University of the Philippines
Visayas
College of Management
Course Pack in BA 101
(Introduction to Business Management)
Prepared by:
Prof. Ma. Rhona P. Beriales
Ms. Ysabella P. Cainglet
Prof. Vincent A. Tuazon
i
Table of Contents
Page no.
Course Guide
1
Study Guide Week 1: Introduction and Class Orientation
16
Study Guide Week 2: Managing and Managers
by: Prof. Ma. Rhona P. Beriales & Ms. Ysabella P. Cainglet
Study Guide Week 3: The Development of Management Thought
by: Prof. Ma. Rhona P. Beriales & Ms. Ysabella P. Cainglet
24
Study Guide Week 4: Panning
by: Prof. Ma. Rhona P. Beriales & Ms. Ysabella P. Cainglet
36
Study Guide Week 5: Organizing
by: Prof. Ma. Rhona P. Beriales & Ms. Ysabella P. Cainglet
45
Study Guide Week 6: Leading
by: Prof. Ma. Rhona P. Beriales & Ms. Ysabella P. Cainglet
52
Study Guide Week 7: Motivation and Organizational Communication
by: Prof. Ma. Rhona P. Beriales
58
Study Guide Week 8 (Examination Period/ Submission of Requirements)
Study Guide Week 9: Controlling
by: Prof. Ma. Rhona P. Beriales & Prof. Vincent A. Tuazon
Study Guide Week 10: Managing Organizational Conflict and Creativity
Managing Organizational Change and Development
by: Prof. Ma. Rhona P. Beriales & Prof. Vincent A. Tuazon
70
76
Study Guide Week 11: Special Topics in Business Management (Part 1)
by: Prof. Ma. Rhona P. Beriales
89
Study Guide Week 12: Special Topics in Business Management (Part 2)
by: Prof. Ma. Rhona P. Beriales
98
ii
COPYRIGHT NOTICE
This material has been reproduced and communicated to you by or on behalf of the
University of the Philippines Visayas.
The University does not authorize you to reproduce or communicate this material
which may contain certain works that are subject to copyright protection under
Republic Act (RA) 8293 or the “Intellectual Property Code of the Philippines.”
Note that all materials produced in this course pack are provided to students of the
School of Technology of UP Visayas enrolled in BA 101 for the 1st Semester AY 20202021. These materials are intended for learning purposes of the enrolled students only
and must not be distributed (in any form), sold, copied or reproduced. Permission from
the Faculty In-Charge must be obtained for any use other than for what and for whom
these are intended.
iii
UNIVERSITY OF THE PHILIPPINES VISAYAS
College of Management
BA 101 Introduction to Business Management
1st Semester, AY 2020-2021
COURSE GUIDE
COURSE DESCRIPTION
A survey of management as a field of study; the different schools of thought, and the
major concepts and tools in the field.
COURSE LEARNING OUTCOMES
At the end of the semester, the students are expected to have:
1. Understood and explained the theories, principles, and concepts of management.
2. Explained the underlying principles in management as both science and art in
effectively and efficiently managing an organization.
3. Applied the appropriate principles, concepts, and processes in analyzing and in
providing a sound solution to management cases and issues.
COURSE OUTLINE
Introduction and Class Orientation
A. Introduction of Students and Faculty; preparation of a Students’ Directory
B. Leveling of class expectations: rules and guidelines during classes
C. Understanding the remote/online learning set-up, communication mechanisms, as well
as issues and concerns
D. Setting the Course Objectives, Course Requirements, and Consultation Schedule
I.
Managing and Managers: Achieving the goals and setting the path of
organizations
A. Why Management?
The meaning, nature, and significance of management
B. Management: art or science?
C. Who are managers and what do they do?
D. What skills must managers have?
1
II.
The Development of Management Thought: Management Theories Through the
Years
A. The Classical School:
Scientific Management, Bureaucracy, and Administrative Management
B. The Neo-Classical School/Behavioral/Human Relations School
C. The Modern Theories of Management and the Systems concept
III.
POLC: the Basic Management Functions and Processes
A. Planning
a. Nature and importance of planning
b. Basic steps in planning, types of plans
c. Problem Solving and Decision Making
d. Types of problems and decisions
B. Organizing
1.
2.
3.
4.
Nature, purposes, importance, principles, process
Organizational structures, line-staff relationships
Business organizational design, the span of management
Staffing, nature and purposes, the staffing process
C. Leading
1. What makes a leader a leader?
2. The key elements of leadership: power, authority, influence
3. Some theories espoused by great leaders
4. Motivation and motivation theories: towards work performance and productivity
5. Organizational communication
(Exam / Submission of Outputs)
D. Controlling
1.
2.
IV.
What to control? Why control? The meaning and importance of management
control, types, methods, and designs
Planning and controlling: the “Siamese twins” of management
Managing Organizational Conflict and Creativity
A. Are conflicts in organizations good or bad? Traditional and changing views of
conflict, sources, dynamics, and consequences of organizational conflicts
B. Methods for managing conflict
C. Line-staff and management-labor conflicts
D. Managing organizational creativity
2
V.
