ORGANIZATION AND MANAGEMENT SHS SECOND QUARTER

G11 SLEM # 3 – WEEK 3 – 2nd QUARTER

FUNCTIONS AND IMPORTANCE OF COMPENSATION, WAGES AND

PERFORMANCE EVALUATION, APPRAISAL, REWARD SYSTEM, EMPLOYEE
RELATIONS AND MOVEMENT
Examine the functions and importance of compensation, wages and performance
evaluation, appraisal, reward system, employee relations and movement
After going through this module, you are expected to:
• examine the functions of compensation;
• understand the importance performance evaluation and reward system
• analyze the importance of employee relations and movement.

BRIEF INTRODUCTION OF THE LESSON

• Compensation is a payment that is given to an employee in exchange for work, and

varies with the type or nature of work.
• A performance appraisal is a regular review of an employee's job performance and overall
contribution to a company.
• A competitive rewards system to attract employees to be more productive.
• Employees need to establish good relationship with others in the firm for social support.

COMPENSATION
Compensation refers to the total amount an employee receives for
performing a service or for being employed by a company or organization.
Remuneration is sometimes the combination of salary, options, bonuses,
and other financial compensation. At times it is a reward that an employee
receives for good performance that contributes to the company’s success.
Pay Equity is the employee’s response to the pay that they receive (Does
he think the pay is commensurate to his efforts?). Expectancy Theory
predicts that employees are motivated to work well because of the rewards or benefits that he will
receive in return.
Types of Compensation
1. Salary – It is a fixed regular payment, typically paid on a monthly or biweekly basis but often
expressed as an annual sum, made by an employer to an employee, especially a professional
or white-collar worker. Salary structures may be traditional, broadband or market-based
structures.
2. Wage – It is a fixed regular payment, typically paid on an hourly, daily or weekly basis, made
by an employer to an employee, especially to a manual or unskilled worker. It comes in a
form of minimum wage, living wage, prevailing wage, and tips.
3. Piece-rate – It is a rate of payment for piecework. Contractual jobs (“pakyawan”) may be
included in this category. Categories are straight, gradual increasing or gradual decreasing.
ORGANIZATION AND MANAGEMENT SHS SECOND QUARTER

4. Commissions – These are paid to an employee upon completion of a task, usually the task
of selling a certain amount of goods or services. Types of commission are straight, graduated,
salary plus commission, or level commission.

PERFORMANCE EVALUATION

A performance appraisal is a regular review of an employee's job performance and overall

contribution to a company. Also known as an annual review, performance review or evaluation, or
employee appraisal, a performance appraisal evaluates an employee's skills, achievements, and
growth--or lack thereof. The purpose maybe administrative (basis for compensation decisions,
promotion, transfer, termination) or developmental (basis for training and development needs).

Performance Appraisal Methods

1. The 360-Degree- involves giving out a questionnaire regarding the performance of a colleague.
2. General Performance- involves continuous interaction between the employee and his manager.
3. Manager Performance- usually anonymous feedback forms are used to appraise a manager.
4. Technical Performance- concentrates on technical aspect of and specialized skills on the job.
5. Self- Assessment- the result is compared with the assessment made by the manager.
6. Project Evaluation-done at the end of every project and based on the project results.
7. Sales Performance- A salesperson is evaluated on the basis of his/her sales skills and
accomplishment of financial goals set previously.
8. Trait methods-designed to find out if the employee possesses important work characteristics.

Other Techniques:
9. Graphing rating scales
10. Forced-choice methods
11. Behaviorally anchored rating scale (BARS)
12. Behavior observation scale (BOS)
13. Checklist Scale
14. Critical Incidents
15. Work Standard
16.Ranking Appraisal
17. Management by Objectives (MBOs)

REWARD SYSTEM
Organization offer competitive rewards systems to attract knowledgeable
and skilled people to keep them motivated and satisfied once they are
employed to the firm.

Monetary Rewards
1. Compensation – This may be over compensated or increased
as a reward.
ORGANIZATION AND MANAGEMENT SHS SECOND QUARTER

2. Benefits – These include health care, retirement, education, meals.

3. Incentives – These include pay-for-performance, bonus, merit pays, sales incentives. Maybe
per individual or company wide.
4. Executive pay – This pertains to compensation packages including salary, bonus, stock plan,
benefits, and perquisites (perks are special rights or privileges enjoyed as a result of one's
position).
5. Stock options – These refer to plans that grant employees the right to buy a specific number
of shares of the organization’s stock.

Non-monetary Rewards
1. Award – It is given for meritorious service or outstanding performance
(plaques, trophies, medals, or certificates of recognitions).
2. Praise – It is given by superiors to their subordinates by expressing
oral or verbal appreciation for excellent job performance.

