task-driven or results-driven, someone who is goal-oriented uses
targets to stay motivated in their work
3. TAKE RESPONSIBILITY - If you take responsibility for your own actions, you show
accountability. Stepping up and admitting it when you break something shows
accountability.
 8 TIPS FOR EFFECTIVE LEADERSHIP

4. SHARE THE GLORY - an effective leader is one who is team-oriented and more than happy
to share the glory and credit for a job well done with the team

- by practicing what you preach, you earn the respect and loyalty of your team
5. KNOW HOW TO DEVELOP A TEAM - ability to develop team members through training,
teaching and coaching
- by building good inter team relationships, they create a greater level of productivity
6. BECOME A MASTER OF COMMUNICATION - excellent communication skills are
necessary to become an effective leader
- an effective leader not only express their ideas and strategies persuasively and
clearly but also truly listens to feedbacks with an open mind
 8 TIPS FOR EFFECTIVE LEADERSHIP

7. BE COURAGEOUS AND ASSERTIVE - Speak up. An important part of being more

assertive

at work is appearing (and being) confident in what you have to say

- an effective leader is willing and ready to face any challenges and obstacles so they

can achieve their own goals and the goals of the organization

8. BE CONFIDENT - having a positive self-image and healthy sense of self-worth. In practice,

this can mean feeling at ease in social situations, being unafraid of public speaking,
or

having positive thoughts about one's life and personality

 10 TRAITS OF GREAT LEADER

1. BE RESULT ORIENTED - Being result-oriented improves your chances of getting

employed and can make you a better worker. Result-oriented employees achieve their
targets and enjoy the benefits that come with it, including promotions, higher perks, and
recognition

2. BE COSTUMER FOCUSED - To get the best results, you have to know your customers
(internal and external)

- everything you do needs to be directed at what customers needs or will need

3. HAVE A VISION – Know where you are headed

- make your vision a shared one with your group

 10 TRAITS OF GREAT LEADER
4. BE STRAGETICALLY FOCUSED - If you want to do big things, be more strategic in what

you do and how you go doing it

- strategic focus is seen when an organization is very clear about its mission and vision
and has a coherent, well-articulated strategy for achieving those

5. EFFECTIVELY GET WORK DONE THROUGH OTHERS - is often called delegation or

coordination
- Figure out who is the right person to tackle specific tasks or projects

6. BE GOOD AT DEALING WITH CONFLICT - While conflict is a normal part of any social and

organizational setting, the challenge of conflict lies in how one chooses to deal with it

- Unresolved conflict often results in loss of productivity, the stifling of creativity, and the
creation of barriers to cooperation and collaboration.
 10 TRAITS OF GREAT LEADER

7. ASK GREAT QUESTIONS - Asking good questions is essential to help others, to learn from
them, understand a problem to come up with the right solution, or to understand why
someone is behaving the way they do

8. MAKE HIGH QUALITY DECISIONS – Making decisions is one of the fundamental actions of
an executive

- Good decision-making can help managers show their employees that they value their
work and have their best interests in mind

- When a manager takes the time to evaluate, analyze and explain decisions, they also
display thoughtfulness and trustworthiness
 10 TRAITS OF GREAT LEADER

9. BE TRUSTED LEADER - A trustworthy leader will always invest in relationships with

others.
- They're unfailingly supportive and willing to go the extra mile to help those around
them grow and improve

- By maintaining consistent expectations, and reacting in a consistent manner, he builds

trust with his team
10. BE AN INCREDIBLE COMMUNICATOR - Being a great communicator means being able to
read your audience, get your point across in a way that lands with others, and influences
outcomes.
 CHAPTER 2

HOW TO MAKE EFFECTIVE DECISIONS

 DECISION MAKING

• A manager plans, organizes, staffs, leads, and controls her/his

team by executing teams.

• Decision making and problem solving are ongoing processes of

evaluating situations or problems, considering alternatives, making
choices and following them up with the necessary action.

• The entire decision-making process is dependent upon the right

information being available to the right people at the right time.
• DECISION MAKING is a daily activity for any human being.

• Decision making is the most critical process in any organization.