Managing Organizational Change and Development
A. Business organizational growth and change
B. Forces for change, and resistance to change in organizations
C. Approaches in dealing with organizational change
VI. Special Topics in Business Management
A. Globalization, emerging issues, and managing in a global environment
B. Management by objectives (MBO) / Balance Scorecard
C. Total quality management (TQM)
D. Just-in-time management (JIT)
E. 5 Ss
F. Human resource management: An introduction
G. Strategic management: An introduction
H. 6 Sigma
I. McKinsey’s 7 S’s
J. Corporate social responsibility
K. The 8 attributes of excellent companies (Peters and Waterman)
Integration, Synthesis, and Self-assessment
MODE OF DELIVERY
The university will offer remote learning to all students. By this mode of instructional
delivery, the students are expected to learn without their physical presence in the school. In
remote learning, the students can engage in course activities synchronous and asynchronously.
Online: Via the LMS https://upvisayas.net/lms
The students enrolled in the course must secure their username and password to access
the Learning Management System (LMS) of the school. Course pack (weekly study guide,
activity guide, module and other supplementary materials) will be uploaded thru the LMS. The
students are expected to browse the materials provided and do the requirements. Online
sessions may be announced by the faculty-in-charge for special discussion/presentation,
consultation, and feedback. The schedule for the online sessions will fall in the specified
schedule of the course based on the students’ registration form.
Offline:
A printed version of the course pack will be provided to students who do not have
gadgets and/or internet connectivity upon the student’s request. The faculty-in-charge will
report to the designated office to facilitate the distribution of the printed course pack.
COURSE MATERIALS
3
A study guide is expected to give learners with a detailed overview of target learning
outcomes for each topic, the key concepts that tie the given learning resources together, and
the rationale for learning activities. Modules that contain the complete information about the
topics in the course are also provided as well as other supplementary materials. All these
learning resources for each topic shall be provided to students either through courier or course
site in University’s Learning Management System (LMS). These will be accompanied by
learning activities, required outputs, and assessments, where the concepts learned from
studying these learning resources, are applied.
All official announcements shall be transmitted at least once a week to the learners
mainly through the University LMS. In extreme cases, other media can be used to transmit
information from the faculty-in-charge and the learners such as FB messenger, email, and/or
text messaging. Students are expected to provide feedback by doing the activities and
communicating with the faculty-in-charge at least once a week.
The faculty-in-charge can add or replace the cited references in the course guide only
to enhance the course delivery. The weekly topic and the learning tasks specified in the study
schedule in the course guide can be modified to suit the condition that may arise. Always check
the instructions provided in either the study guide, activity guide, or assignment guide which
is posted at least once a week.
STUDY SCHEDULE
Week
Number
Module/
Topic
1
INTRODUCTION
AND CLASS
ORIENTATION
A. Introduction of
Students and
Faculty; preparation
of a Students’
Directory
Learning Resources
Learning Tasks
https://upvisayas.net/lms/log 1. Answer the course
readiness survey
in.php
(Profiling)
https://upedu.zoom.us/meeting
2. Log-in the LMS of the
School
3. Simulate class
discussion via Zoom or
Google Meet
B. Leveling of class
expectations: rules
Messenger in Facebook.com
and guidelines
4. Leveling of expectation
during classes
while engaging in a
short drill in
C. Understanding
the remote/online
4
2
learning set-up,
communication
mechanisms, as well
as issues and
concerns
exchanging
communications
through various media
or platforms
D. Setting the
Course Objectives,
Course
Requirements, and
Consultation
Schedule
5. Class consultation (2nd
simulation)
Managing and
Chapter 1
1. Reflection Paper: Life
Managers:
Robbins & Coulter, 2012
Management: My
Achieving the goals https://hostnezt.com/cssfiles/
College Management
and setting the path businessadmin/Management
Plan
of organizations
%20by%20Robins%2011th
2. Essay: Manager in
%20ed.pdf
Focus: (Find a Manager
A. Why
The Manager Test, retrieved
and Conduct a short
Management? The
interview regarding their
from
meaning, nature, and https://www.mindtools.com/
major functions)
significance of
pages/article/newTMM_28.h 3. Learning Log
management
tm
B. Management: art
or science?
C. Who are
managers and what
do they do?
D. What skills must
managers have?
3
The Development of
Management
Thought:
Management
Theories Through
the Years
Chapter 1 Module
Robbins, S. & Coulter, M. (2012).
Management 11th ed., PrenticeHall.