EMPLOYEE RELATIONS
Employees and workers are social beings who need connections or relations
with others who are capable of given them social support. Talking to a coworker,
perceived to be a friend or working with on a delicate task can be comforting
during times of stress, fear or loneliness. Negative feelings are overcome and
employees work better toward achievement of their goals. Employees may be
engaged, not engaged or actively disengaged.

Barriers to good employee relations

Lack of trust in Anti-social personality Cultural differences
others slackers, office bullies, Lack of cooperation
Selfish attitude wieners, gossipers, Communication
Lack of Self-esteem disagreeable, problems
Not a team player saboteurs Lack of concern for
Being conceited Generation gap others

Workforce diversity-the range of workers in terms of values, beliefs, and behaviors that differ by
gender, race, age, ethnicity, physical ability, culture, nationality and other relevant characteristics.
Management should try to develop among the employees a healthy personality, for them to socialize,
develop good communication skills and minimize cultural tension.
A union is an organization of employees that is authorized to
represent the employees before management for the purpose of negotiating
benefits. When union has been legally certified, it assumes the role of official
bargaining agent for the workers whom it represents. Collective bargaining
is an ongoing process involving both the drafting and the administering of
the terms of a labor contract.
ORGANIZATION AND MANAGEMENT SHS SECOND QUARTER

Union Tactics Management Tactics Resolving Disputes

Strike -refusal to work Lockouts – denying access to Mediation- a third party
Pickets-marching with placard the workplace suggest settlement
Boycott-not buying the products Voluntary arbitration-both
Slowdown- working at a slower Strike breakers- hired to sides agree to settle
pace Sick out- absent from work replace strikers temporarily Compulsory arbitration-
Lay-off-due to insufficient legally
work required to settle legally.

EMPLOYEE MOVEMENTS
The movement of an employee in an organization could happen within the organization or out of an
organization. It can be voluntarily or involuntaliry.
Promotion – It a vertical movement, an improvement/enhancement in position,
prestige and responsibilities in an organization, enhanced pay/priveledges.It may
result from good appraisal of performance.
Job Rotation /Job Transfer – It is a horizontal movement or change from one
job to another within the same level. Changing activities may reduce boredom or
monotony and making employees multiskilled. It is also used to correct job misplacements.
Demotion – It is a vertical movement and a compulsory reduction in an employee's rank or job title
within the organizational hierarchy of a company. The permanent
reassignment to a lower position may have resulted in an unsatisfatory
performance evaluation.
Separation – It occurs when the employment contract or at-will
agreement between an employee and his or her company comes to an end. It
includes constructive discharge, furloughs, voluntary and involuntary termination, resignation, firing,
layoff, and retirement.
ACTIVITIES

ACTIVITY 1 Answer the puzzle below.

ACROSS DOWN
1E W 2 R
3 4 5 6 1. ___d, given as a 2. W ___, remuneration for
7 I E C E R A T E prize. hourly or daily rates.
P Y N 6. Method of 3. Review of an
8 R A I S E E E payment per employee's job
A A Q F piece. performance.
I L U I 7. Verbal 4. Employee’s response to
S A 9 I S T appreciation the pay that they receive
1 W A R D T S 5. Advantages for working
9. Check ___, an
0
appraisal in a firm like free health
L Y Y
technique coverage.
10. Given for 8. Remuneration for fix
meritorious service regular compensation
or performance
ORGANIZATION AND MANAGEMENT SHS SECOND QUARTER

G11 SLEM # 4 – WEEK 4 – 2nd QUARTER

ANALYZE MOTIVATION, LEADERSHIP, AND COMMUNICATION WORK IN AN
ORGANIZATION
Analyze motivation, leadership, and communication work in an organization.

After going through this module, you are expected to:

• discuss the nature of leading and directing;
• identify the different theories of motivation; and
• understand the role of communication in directing people in an organization.

BRIEF INTRODUCTION OF THE LESSON

• Leading is the use of influence to motivate employees to achieve organizational goals.
• Motivation is the willingness to expand energy to achieve a goal or a reward.
• Communication is defined as the process of exchanging information, ideas, feelings and
understanding between the sender and receiver.

LEADING
Leading or directing is the use of influence to motivate employees to achieve organizational goals.
Leaders do this by influencing employee behaviors in several ways. A leader sets a clear vision for the
organization, motivates employees, guides employees through the work process and builds morale. A
vision-driven leadership is ideal in an organization. Their visions or intensions are compelling and pull
people toward them. It is the duties of a leader to initiate action, provide guidance, coordinate, build
work environment, build morale, motivate, and create confidence. A proactive leader anticipates
the desired future, plans and strategize. A reactive leader reacts to events, passive, and solves
problems without identifying the causes.

Leader vs. Manager

A Leader . . . A Manager . . .
• looks to the future. • is concerned with the
• has attention to the present.
purpose/directions. • has attention to details.
• demands commitment. • shows control.
• looks into the product. • looks into the process.
• inspires. • gives an honest day work.
• works for effectiveness. • works for efficiency.