• In the decision making process, we choose one course of action

from a few possible alternatives. In the process of decision
making, we may use many tools, techniques and perceptions.
 3 TYPES OF PLANS
1. OPERATIONAL PLAN – one that a manager uses to accomplish his/her job
responsibilities
- support tactical plan
- can be a single use plan or an ongoing plan
- a procedure is a set of step by step directions that explains how activities
or tasks are to be carried out
2. TACTICAL PLAN – concerned with what the lower level units within the each
division must do, how they must do it and who is in-charge at each level
3. CONTINGENCY PLAN – involves identifying alternative courses of action that
can be implemented if and when the original plan proves inadequate
because of changing circumstances
 DECISION MAKING PROCESS
STEP 1 – IDENTIFICATION OF THE PURPOSE OF THE DECISION
- the problem is thoroughly analyze
- questions to identify the purpose of the decision
a. What exactly the problem?
b. Why the problem should be solved?
c. Who are affected parties of the problem?
d. Does the problem have a deadline or timeline?
STEP 2 – INFORMATION GATHERING
- gather information as much information related to the factors and stakeholders involved
in the problem
STEP 3 – PRINCIPLES FOR JUDGING THE ALTERNATIVES
- the baseline criteria for judging the alternatives should be set up
- baseline principles should be identified related to the problem in hand
 DECISION MAKING PROCESS
STEP 4 – BRAINSTORM AND ANALYZES THE DIFFERENT CHOICES
- brainstorming to list down all the ideas is the best option
- use of “cause and effect” diagram helps to identify all possible causes of the problem
- use of “pareto chart” helps to prioritize and identify the causes with highest effect
STEP 5 – EVALUATION OF ALTERNATIVES
- use of judgement principles and decision making criteria to evaluate each alternative
- need to compare each alternative for their positives and negatives
STEP 6 – SELECT THE BEST ALTERNATIVE
- once you go through from step 1 to step 5, select the best alternative
- the selection of the best alternative is an informed decision since we have already
followed a methodology to derive and select the best alternative
 DECISION MAKING PROCESS
STEP 7 – EXECUTE THE DECISION
- convert your decision into a plan or a sequence of activities
- execute plan with the help of subordinates
STEP 8 – EVALUATE THE RESULTS
- evaluate the outcome of the decision
- see whether there is anything you should learn and then correct in future decision
making
 5 WAYS TO GET DECISION RIGHTS RIGHT
1. SIMPLIFY AND CLARIFY DECISION RIGHTS ACROSS THE ORGANIZATION
• RACI FRAMEWORK
Who is RESPONSIBLE for executing the work?
- the responsible individuals or individuals are those who carry out the actions
prescribed by a decision
Who is ACCOUNTABLE for the decisions outcome?
- the accountable role identifies the actual decision maker, whether an individual
or group
Who should be CONSULTED for input, information, insights and perspectives?
- identifying the appropriate people to be consulted
Who should be INFORMED about the decision and its outcome
- may include individuals in leadership positions
 CHAPTER 3

MANAGEMENT AND PROCESSES

 MANAGEMENT BY OBJECTIVES (MBO) by Adam Hayes)

MANAGEMENT BY OBJECTIVES (MBO) - is a strategic management model that aims to

improve the performance of an organization by clearly defining objectives that are agreed
to by both management and employees

- also known as management by Planning is the establishment of a management

Information System (MIS) to compare actual performance and achievements to the defined
objectives

- goal setting and action plans encourages participation and commitment among
employees, as well as aligning objectives across the organization
 5 STEPS IN MANAGEMENT BY OBJECTIVES

STEP 1- TO EITHER DETERMINE OR REVISE ORGANIZATIONAL OBJECTIVES FOR THE

ENTIRE COMPANY. THIS BROAD OVERVIEW SHOULD BE DERIVED FROM THE FIRMS
MISSION AND VISION.

STEP 2- TO TRANSLATE THE ORGANIZATIONAL ONJECTIVES TO EMPLOYEES

(Peter Drucker)
Smart
Measurable
Attainable/acceptable
Realistic
Timebound
 5 STEPS IN MANAGEMENT BY OBJECTIVES