Retrieved
from:
https://hostnezt.com/cssfiles/busin
essadmin/Management%20by%20
Robins%2011th%20ed.pdf
A. The Classical
School:
Scientific
Management,
https://www.yourarticlelibrary.co
m/management/systemapproach-to-managementdefinition-features-andevaluation/27897#:~:text=System
s%20approach%20is%20based%2
1. Learning Log
2. Think-Pair-Share:
History Look-back
3. Management History
Mind Maps
5
Bureaucracy, and
Administrative
Management
0on,parts%20forming%20a%20co
mplex%20whole.
https://www.zeepedia.com/read.
php?historical_overview_of_man
agement_the_egyptian_pyramid_
great_china_wall_principles_of_m
anagement&b=54&c=1
B. The NeoClassical
School/Behavioral/H
https://www.referenceforbusines
uman Relations
s.com/management/StrSchool
Ti/Theory-
Z.html#:~:text=Theory%20Z%20is
%20an%20approach,responsibility
%20within%20a%20group%20con
text.
C. The Modern
Theories of
Management and the
https://www.business.com/article
Systems concept
s/management-theory-of-henrifayol/
https://www.sdsc.edu/Science
Women/gilbreth.html
4
POLC: the Basic
Management
Functions and
Processes
Planning
1. Nature,
importance of
planning
https://www.yourarticlelibr
ary.com/management/syste
m-approach-tomanagement-definitionfeatures-andevaluation/27897#:~:text=S
ystems%20approach%20is%
20based%20on,parts%20for
ming%20a%20complex%20
whole.
2. Basic steps in
planning, types of
plans
https://opentextbc.ca/princi
plesofmanagementopenstax
/chapter/the-planning3. Problem Solving process/#ch17rfin-14
and Decision
Making
https://www.britannica.com
4. Types of
problems and
decisions
1. Watch and
Analyze: Why
Planning Matters
2. Reflection Paper:
Decision-Making
3. Essay: Planning
during a Pandemic
4. Case Application:
Building a Future
5. Learning Log
/topic/Great-Wall-of-China
https://www.zeepedia.com/
read.php?historical_overvie
w_of_management_the_eg
yptian_pyramid_great_chin
a_wall_principles_of_manag
ement&b=54&c=1
6
https://www.referenceforb
usiness.com/management/S
tr-Ti/TheoryZ.html#:~:text=Theory%20Z
%20is%20an%20approach,r
esponsibility%20within%20a
%20group%20context.
https://www.business.com/
articles/managementtheory-of-henri-fayol/
https://www.oxfordreferenc
e.com/view/10.1093/oi/aut
hority.20110803100540509
https://www.sdsc.edu/Scien
ceWomen/gilbreth.html
Chapter 7 & 8
Robbins, S. & Coulter, M.
(2012). Management 11th
ed., Prentice-Hall. Retrieved
from:
https://hostnezt.com/cssfile
s/businessadmin/Managem
ent%20by%20Robins%2011t
h%20ed.pdf
5
Organizing
1. Nature,
purposes,
importance,
principles, process
2. Organizational
structures, line-staff
relationships
3. Organizational
design, the span of
management
Chapter 10. Robbins, S. &
Coulter, M. (2012). Management
11th ed., Prentice-Hall. Retrieved
from:
https://hostnezt.com/cssfiles/bu
sinessadmin/Management%20b
y%20Robins%2011th%20ed.pdf
1. Group Exercise:
Understanding
Organizational Charts
2. Case Application:
Virus Hunters
3. Watch and Analyze:
Holacracy
4. Learning log
Holacracy: A Radical Approach to
Management
by
Brian
Robertson,
retrieved
from
https://www.youtube.com/watc
h?v=tJxfJGo-vkI
7
6
4. Staffing, nature
and purposes, the
staffing process
https://www.youtube.com/watc
h?v=MUHfVoQUj54
Leading
Chapter 13, Principles of
Management (2019)
https://opentextbc.ca/principlesof
managementopenstax/chapter/theplanning-process/#ch17rfin-14
1. What makes a
leader a leader?
2. The key
elements of
leadership: power,
authority, influence
3. Some theories
espoused by great
leaders
Staffing.https://startupstrings.co
m/characteristics-ofstaffing/#:~:text=The%20meanin
g%20of%20staffing%20accordin
g,do%20work%20in%20an%20or
ganization.
1. Essay: What is a
Leader?
2. Reflection Paper: Me as
a Leader
3. Case Application:
Chapter 17. Robbins, S. & Coulter,
Growing Leaders
M. (2012). Management 11th ed.,
Prentice-Hall. Retrieved from:
https://hostnezt.com/cssfiles/busin
essadmin/Management%20by%20
Robins%2011th%20ed.pdf
How Good Are Your Leadership
Skills,
retrieved
from
https://www.mindtools.com/pa
ges/article/newLDR_50.htm
What is Leadership? Retrieved
from
https://www.forbes.com/sites/k
evinkruse/2013/04/09/what-isleadership/#6b6630c75b90
Two-factor
theory.
https://courses.lumenlearning.c
om/wmintrobusiness/chapter/r
eading-two-factor-theory/
7
4. Motivation and
motivation theories:
towards work
performance and
productivity
Chapter 16. Robbins and Coulter
(2012).
Management 11th
Edition. Pearson Education, Inc
Two-factor
theory.
https://courses.lumenlearning.c
om/wmintrobusiness/chapter/r
eading-two-factor-theory/
1.