Leadership Styles
1. Autocratic, authoritarian style – It is centralized his power, makes all decisions for the
organization, supervises and controls the functions and activities of the workers.
2. Participative or democratic style – It is the firm work as a social democratic unit, a presence of
delegation, the subordinates are given a chance to participate in decision-making.
3. Free-rein or laissez-faire style – It empowers his subordinates to prepare their own plan, procedures
and guidelines. The role of the leader is to facilitate and train others to be future leaders.
4. Paternalistic Style - Although authoritarian in nature,
this style is work centered but considers the welfare of
the submissive, faithful or loyal subordinates.
ORGANIZATION AND MANAGEMENT SHS SECOND QUARTER

MOTIVATION
Motivation is the need or reason that makes man do more work. It is the willingness to expand
energy to achieve a goal or a reward. A person brings to his job psychological needs.
Management must provide its workers a working climate that would motivate its workers to serve
both the company as well as their individual needs. Motives are internal expressions of personal
needs. Incentives are external stimuli to persons.
Theories of Motivation
1. Maslow’s Hierarchy of Needs – This belief shows that the satisfaction of needs has certain priorities.
Each lower need must be met before moving to the next level.Primary physiological needs are
indispensable like food, water, sex, sleep and air. Social or psychological needs differ
according to time and circumstances and are affected by one’s training, culture, and environment.
Managers and professional generally, value self-actualization while manual workers value job
security most highly.

2. Herzberg Two-Factor Theory - First factor is motivational factors or conditions which build
strong motivation and job satisfaction when they are present but their absence rarely proves
dissatisfying (achievements, recognition, advancement, work itself, possibility of growth and
responsibility). They are related to job content or job centered. And second factor is
hygiene/maintenance factors or conditions which dissatisfy employees when they are absent,
but their presence does not motivate them (company policy, technical supervision, relations with
superiors, relation with peers, relations with subordinates, salary, job security, personal file,
working condition and status). They are related to job context and are environment-centered. The
firm should give more emphasis to motivational factors (intrinsic motivators) because of greater
benefits.
a. Intrinsic motivators vs Extrinsic motivators b. Job enrichment vs Job enlargement
3. McGregor’s Theory X and Y Theory - Theory X assumes that employees dislike work and
responsibility, are lazy, and must be coerced to perform (needs autocratic leadership). Theory Y
assumes that employees like work, responsibility, are creative and can exercise self-direction (needs
democratic leadership).
4. Ouchi’s Theory Z – It is an approach based on combination of American and Japanese
management philosophies. It is a combination of Theory X and Theory Y. (Trust, strong bond,
involvement, non-structure and coordination).
5. H Vrooms Motivational Model – It is a person’s motivation toward an action at particular time is
determined by the anticipated values of positive and negative outcomes. Motivation is claimed to be
the product of the anticipated values from an action (valence) and the perceived probability that these
values will be achieved by the action (expectancy).
Valence x Expectancy = Motivation
 ORGANIZATION AND MANAGEMENT SHS SECOND QUARTER

6. McClelland’s Acquired Needs Theory – This shows an individual’s specific

needs are acquired over time and are shaped by one’s life experiences.
Thematic Apperception Test (TAT) is a set of black-and-white pictures on cards,
each showing an emotionally powerful situation to measure the individual needs.
a. high need for achievement b. high need for affiliation c. high need for
power

7. Skinner’s Reinforcement Theory- Behavior is the function of its consequences, which means
an individual develops a behavior after performing certain actions. “Law of Effect” concept, says
an individual is likely to repeat those actions having the positive consequences, and will avoid
those behaviors that result in negative or unpleasant outcomes. Operant conditioning means,
the change in the behavior caused due to the reinforcement (positive reward or punishment) given
after the response.

8. Adam’s Equity Theory – This believes that when people feel fairly or advantageously treated,
they are more likely to be motivated; when they feel unfairly treated, they are highly prone to
feelings of disaffection and demotivation. Employees seek to maintain equity between the inputs
that they bring to a job and the outcomes that they receive from it against the perceived inputs
and outcomes of others (referents).
9. Locke’s Goal Setting- This believes in setting specific and measurable goals, rather than keeping
outcomes general. It highlighted the importance of considering the whole journey of completing
a goal and not just the outcome. Involving employees in directing increase their motivation to
reach the target. Content is the outcome of the task, and Intensity is the resource required to
achieve it (mental and physical). Its five principles are Clarity, Challenge, Commitment, Feedback,
and Task Complexity.

COMMUNICATION
“The number one problem of management today is communication” said Alvin Dodd AMA President.
Effective communication is important in bringing about coordination, understanding, and unity to attain
organizational goals and objectives. Communication is defined as the process of exchanging
information, ideas, feelings and understanding between the sender and receiver. It may be through
words, figures, symbols, pictures, body language, colors and sounds. In most organizations however,
communication should be clear and formal.