STEP 3- STIMULATING THE PARTICIPATION OF EMPLOYEES IN SETTING INDIVIDUALS

OBJECTIVE. THIS GIVES EMPLOYEES GREATER MOTIVATION SINCE THEY HAVE
GREATER EMPOWERMENT

STEP 4- INVOLVES MONITORING THE PROGRESS OF EMPLOYEES. DETERMINE HOW

WELL OBJECTIVE ARE MET

STEP 5- TO EVALUATE AND REWARD EMPLOYEE PROGRESS. THIS INCLUDES HONEST

FEEDBACK ON WHAT WAS ACHIEVED AND NOT ACHIEVED FOR EACH EMPLOYEE
 MANAGERS ARE CHARGED WITH OVERSEEING
STAFF, DIRECTING VARIOUS ASPECTS OF DAILY
BUSINESS OPERATIONS, AND IN GENERAL,
ENSURING THAT AN OFFICE OR BUSINESS RUNS
SMOOTHLY.
 QUALIFICATIONS OF AN EFFECTIVE MANAGERS
1. KNOWLEDGE OF THE INDUSTRY – understanding the best practices in a business and
having a good grasp of overall operations

2. GOOD COOMUNICATION SKILLS – able to communicate effectively with employees,

customers and supervisors

- having good written and verbal communication skills and an ability to read people,
troubleshoot problems and help teams collaborate

3. ABILITY TO DIRECT PEOPLE – helping employees set goals, establishing parameters for
how work is performed
 QUALIFICATIONS OF AN EFFECTIVE MANAGERS
4. TIME MANAGEMENT SKILLS – relates to prioritization, delegation, juggling multiple
competing priorities and ensuring that the most critical tasks are always addressed

5. PROBLEM SOLVING ABILITY – strong internal fortitude that enables to help staffers assess
and resolve issues while maintaining the integrity of the organization

6. LEADERSHIP QUALITIES – must be able to coordinate resources, including money, tome

and people; problems must be quickly resolved and decisions made in a timely manner

7. EDUCATION AND TRAINING

8. PRACTICAL WORK EXPERIENCE

 10 REQUIREMENTS OF THE PERFECT MANAGER by Alan Norton

1. BE A “PEOPLE PERSON” – you should be comfortable with conflict resolution

- you should know how people work and know how to motivate your team

2. BE VISIONARY – you should be goal oriented and effectively use resources to create
unusual

3. BE A GOOD COMMUNICATOR – able to communicate effectively using all methods

4. BE TECHNICALLY PROFICIENT – A person who knows their job thoroughly and

possesses a wide field of knowledge. Before you can lead, you must be able to do the job.
 10 REQUIREMENTS OF THE PERFECT MANAGER by Alan Norton

5. PUT YOR EMPLOYEE’S NEEDS FIRST – managers with selfless attitude who are
willing to meet the need of their staff

6. ENCOURAGE TEAMWORK - Both teamwork and encouragement influence the extent

to which an employee experiences job satisfaction. Employers, supervisors and
managers who provide encouragement and support to employees can make the
work atmosphere more enjoyable and influence workers' attitudes.

7. LEAD BY EXAMPLE – to guide others through your behavior instead of your words.
Your intention is to inspire others to copy your behavior
 10 REQUIREMENTS OF THE PERFECT MANAGER by Alan Norton

8. TREAT YOUR STAFF LIKE PROFESSIONAL – Acknowledging employees' contributions

and treating employees with respect and dignity

9. ENCOURAGE PROFESSIONAL GROWTH -to give professionals the opportunity to learn

and apply new knowledge and skills that can help them in their job and further their
career

10. DO SOMETHING SPECIAL

 10 GOLDEN RULES OF EFFECTIVE MANAGEMENT
1. BE CONSISTENT

2. FOCUS ON CLARITY, ACCURACY AND THOROUGHNESS ON COMMUNICATION

3. SET A GOAL OF WORKING AS A TEAM

4. PUBLICLY REWARD AND RECOGNIZE HARD WORK

5. BE THE EXAMPLE

6. NEVER GO WITH “ONE-SIZE-FITS-ALL”

7. REMAIN AS TRANSPARENT AS POSSIBLE

8. ENCOURAGE ALL OPINIONS AND IDEAS

9. HELP PEOPLE ENJOY WORK

10. LISTEN AND ASK QUESTIONS

 CHAPTER 4

EFFECTIVE ADMINSTRATION AND IT’S

IMPACT TO ORGANIZATON
ADMINISTRATION - refers to the group of individuals who are in charge of creating and
enforcing rules and regulations, or those in leadership positions who complete important
tasks

- term of office

- management

 ORIGIN OF ADMINSTRATION

from Middle English administratioun

from Old French administration

from Latin administratio

ADMINSTRATIVE MANAGEMENT – generally calls for a
formalized administrative structure, a clear division of labor,
and delegation of power and authority to administrators
relevant to their areas of responsibilities.