2.
3.
Essay: Motivating
during a Pandemic
Interview: Employee
Interview
Case Application:
Delivery Disaster
8
Chapter 10. Principles of
Management, 2019.
https://openstax.org/details/bo
oks/principles-management
5. Organizational
communication
Chapter 14. Robbins & Coulter
(2018). Management 14th ed.
Pearson Educational Limited.
5 Tips for Communicating with
Employees During a Crisis,
retrieved from
https://hbr.org/2020/07/5-tipsfor-communicating-withemployees-during-a-crisis
Employee Communications:
More than Top Down
Communications, retrieved
from
https://instituteforpr.org/emp
loyee-communications-topcommunications/
8
9
Exam / Submission of Requirements
Controlling
1. What to control?
Why control?
The meaning and
importance of
management control,
types, methods and
designs
Robbins and Coulter (2012).
Management 11th Edition.
Pearson Education, Inc
https://www.beckershospitalrev
iew.com/hospital-managementadministration/5-traits-of-highreliability-organizations-how-tohardwire-each-in-yourorganization.html
1. Case Analysis
Deepwater in Deep
trouble
2. Learning Log
2. Planning and
controlling: the
“Siamese twins” of
management
9
10
Managing
Organizational
Conflict and
Creativity
A. Are conflicts in
organizations good
or bad? Traditional
and changing views
of conflict, sources,
dynamics, and
consequences of
organizational
conflicts
B. Methods for
managing conflict
Clegg, S.R. Kornberger, M. &
Pitsis, T.M. 2016. Managing and
Organizations: An introduction
to theory and practice (4th ed.)
SAGE Publications Incorporated.
Retrieved from:
https://edge.sagepub.com/man
agingandorganizations4e
• Case Analysis on Conflict
Management
• Learning Log
Robbins & Coulter (2012).
Management 11th Edition.
Pearson Education, Inc
Robbins & Coulter (2018).
Management 14th ed. Pearson
Educational Limited
https://www.valamis.com/hub/c
onflict-management-styles
C. Line-staff and
management-labor
conflicts
D. Managing
organizational
creativity
Managing
Organizational
Change and
Development
A. Organizational
growth and change
B. Forces for
change, and
resistance to change
in organizations
C. Approaches in
dealing with
10
organizational
change
11
Special Topics in
Management
Beasley, J.E. (n.d) Retrieved from 1. Self-reflection
http://people.brunel.ac.uk/~ma 2. Learning log
stjjb/jeb/or/jit.html#:~:text=JIT% 3. Short case study on
A. Globalization,
TQM
20originated%20in%20Japan.,th
emerging issues, and e%20%22Toyota%20Production
managing in a global %20System%22.&text=At%20th
environment
at%20time%20one%20American
,as%20a%20Japanese%20car%2
0worker.
B. Management –
Pinoy style
C. Management by
objectives (MBO) /
Balance Scorecard
D. Total quality
management (TQM)
Pestano T. (Sept 19, 2020) 8
Qualities of an Outstanding
Filipino Manager. Retrieved
from:
https://manilarecruitment.com/
manila-recruitment-articlesadvice/qualities-outstandingfilipino-manager-infographic/
Principles of Management.
2019. OpenStax. Rice University.
“Download for free at
https://openstax.org/details/bo
oks/principles-management.
Robbin, S. & Coulter, M. (2012).
Management 11th ed., PrenticeHall. Retrieved from:
https://hostnezt.com/cssfiles/bu
sinessadmin/Management%20b
y%20Robins%2011th%20ed.pdf
Principles of Management,
2015. University of Minnesota
Lib. Publishing
11
Download for free at
https://open.lib.umn.edu/princi
plesmanagement/
E. Just-in-time
management
(JIT)
F. 5 Ss
12
G. Human
resource
management:
an introduction
H. Strategic
management:
an introduction
I. 6 Sigma
Talavera, M.G. (2005). TQM
ADOPTION AND FIRM
PERFORMANCE IN THE
PHILIPPINES. Philippine
Management Review. 12. 23-44.
Major Contributors to TQM. Cliff
Notes (2020). Retrieved from:
https://www.cliffsnotes.com/stu
dy-guides/principles-ofmanagement/productivity-andtotal-qualitymanagement/majorcontributors-to-tqm
McKinsey’s 7 Ss
Beasley, J.E. (n.d) Retrieved from
http://people.brunel.ac.uk/~ma
stjjb/jeb/or/jit.html#:~:text=JIT%
20originated%20in%20Japan.,th
e%20%22Toyota%20Production
%20System%22.&text=At%20th
at%20time%20one%20American
,as%20a%20Japanese%20car%2
0worker.
K. Corporate
social
responsibility
L. The 8 attributes
of excellent
companies
(Peters and
Waterman)
Pestano T. (Sept 19, 2020) 8
Qualities of an Outstanding
Filipino Manager. Retrieved
from:
https://manilarecruitment.com/
manila-recruitment-articlesadvice/qualities-outstandingfilipino-manager-infographic/
J.