Objectives of communication
1. To keep employees well informed
2. To gather information from employees
3. To reduce fast turn-over of personnel
4. To express management’s interest and satisfaction
5. To instil personal pride and joy being part of the company
6. To provide orders and instructions
7. To make employees interested
8. To motivate employees to work
The Communication Process
ORGANIZATION AND MANAGEMENT SHS SECOND QUARTER

Types of Communication
1. Chain Network-vertical line from top to bottom, from bottom to top
2. Circular Network-one can talk to his left or right but not with others in the group
3. Wheel/Star Network-members communicate through one superior as the central point
4. Free-flow/Decentralized/All Channel-everyone can communicate freely with all members
Communication based on organizational structure: Formal, and informal (grapevine).
Communication based of direction: Downward, upward, horizontal, and diagonal.
Communication based on the mode of expression: Written, oral, and gestural.

Strategies to effective communication

1. Clarity and completeness
2. Proper language
3. Proper channel or medium
4. Sound organizational structure
5. Training and development
6. Effective Listening
7. Consultation and participation
8. 8. Motivation, Mutual Trust, Confidence
9. Integrity Factor
10. Use of formal communication
11. Effective Feedback Mechanism
12. Proper Gestures and Tone
ACTIVITIES

ACTIVITY 1 Matching Type. Match the words that are connected.

1. Acquired Needs A. All Channel

2. Autocratic B. Authoritarian
3. Free flow C. Democratic
4. Free rein D. Directing
5. Hierarchy of Needs E. Grapevine
6. Leading F. Herzberg
7. Motivation Model G. Laissez-faire
8. Participative H. Maslow
9. Two Factor Theory I. McClelland
10. Wheel Network J. Star Network
K. Vrooms
ORGANIZATION AND MANAGEMENT SHS SECOND QUARTER

G11 SLEM # 5 – WEEK 5 – 2nd QUARTER

APPLY THE CONCEPT AND NATURE OF DIFFERENT CONTROL METHODS AND

TECHNIQUES IN ACCOUNTING AND MARKETING

Apply the concept and nature of different control methods and

techniques in accounting and marketing

After going through this module, you are expected to:

• learn the concept of controlling;

• understanding the techniques of controlling; and
• understand the limitations of control.

BRIEF INTRODUCTION OF THE LESSON

• Directing is the process of ensuring that performance is in conformity with the plans, objectives and
goals set by the management.
• Controlling is the process of ensuring that performance is in conformity with the plans, objectives and
goals set by the management.
• A good control system helps an organization in accomplishing organizational goals, judging accuracy
of standards, making efficient use of resources, improving employee motivation, ensuring order and
discipline, and facilitating coordination in action.
• There are limitations in controlling.

Directing and Controlling

Directing (Leading) is the process of instantiating action in accordance with what has been planned. It is the
process of guiding, supervising, motivating, leading and influencing personnel to attain objectives of the firm.
Directing is a managing, pervasive, continuous, synergistic and dynamic function.
Directing techniques are:
1. Issuing orders/instructions
2. Supervising
3. Motivating/mobilizing
4. Leading/modeling
5. Communicating
Controlling – It is a function of management which helps to check errors in
order to take corrective actions. This is done to minimize deviation from standards and ensure that the stated
goals of the organization are achieved in a desired manner. It ensures that all actions and activities are in
conformity with the plans and objectives. Planning sets the goals for the form and controlling ensures their
accomplishment. Controlling is not the last function of management because it brings back
the management cycle back to the planning function. Types of control are predictive/feed 4 Basic Elements
of Control
forward (foresee problems), concurrent (happening in real time) or feedback control (after
finished task). The usual measures of performance control are productivity, effectiveness and Characteristic

rankings in the industry.

Sensor

Comparator

Activator
ORGANIZATION AND MANAGEMENT SHS SECOND QUARTER

Control Process
Importance of Controlling
A good control system helps an organization in the following ways:

1. Accomplishing Organizational Goals - The controlling function is an accomplishment of measures that further
makes progress towards the organizational goals and brings to light the deviations, and indicates corrective action.
Therefore, it helps in guiding the organizational goals which can be achieved by performing a controlling function.
Techniques: Strategic Plans, Direct supervision and observation, Return on Investments (ROI), PERT and CPM,
Balance Scorecard.

2. Judging Accuracy of Standards (Productivity, Time, Cost, Quality and

Behavioral) - A good control system enables management to verify whether
the standards set are accurate and objective. The efficient control system also
helps in keeping careful and progress check on the changes which help in
taking the major place in the organization and in the environment and also
helps to review and revise the standards in light of such changes. Techniques:
Operation Manuals, Statistical Reports, Standard Costing, Records Management Evaluation, Break-Even
Analysis, Operational/Internal Audit, Management Audit, Customer Satisfaction, Liquidity Ratios.