- it involves monitoring the day to day activities of the

organization for ensuring uninterrupted continuity in today’s
fast pace environment
 FEATURES OF ADMINSTRATIVE MANAGEMENT

1. FORMALIZED ADMINISTRATIVE STRUCTURE

- clear hierarchy of authority from top to bottom denoting their responsibilities and
functions

2. DIVISION OF LABOR

- Workers are allocated task based on their skills and qualifications that enables in
obtaining optimum efficiency
 FEATURES OF ADMINSTRATIVE MANAGEMENT

3. PROPER INFORMATION FLOW

- it focuses on establishing such a communication channel where ther is free flow of

information in both directions among superiors and workers

4. DEFINES ROLES AND RESPONSIBILITIES

- Clear description of roles and responsibilities of each people working witin the
organization

5. OFFICIAL RECORD

- It involves maintaining a systematic record of each business activity of an organization

 HENRY FAYOL’S PRINCIPLES OF ADMINSTRATIVE MANAGEMENT

1. DIVISION OF WORK – dividing tasks evenly among employees

2. AUTHORITY – deciding how chain of command functions in the organization

3. DISCIPLINE– Setting policies on how standards of behavior are enforced

4. UNITY OF COMMAND – a subordinate should receive order and report to only one
superior

5. UNITY OF DIRECTION – maintaining unified goals and vision

6. SUBORDINATION OF INDIVIDUAL INTERESTS –sacrificing personal needs for the good

of the organization
 HENRY FAYOL’S PRINCIPLES OF ADMINSTRATIVE MANAGEMENT

6. ORDER – everything in the organization must be at the right order and at right time

7. EQUITY – combination of fairness and kindness

8. STABILITY OF TENURE OF PERSONNEL – employees should be provided a job

security and career development programs that enhance their productivity

9. ESPRIT DE CORPS – involve team spirit within the organization

 JAMES D. MOONEY’S ADMINSTRATIVE MANAGEMENT THEORY

He identified 3 key principles that make organization distinctive social entities.

These includes:

1. COORDINATION

2. HEIRARCHY

3. FUNCTIONAL DIFFERRENTIATION
 LUTHER GULICK ADMINSTRATIVE MANAGEMENT THEORY

PLANNING-outline the things need to be done

ORGANIZING- establishment of the formal structure and authority

STAFFING- training the staff and maintaining favorable conditions of work

DIRECTING-giving orders and instructions to control the subordinates

COORDINATING-duty of interelating the various parts of the work

REPORTING-informing the authority what is going on

BUDGETING- fiscal planning, accounting and control

KEY STRATEGIES FOR EFFECTIVE ADMINSTRATIVE MANAGEMENT

1. BUDGET CONTROL AND COST MANAGEMENT

2. CHANGE CONTROL AND MANAGEMENT

3. DELEGATION

4. GOAL SETTING

5. LEADERSHIP DEVELOPMENT

6. PERFORMANCE MANAGEMENT

7. PROBLEM MANAGEMENT

8. SETTING STANDARDS

9. TEAM BUILDING

10. TRANSPARENCY
 BENEFITS OF IMPLEMETING STRONG ADMINSTRATIVE MANAGEMENT
STRATEGIES

1. HEALTHY FINANCIAL SITUATION – THERE IS NO UNNECESSARY WASTING OF

MONEY OR RESOURCES

2. MAXIMUM PRODUCTIVITY – THERE IS LESS MISMANAGING OF TIME, GREATER

PRODUCTIVITY, FASTER RESULTS AND HIGHER MOTIVATION WITHIN THE TEAM

3. FACILITATING ACHIEVEMENT OF GOALS- A STRATEGY SUPPORTS THE PRIMARY

GOALS OF THE ORGANIZATION

4. MAXIMUM EMPLOYEE AND CUSTOMER SATISFACTION- EFFICIENT MNGT WILL

LEAD TO A PROPER DISTRIBUTION OF WORK AND INCREASED MOTIVATION AMONG
EMPLOYEES

5. DATA BASED DECISIONS – ANY DECISIONS THAT ARE MADE SHOULD BE BASED ON
PAST AND CURRENT INFORMATION AND FUTURE GOALS
THANK YOU!