1. Case Analysis
2. Learning log
Principles of Management.
2019. OpenStax. Rice University.
“Download for free at
https://openstax.org/details/bo
oks/principles-management.
Robbin, S. & Coulter, M. (2012).
Management 11th ed., PrenticeHall. Retrieved from:
https://hostnezt.com/cssfiles/bu
12
sinessadmin/Management%20b
y%20Robins%2011th%20ed.pdf
Principles of Management,
2015. University of Minnesota
Lib. Publishing
Download for free at
https://open.lib.umn.edu/princi
plesmanagement/
Talavera, M.G. (2005). TQM
Adoption and Firm Performance
IN THE PHILIPPINES. Philippine
Management Review. 12. 23-44.
Major Contributors to TQM. Cliff
Notes (2020). Retrieved from:
https://www.cliffsnotes.com/stu
dy-guides/principles-ofmanagement/productivity-andtotal-qualitymanagement/majorcontributors-to-tqm
13
Integration
Synthesis and Self-assessment
COURSE REQUIREMENTS
Exams . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . …….. 40% of the final grade
Assignments and group/individual outputs . . . . . . . . . . . . . . . . . . . . . . . 30% of the final grade
Quizzes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30% of the final grade
------100%
Course Requirement 1 - Exams
The examinations will be given to evaluate your learning out of the discussions and the
learning resources made available to you. The course will require you to take 2 major
examinations for the whole semester. Specific instructions will be provided by the faculty-incharge on how you will answer the exam. A rubric will be provided in evaluating your answers
in the exam.
13
Course Requirement 2 - Assignment
Assignments are provided for each week or in each major topic. This will encourage
you to go over the learning materials based on the specified schedule in the course guide. An
assignment can also in the form of a write-up, class presentation, or short case study where you
can apply the concepts and the theories learned.
Course Requirement 3 - Quizzes
Quizzes will be given to evaluate your mastery of the basic concepts and theories in
the course including the application thereof.
ABOUT THE FACULTY
(This part will be customized by the faculty in charge to handle the course)
HOUSE RULES
1. All students must have an access to the Learning Management System (LMS) of the
university.
2. Note that the course pack including all other learning materials provided to the
students in any form is intended only for the course that the student is enrolled. The
materials are not for distribution or sale. The students are prohibited from sharing, the
materials in any social media, platform, or device. Permission should be obtained from
the instructor for any use other than for what it is intended.
3. Always uphold the value of honor and excellence. Plagiarism is a ground for a failing
grade in the course. All answers to exams/quizzes and group or individual outputs
should be the original work of the student. Further, asking somebody to do the
individual output and/or other requirements on behalf of the student manifests
dishonesty and is unethical behavior.
4. A student must regularly acknowledge receipt of each learning material sent by the
faculty-in-charge.
5. In cases of poor or no internet connection, a student is encouraged to find means to
communicate with the faculty-in-charge to acquire the learning materials and do the
requirements in a pre-agreed manner.
6. In cases of group activity/work, each learner must cooperate with the group leader and
members in completing the group’s output. The evaluation of the group members’
participation will be done at the end of the semester.
7. Individual or group outputs must be submitted on time. There will be a deduction in
the points for a late submission. The longer the delay, the more points will be deducted.
The American English language will be used in composing all outputs.
8. The use of free software to correct any grammatical errors in each answer or output is
encouraged.
9. The consultation period/schedule is during online sessions. Those who cannot
participate in the online sessions can reach the faulty-in-charge using the specified
contact information stated above.
14
10. The faculty-in-charge must be informed of any changes in the contact number, email
address, Facebook account, and permanent address of the student.
11. Any unavoidable circumstance that may hamper the student from completing the
semester must be reported to the faculty-in-charge the soonest possible time.
12. In the spirit of unity of direction and camaraderie, utmost participation is expected
among the students.
15
University of the Philippines Visayas
College of Management
BA 101 - Introduction to Business Management
STUDY GUIDE: WEEK 1 (8 hours)
Introduction and Class Orientation
INTRODUCTION
Welcome to the University of the Philippines! Welcome to BA 101! The year 2020 is very
challenging. Yet there are so many reasons to be thankful. We are alive, healthy, and for sure, ready to
walk through this course.
This course will help you, our dear students, enrich your knowledge in Management as a discipline,
as a profession, and as a tool for organizational development.
The course design will cater to both synchronous and asynchronous modes of instructional delivery.
Your cooperation, as members of the class with the faculty in-charge, will be very significant in achieving
the objectives of this course.
1. Let’s Begin:
BA 101 will guide you to have a deeper understanding of management as a field of
study, the different schools of thought, and the major concepts and tools in the field.
At the end of the semester, you are expected to have:
a. Understood and explained the theories, principles, and concepts of management.
b. Explained the underlying principles in management as both science and art in effectively
and efficiently managing an organization.
c. Applied the appropriate principles, concepts, and processes in analyzing and in providing
a sound solution to management cases and issues.