3. Making Efficient use of Resources - Another important function of controlling is that each activity is performed
in such manner so an in accordance with predetermined standards and norms so as to ensure that the resources
are used in the most effective and efficient manner for the further availability of resources. Techniques: Financial
Statements, Audit System, Cash Auditing, Inventory Control, Budget Operating Management and Control.

4. Improving Employee Motivation - Another important function is that controlling help in accommodating a good
control system which ensures that each employee knows well in advance what they expect and what are the
standards of performance on the basis of which they will be appraised. Therefore, it helps in motivating and
increasing their potential so to make them and helps them to give better performance. Techniques: Reward
System, Performance Appraisal System, Effective Communication System, Improving Performance, PERT and
CPM

5. Ensuring Order and Discipline - Controlling creates an atmosphere of order and discipline in the organization
which helps to minimize dishonest behavior on the part of the employees. It keeps a close check on the activities
of employees and the company can be able to track and find out the dishonest employees by using computer
monitoring as a part of their control system. Techniques: Organizational Charts, Functional Charts, Company
Policies, Disciplinary measures,

6. Facilitating Coordination in Action - The last important function of

controlling is that each department & employee is governed by such pre-
determined standards and goals which are well versed and coordinated
with one another. This ensures that overall organizational objectives are
accomplished in an overall manner. Techniques: Vision-Mission-
Objective Statements, Organizational Charts, Functional Charts, Oral and
Written Instructions, Management Information System (MIS).
Limitations of Control
ORGANIZATION AND MANAGEMENT SHS SECOND QUARTER
1. Difficulty in Setting Quantitative Standards: It becomes very difficult to compare the actual performance
with the predetermined standards, if these standards are not expressed in quantitative terms. This is
especially so in areas of job satisfaction, human behavior and employee morale.

2. No Control on External Factors: An organization fails to have control on external factors like technological
changes, competition, government policies, changes in taste of consumers etc.

3. Resistance from Employees: Often employees resist the control systems since they consider them as
curbs on their freedom. For example, surveillance through closed circuit television (CCTV).

4. Costly and Time Consuming: Controlling involves a lot of expenditure, time and effort, thus it is a costly
affair. Managers are required to ensure that the cost involved in installing and operating a control system
should not be more than the benefits expected from it.

ACTIVITIES
ACTIVITY 1
Classify the given organizational situations as to which aspect of controlling. Write the letter of your
choice.

A. Accomplishing Organizational Goals D. Improving Employee Motivation

B. Judging Accuracy of Standards E. Ensuring Order & Discipline
C. Making Efficient use of Resources F. Facilitating Coordination in Action

1. As a manager, you make sure to give monthly awards to the best performer in
your company with tokens like gift certificates.
2. The company use PERT and CPM to which displays proper sequence of
activities to complete a project and keep it in schedule.
3. In case of employee conflicts, the manager hears out both sides of his
employees.
4. Most of the company’s machines are outdated and in need of repairs.
5. Every company should have a vision-mission-objective statement which helps
in unity of direction of the different departments.
ACTIVITY 2 FUNCTIONS OF MANAGEMENT

Create a concept map of the functions of management with important concepts or

descriptions of each. Be creative.

RUBRIC
CRITERIA
1. The concept map has an 6. The project fulfills all the requirements of
appropriate title and labels. the assignment.
2. The relationships presented in the 7. The form in which the project portrays the
concept map are correct and clear. information is appropriate to the
relationships being represented.
3. The project presents the 8. The project demonstrates an
information in a manner that is easy understanding of the topic, its relationships
to follow. & related concepts.
4. The spelling, grammar, and 9. The project presented is original and was
punctuation of the text on the project not a duplicate of another student’s work.
are accurate.
5. The project’s lines, boxes, and text 10. Overall, the project represents the
are neat and legible. student’s full potential.
ORGANIZATION AND MANAGEMENT SHS SECOND QUARTER

G11 SLEM # 6 – WEEK 6 – 2nd QUARTER

FUNCTIONAL AREAS OF MANAGEMENT
Presents the nature and role in the firm of the different functional areas of management.
After going through this module, you are expected to:
• explain the nature and role in the firm of the following functional areas of management:
a. human resource management
b. marketing management
c. operations management
d. financial management
e. material and procurement management
f. office management
g. information and communication technology management

BRIEF INTRODUCTION OF THE LESSON

HUMAN RESOURCE MANAGEMENT
Bachelor’s Degree in Human Resource Management
Bachelor’s in Workforce Development
Bachelor’s Degree in Psychology
Bachelor’s in Education
HRM Tasks
Job analysis Employee Compensation
Staffing Employee Benefits
Utilization of work force Implementation of Reward
Maintenance of work System
force Performance Measurement
Professional Devt Performance Appraisal