In any endeavor, the interaction of all the people involved is very important. Though the
current pandemic hampered your physical mobility, it cannot hinder your desire to learn and
enrich your knowledge and ultimately to earn a degree.
Let us get involved. We will take time to know each other first.
Activity 1.1: Getting to Know You!
Overview: This will help you get acquainted with the members of the class and the faculty incharge. At the same time, you will get to know the geographical location, the hopes and
doubts, and ultimately to understand each other based on that context.
Instructions:
a. Refer to the Activity 1.1 form that follows. Write your name, permanent address, contact
no. and alternate number (parent/guardian’s number).
16
b. Identify the Municipality/Town and the province where you reside. At the same time, say
something about your place (e.g. well-known food, prominent political figure, tourist spots,
etc.) that makes it unique.
c. Write down at least 3 specific “hopes” and “doubts” towards the course.
d. Submit you accomplished Activity 1.1 Form (MS Word )thru email not later
than___(date)____ at (email add or LMS) . In submitting the Course Requirements, use this
filename format: Course. Section. Family Name. First Name Initial/s. Activity/Assignment/ No.
(e.g. BA.101.Sec.7.Kanto.MZ.Act1.1). By submitting the succeeding form, you agree to share
your personal information with the teacher and your classmates and you agree further that
this information will be used to notify you regarding your progress in the course works.
e. Aside from sending your answer to the instructor, you will also be given a partner to share
your answers. For those who are doing the activity asynchronously, you will be given a partner
with whom you can share your answers using your phone or any communication device.
f. The time allotted is (no. of days) days before the discussion to give time to reach out
with your classmate-partner.
g. All answers will be discussed in a pre-scheduled online orientation in Zoom or Google
Meet. During the online orientation, there will be partner introduction. With the information
provided, in not more than 1 minute, introduce your partner-classmate and find the best
adjective to describe him/her.
Activity I.1 Getting to Know You
Name:
Address:
Complete Contact Number/s:
Alternate Contact Number (parents/guardian)
UP E-mail:
Alternate E-mail:
FB Account:
Gadgets used/to be used in class:
Rate your Usual Internet Connectivity (Put an X): ___ Fast ___Moderate____Slow ___
No Internet
What’s Unique in your Place/Locality?
Anticipations towards the Course:
Doubts towards the Course:
2. Explore and Read: Explore and familiarize yourself with the features of the Learning
Management System (LMS) of the school. Download the course guide, read and understand
the course outline and requirements. If you have clarifications, note it down and mention it
during the online class orientation.
3. Think: What comes into your mind when you hear the term Management? What is the
importance of Management in oneself, family, organization and society? Use your UP e-mail
to send your answer (MS Word File) to your teacher, not later than ___(date)______.
4. Dig Deeper: Browse the internet or any management book such as those specified in the
course guide and find at least five (5) definitions of management. Include your source of
definition (at least the name of the author, title of the article, website/title of the book and
17
year of publication/year published). Post your answer in our LMS not later than (date). For a
few asynchronous students or those who have a very limited internet connectivity, you may
send your answer to your teacher using her contact number.
Send your output in #3 and #4 and label it as Activity 1.2 thru ______(e-mail add or LMS)___. Follow
the correct File name format. Always write your name on top of your output.
18
University of the Philippines Visayas
College of Management
BA 101 - Introduction to Business Management
STUDY GUIDE: WEEK 2 (6 hours)
Managing and Managers: Achieving the goals and setting the path of organizations
INTRODUCTION
We may not be aware of it, but all of us are managers in our ways. This week we are going to
define Management as a field of study, understand its scope, and appreciate the essential characteristics
of managers.
Activity 1: Life Management: My College Management Plan (approximately 1 hour)
Objective: This activity is meant to bring out the manager in you. In the succeeding weeks, we will discuss
the concept of Planning in Management. But as an introduction, we will begin with something familiar –
your college game plan towards the fulfillment of your life ambitions.
Task:
1. List down some of the ambitions you want to fulfill in after college. They can be either general
or specific.
2. Analyze your characteristics as a potential manager. You may use your high school self as
basis. You may also take an online test, like The Manager Test which can be accessed through
https://www.mindtools.com/pages/article/newTMM_28.htm. This will guide you as you
make your strategies.
3. With your goals in mind and with a better understanding of your managerial potential, list
down specific strategies you plan to accomplish in college to help you achieve your stated
goals. It is important to be realistic. Challenge yourself, but also know your limits.
4. Your final output will look like this:
Personal Characteristics
Strategies
Goals
(2)
(3)
(1)
Remember, there are no right or wrong answers. So give it your best shot! Our aim is not just
to make you appreciate Management, but also to provide you with something which will
hopefully inspire you in your college journey.
Activity 2: Manager in Focus (approximately 3 hours)
Task:
19
1. Let’s Begin: This activity will help you familiarize yourself with what management is and
what managers do.
2. Read: Refer to Module 1. Make sure to find the following:
a. Meaning, nature, and significance of management
b. Management as a Science and Art
c. Who are managers and what do they do?
d. Organization and It’s Characteristics
e. Management Function
f. Mintzberg’s Managerial Roles
g. Management Skills according to Robert Katz
h. The Universality of Management
3. Think: Think of any famous business leader you look up to. Research about the company
and the background of the business leader. With the concepts you were introduced to in
the book and in the slides, answer the following guide questions:
a. What are the characteristics of the business leader you chose? How have these
characteristics contributed to the success of the business?
b. In your opinion, does the business leader view Management as a science? Or as
an art?
c. What are the lessons on management, as well as life lessons, that you believe the
business leader is trying to communicate through his/her experiences?
4. Dig Deeper: What key message from your chosen business leader can be applied to any
of the items you identified in Activity 1? Please explain your answer.
(Submit your answers for Activity 1 and 2 in our LMS as a file attachment. Just check the complete
instruction in the LMS)
References:
https://www.mindtools.com/pages/article/newTMM_28.htm
Robbin, S. & Coulter, M. (2012). Management 11th ed., Prentice-Hall. Retrieved from:
https://hostnezt.com/cssfiles/businessadmin/Management%20by%20Robins%2011th%20ed.pdf
20
Mgt. 101
Module 1 (Week 2)
Managing and Managers: Achieving the Goals
and Setting the Path of Organizations
Prof. Ma. Rhona P. Beriales
Ms. Ysabella P. Cainglet
I.
INTRODUCTION
Various authors defined management as a field of discipline, as a group of people running the
business and as a process of getting things done. Managers must possess the necessary skills and they play
significant roles in the management process specifically for an efficient and effective organization.
Successful managers empower the team to advance the goals of the organization. If you are given the
chance to work with the best manager, you are lucky since you are being honed to become one!
II.
LEARNING OUTCOMES
4. Define Management and explain its significance
5. Explain the value of studying management
6. Explain why managers are important to organizations
7. Identify the types of managers, their roles and skills
III. Number of Meetings
1 Week
IV. Key Output of Students
Quiz
Short Write-up
V.
Outline
A. Definition of Management
B. The value of studying management
C. Who are managers?
D. What is an Organization?
E. Organization and Its Characteristics
F. Management Functions
G. Managerial Roles and Skills
VI. Discussion
Management involves coordinating and overseeing the work activities of others and ensuring that
these work activities are completed efficiently and effectively. Efficiency means getting the most output
with the least input (doing the things right) while effectiveness means doing the work activities that will
help the organization achieve its goals (doing the right things right).
21
The value of studying management:
1. Universality of management
2. The reality of work—that is, you will either manage or be managed
3. Awareness of the significant rewards
Manager – someone who coordinates the work of other people for the achievement of organizational goals
(Robbins & Coulter, 2012)
Organization – deliberate arrangement of people designed to achieve pre-established goal or purpose
Characteristics of an Organization
a. Distinct Purpose
b. Deliberate Structure
c. People
Below are the management functions, managerial roles, and skills (Robbins & Coulter, 2012).
Management functions:
a. Planning – a process that includes defining and setting goals, establishing strategy, and
developing plans to coordinate and integrate activities
b. Organizing – determining what tasks are to be done, how the tasks are to be grouped, who is
to do them, who reports to whom, and where decisions are to be made
c. Leading –includes motivating employees, influencing individuals and/or teams, directing
others, selecting the most effective communication channels, and resolving conflicts
d. Controlling – the process of monitoring activities to ensure they are being accomplished as
planned, comparing the actual performance against the standards, and correcting any
significant deviations
Mintzberg’s Managerial Roles
A.
Interpersonal Roles
1. Figurehead – symbolic head; required to perform routine duties of a legal or social nature
2. Leader – responsible for the motivation and direction of employees
3. Liaison – maintains a network of outside contacts who provide favors and information
B.
Informational Roles
1. Monitor – receives a wide variety of information; serves as the nerve center of internal and
external information of the organization
2. Disseminator – transmits information received from outsiders or from other employees to
members of the organization
3. Spokesperson – transmits information to outsiders on the organization’s plans, policies,
actions, and results; serves as an expert on the organization’s industry
C.
Decisional Roles
22
1. Entrepreneur – searches organization and its environment for opportunities and initiates
projects to bring about change
2. Disturbance Handler – responsible for corrective action when an organization faces
important, unexpected disturbances
3. Resource Allocator – makes or approves significant organizational decisions
4. Negotiator – responsible for representing the organization at major negotiations
D.