Human Resource Management (HRM) is the term used to describe formal systems devised for the
management of people within an organization. Essentially, the purpose of HRM is to maximize the productivity
of an organization by optimizing the effectiveness of its employees. HRM is responsible for individual
management which entails helping employees identify their strengths and weaknesses; correct their
shortcomings; and make their best contribution to the enterprise. These duties are carried out through a variety
of activities such as performance reviews, training, and testing. Another tasks is organizational development,
which focuses on fostering a successful system that maximizes human and other resources as part of larger
business strategies. This important duty also includes the creation and maintenance of a change program,
which allows the organization to respond to evolving outside and internal influences and finally career
development entails matching individuals with the most suitable jobs and career paths within the organization.

The Changing Field of Human Resource Management

New technologies Changes in organizational structure
Cultural Diversities Accelerating market globalization.
inc.com/encyclopedia/human-resource-management.html

MARKETING MANAGEMENT
Bachelor’s Degree in Marketing Management
ORGANIZATION AND MANAGEMENT SHS SECOND QUARTER

Bachelor’s Degree in Public Relations

Bachelor’s Degree in Economics
Bachelor’s in Communication

Marketing management is planning, organising, controlling and

implementing of marketing programmes, policies, strategies and tactics
designed to create and satisfy the demand for the firms’ product offerings or services as a means of generating
an acceptable profit. It is the creative management function which promotes trade and employment by
assessing consumer needs and initiating research and development to meet them. It coordinates the
resources of production and distribution of goods and services, determines and directs the total efforts required
to sell profitably to ultimate user.

The tasks of a marketing manager are:

1. The setting of marketing goals and objectives,
2. Developing the marketing plan, Elements
3. Organising the marketing function, of
4. Putting the marketing plan into action and
5. Controlling the marketing programme.
The following are the features of marketing concept:

Focus on customer needs – The needs of the consumer are studied and these become the basis of all
product related activities such as designing, pricing, distribution, packaging etc.

Providing consumer satisfaction – Every organization aims at providing maximum consumer satisfaction
by understanding his needs and designing an appropriate product. The success of an organization is directly
related to the consumer satisfaction it provides.
Integrated Marketing Management – Marketing management is only a part of the total managerial functions
of an organization such as finance management, production management, human resources management
etc. All these functions are integrated in order to provide maximum satisfaction to the consumer. Thus all the
functional areas of an organization are integrated.

Achieving organizational goals – Modern marketing states that an organization

must aim at maximizing consumer satisfaction and in the process enable itself to
achieve its goals such as growth, market share and reasonable amount of profit or
return on investment.

Innovation – Innovation is an important tool to provide consumer satisfaction.

Innovative methods must be used to understand the consumer, design an appropriate product and offer it to
the consumer.

OPERATIONS MANAGEMENT
BS Operations Management
Bachelor’s Degree in Human Services
Bachelor’s Degree in Entrepreneurship
Bachelor’s Degree in Industrial Technology
ORGANIZATION AND MANAGEMENT SHS SECOND QUARTER

Operations management is the administration of business practices to create the highest level of efficiency
possible within an organization. It is concerned with converting materials and labor into goods and services as
efficiently as possible to maximize the profit of an organization. Operations management teams attempt to
balance costs with revenue to achieve the highest net operating profit possible. The operations manager is
able to transcend industries so exact job functions can vary based on the company he work for. At the base
level, the two main streams an operations manager might belong to can be reduced to companies with a
concentration on manufacturing and production, or those that provide services. The primary activities in
operations management is a system -- they are all integrated and aligned with each other. The operations
manager's job is to ensure they are all effectively and efficiently working together in order to produce the
desired goal of useful goods and services for customers.

Manufacturing. One of the operations management roles fall under the category
of production. An example is a pharmaceutical company. Planning and
coordinating the use of resources to ensure products are designed, created and
dispatched to hospitals, chemists and so on, ensure not only that these products
are prepared, but also that they are available to customers.
Service. Another operations management roles is on services. Example, an
airline company will often see the operations manager focus transporting
passengers and/or cargo from one place to another.

Operation Management Tasks

Phase 1: Planning Operations Systems -Product/Service Planning, Capacity
Planning, Facilities and Layout Planning, Job and Work Design,
Work Flow Management
Phase 2: Planning Operations, Inventory and Quality Control -Production and Scheduling, Supply Chain
Management and Inventory Management, Service Design, Quality Control
Phase 3: Managing Productivity
https://managementhelp.org/operationsmanagement/

FINANCIAL MANAGEMENT
Bachelor’s Degree in Finance
Bachelor’s Degree in Banking and Finance
BS Accountancy
BS Management Accounting
Financial Management means planning, organizing, directing and controlling the financial activities
such as procurement and utilization of funds of the enterprise. It means applying general management
principles to financial resources. The scope of financial management are estimation of capital requirements,
investment of funds, and disposal of surplus.
Financial decisions - They relate to the raising of finance from various resources which will depend upon
decision on type of source, period of financing, cost of financing and the returns thereby. A finance manager
estimates capital requirements of the company depending upon expected costs and profits, and future
programs and policies. Then capital structure has to be decided (short- term and long- term debt equity
analysis). For additional funds, a company has choices like-issue of shares and debentures, loans to be taken
from banks and financial institutions, public deposits to be drawn like in form of bonds. Choice of factor will
depend on relative merits and demerits of each source and period of financing.
ORGANIZATION AND MANAGEMENT SHS SECOND QUARTER

Investment decisions includes investment in fixed assets (capital budgeting). Investment in current assets
are also a part of investment decisions called as working capital decisions. The finance manager has to decide
to allocate funds into profitable ventures so that there is safety on investment and regular returns is possible.
Management of cash: Cash is required for many purposes like payment of wages and salaries, payment
of electricity and water bills, payment to creditors, meeting current liabilities, maintenance of enough stock,
purchase of raw materials, etc.
Financial controls: The finance manager has not only to plan, procure and utilize the funds but he also has
to exercise control over finances. This can be done through many techniques like ratio analysis, financial
forecasting, cost and profit control, etc.
Dividend decision - The finance manager has to take decision with regards
to the net profit distribution. Net profits are generally divided into two:
a. Dividend for shareholders- Dividend and the rate of it has to be decided
and other benefits like bonus.
b. Retained profits- Amount of retained profits has to be finalized which
will depend upon expansion, innovation and diversification plans of the
enterprise.
MATERIAL AND PROCUREMENT MANAGEMENT
BA in Logistics
Bachelor’s Degree in Transportation and Logistics
Inventory Management Systems
Data Management Systems
Management Information Systems
Materials Management, Procurement and Logistics ensures
that all of our products are at the right place at the right time. They are in charge of inventory
management, managing and planning materials, the logistical procurement of
goods and services, and delivering products to customers. The employees in this
area develop and implement important guidelines and processes so that logistics,
supply chain, materials management, and procurement are more effective and
efficient. Typical jobs are Category manager in procurement, Production
engineer logistics, Supply chain manager, and Inventory manager.

Steps in Procurement
1. Determination of Requirements and User verification of need
2. Source Determination and Request for Quotations
3. Vendor Selection and Sending rejection letters
4. Purchase order processing and Vendor scheduling
5. Purchase order follow-up and Systems check
6. Receiving and inventory management and Confirming receipts
7. Invoice verification

Office Management
Bachelor’s in Business Administration
Bachelor’s Degree in Leadership
Bachelor’s Degree in Organizational
Management
Bachelor’s in Humanities
ORGANIZATION AND MANAGEMENT SHS SECOND QUARTER

Office management involves coordinating office activities and helping to maintain employee satisfaction.
The key words here are efficiency and effectiveness — when a business is properly managed, there is control
over office activities, a reduction of company costs, happy employees, and coordination of all enterprise activities.
There are a variety of office management jobs, however, the basic duties of these managers are quite similar.
Besides supervising the smooth running of a company's administration, making sure that needed supplies are
provided and that office equipment is in working order, office managers can sometimes hire, fire, train, and
promote employees. Six key office management functions are Planning, Organizing Resources, Staffing,
Communication, Working with IT, and motivation.

Types of Office Management Jobs

Reception Area Human Resource Office Corporate Office
Mail room/Copy room Finance Office
Medical Office
Data Entry Office Marketing and Sales Office Legal Office
Customer Service Office Coordinator/SupervisorOffice Virtual Office

Office managers are some of the few people who

interact with every level of employee, either virtually or face-to-
face every day. As office cultures around the world continue to
expand and shift, the significance of the office manager role
will increase. Office management involves coordinating office
activities and helping to maintain communication between
employees, suppliers and customers.

INFORMATION AND COMMUNICATION TECHNOLOGY MANAGEMENT

Bachelor of Computer Science
Bachelor of Business Informatics
Bachelor of Information and Communications Technology
Bachelor of Internet Science and Technology

ICT makes a business more efficient, effective and promptly

respond to customers’ needs. ICT can assist business activities including design, manufacturing,
R&D, distribution and sales and feedback. Other importance of ICT management are:

As a Source of Support and Security Increased connectivity

As a link to the world Decreasing cost and Increasing utility
An Advent of Mobile Solutions Change of consumer base
Cloud computing Social Impact
Customer segmentation No downtime
ORGANIZATION AND MANAGEMENT SHS SECOND QUARTER

ACTIVITY
ACTIVITY 1 Find ten jobs related to functional areas in management in the puzzle below.
____________________________________ A U D I T O R I W D E
____________________________________ D P N L R J H K H R N
____________________________________ V Y G C A S H I E R C
____________________________________ E E L P I N F T Z E O
____________________________________ R C O M N D E X V L D
____________________________________ T U A J E K B T F L E
____________________________________ I N T E R V I E W E R
____________________________________ S S N A M K C O T S B
E R M M K I Q G E C A
____________________________________
R O L O G I S T I C S

ACTIVITY 2 ME AS A MANAGER 10 YEARS FROM NOW

Imagine yourself working in the future. Your job would be under one of the given areas of
management. Select one area of management for your future path and explain your choice.

RUBRIC

Criteria Points
• The words used are about 5 All four criteria are
250 and above. met.
• The answer includes 4 Only three criteria
analysis. are met.
• The idea is original and 3 Only two criteria are
has no duplications. met.
• There is minor 2 Only one criterion is
grammatical, spelling and met
punctuation error. 1 None of the criteria
is met.
ORGANIZATION AND MANAGEMENT SHS SECOND QUARTER

G11 SLEM # 7 – WEEK 7 – 2nd QUARTER

STEPS AND IMPORTANCE OF STARTING A FAMILY BUSINESS

Explain the steps and importance of starting a family business

After going through this module, you are expected to:

• know and understand the steps of starting a family business

• understand the importance of starting a family business.

BRIEF INTRODUCTION OF THE LESSON

STARTING A FAMILY BUSINESS
Innovative, creative, and intuitive thinking in business management helpd entrepreneurs come
up with great ideas or new strategies that may lead to the successful achievement of their goals-
service. Growth, and profitability. The same entrepreneurial mindset is valuable in today’s highly
competitive and ever-changing business world.
Entrepreneurship - Innovative, creative, risk-taking, growth-oriented behavior that brings new
opportunities for individuals or organizations to start new business and to produce new products or
services that are beneficial to society.
Small business - The Magna Carta for Micro, Small and Medium Enterprises (RA No. 6977) defines
a small business as any enterprise or business activity engaged in the major sectors of the economy
whether single proprietorship, cooperative, partnership or corporation whose total assets, inclusive
of those arising from loans but exclusive of the land on which the particular business entity’s office,
plant and equipment are situated, are ranging from more than P3M to P15M (less is considered
microbusiness). Micro businesses usually employ less than 10 workers, while small businesses
employ 10 to 99 workers.
Entrepreneurial Procedure
1. Formulate the business vision and mission
statements.
2. Segment of the market.
3. Find the target market.
4. Understand the environment.
5. Develop the business plan.
6. Implement and monitor the business venture
7. Maximize the utilization of business resources.
Characteristics of an Entrepreneur
Creative and innovative Flexible Updated/Well-Informed
Good planners Persistent Team player
Custom-oriented Confident Knowledgeable
Open-minded Organized Risk-takers

LEGAL FORMS AND REQUIREMENTS

Businesses or entrepreneurial ventures have to be registered in compliance to Philippine laws.
Without proper registration in authhorized government agencies, the business cannot operate legally.
ORGANIZATION AND MANAGEMENT SHS SECOND QUARTER

Registering also gives credibility to business, hence helping earn the trust
of customers, suppliers, patners, and other stakeholders.
1. Department of Trade and Industry (DTI) – It is for commercial registry.
2. Securities and Exchange Commission (SEC) – This is for commercial
registry as well.
4. Barangay Office – This is meant for clearance and community tax
certificate.
5. City Mayor’s Office - It is for Mayor’s permit and license to operate.
6. Bureu of Fire and Protection (BFP) – This is for safety permit of office or
building.
7. Bureau of Internal Revenue (BIR) – This is for taxation purposes.
8. Department of Labor(DOLE) – It is intended for labor statistics.
9. Social Security System (SSS) – It is for employee’s security purposes.
10. Home Development Mutual Fund (PAGIBIG) – This is meant for employee’s housing needs.
For single proprietorship registration, the owner must submit the
business name for registration to the DTI, along with two recent 2x2 ID
pictures. Proof of Filipino citizenship is also required along with payment of
application, processing fee and documentary stamps.
For partnership registration, a partneship agreement is filed, with
valuation by a lawyer and a staff of the Corporate and Legal Department of
the SEC.
ACTIVITIES
Activity 1
Here are the Top 10 Successful Entrepreneurs in the Philippines. Can you identify them and the business
enterprise they started?

ACTIVITY 2
MY FUTURE BUSINESS
Choose one entrepreneurial venture that you would like to engage in the future. Summarize the steps you
will take to transform it into reality.

RUBRIC

CRITERIA POINTS
• Each answer used about 50 5 All four criteria are met.
words.
• The answer includes analysis. 4 Only three criteria are met.
• The idea is original. No
3 Only two criteria are met.
duplicates.
• Minor grammatical, spelling 2 Only one criterion is met
and punctuation error.
1 None of the criteria is met.