Management Skills according to Robert Katz
1. Technical Skills – the ability to apply specialized knowledge or expertise
2. Human Skills – the ability to work with, understand and motivate other people, both
individually and in groups
3. Conceptual Skills – the mental ability to analyze and diagnose complex situations
Module 1 References:
https://www.mindtools.com/pages/article/newTMM_28.htm
Robbin, S. & Coulter, M. (2012). Management 11th ed., Prentice-Hall. Retrieved from:
https://hostnezt.com/cssfiles/businessadmin/Management%20by%20Robins%2011th%20ed.pdf
23
University of the Philippines Visayas
College of Management
BA 101 - Introduction to Business Management
STUDY GUIDE: WEEK 3 (8 hours)
The Development of Management Thought: Management Theories Through the Years
INTRODUCTION
The history of management started in a time when nobody has the means to understand, integrate,
and write a document about the concepts which were put into practice. The practice of management
concepts was instrumental in the construction of the well-known Pyramid of Egypt and the Great Wall of
China. Management theories evolved from the classical school of thought to neo-classical or human
relations school and lastly, the modern management theories. This week, you will learn the various phases
in the development of management thought, the management theories, and the persons who developed
these theories.
Objective: This activity will make you appreciate specific events in the evolution of management schools
of thought.
Activity: Management History Mind Maps (approximately 4 hours)
Task:
1. Let’s Begin: This activity will help you make sense of the different phases in the history of
management.
2. Read: Study the Module 2 (Week 3). Use the following outline as a guide.
A. Charles Babbage and the early concepts of management
B. Early Strategists
a. Machiavelli
b. Sun Tzu
C. Classical School of Thought
a. Scientific Management
b. Administrative Management
c. Bureaucracy
D. Neo-classical/Human Relations School
E. Quantitative Approach
F. The Modern/Contemporary Theories of Management
a. Contingency Approach
b. The Global Imperative
c. Systems Approach
3. Think: Make a mind map/ conceptual map linking the different historical events and
management concepts you were introduced to. Make a mind map for each of the following:
a. The Classical School: Scientific Management, Bureaucracy, and Administrative
Management
b. The Neo-Classical School/ Behavioral/ Human Relations School
c. The Modern Theories of Management and the Systems Concept
4. Dig Deeper: Are the Western schools of thought also applicable to the Philippine setting?
Explain your answer.
24
References:
https://www.yourarticlelibrary.com/management/system-approach-to-management-definition-features-andevaluation/27897#:~:text=Systems%20approach%20is%20based%20on,parts%20forming%20a%20complex%2
0whole.
https://www.zeepedia.com/read.php?historical_overview_of_management_the_egyptian_pyramid_great_chi
na_wall_principles_of_management&b=54&c=1
https://www.referenceforbusiness.com/management/Str-Ti/TheoryZ.html#:~:text=Theory%20Z%20is%20an%20approach,responsibility%20within%20a%20group%20context.
https://www.business.com/articles/management-theory-of-henri-fayol/
https://www.sdsc.edu/ScienceWomen/gilbreth.html
Robbins, S. & Coulter, M. (2012). Management 11th ed., Prentice-Hall. Retrieved
https://hostnezt.com/cssfiles/businessadmin/Management%20by%20Robins%2011th%20ed.pdf
from:
25
Mgt. 101
Module 2 (Week 3)
The Development of Management Thought
Prof. Ma. Rhona P. Beriales
Ms. Ysabella P. Cainglet
I. INTRODUCTION
The history of management started in a time when nobody attempted to understand, integrate,
and write a document about the concepts which were already put into practice. The application of
management concepts was instrumental in the construction of the well-known Pyramid of Egypt and the
Great Wall of China. Management theories evolved from the classical school of thought to neo-classical or
human relations school and lastly, to modern management theories. This week, you will learn the various
phases in the development of management thought, the management theories, and the persons who
developed these theories.
LEARNING OUTCOMES
8. Discuss the practice of management in the early years
9. Explain the various theories in the classical approach, neo-classical/behavioral approach,
quantitative approach, and the contemporary approach
10. Apply the theories learned in sample real-life situations
II. Number of Meetings
1
Week
III. Key Output of Students
Quiz
Short Write-up
Mind Map
IV. Outline
H. Charles Babbage and the early concepts of management
I. Early Strategists
a. Machiavelli
b. Sun Tzu
J. Classical School of Thought
a. Scientific Management
b. Administrative Management
c. Bureaucracy
K. Neo-classical/Human Relations School
L. Quantitative Approach
M. The Modern Theories of Management
a. Contingency Approach
b. The Global Imperative
c. Systems Approach
A> Discussion
EVOLUTION OF MANAGEMENT
26
As early as people form tribes and groups, management has already been practiced.
Tribe leaders, the Pharaoh, the sultan – manage people to protect their territories
Charles Babbage
In Economy of Machinery was described what is now called the "Babbage principle".
It pointed out commercial advantages available with a more careful division of labor.
Early Concepts of Management
We heard stories of people working together in formal organizations such as the
Greek and Roman armies, the Roman Catholic Church, the East India Company, and the
Hudson Bay Company.
The Egyptian Pyramid. Approximately four thousand years B.C., between 4000 B.C.
and 525 B.C.
The most obvious demonstration of Egyptian power is the construction projects that
remain even today.
Without the service of cranes, bulldozers, or tea/coffee breaks, the Egyptians
constructed mammoth structures of admirable precision. The great pyramid of Cheops, for
example, covers thirteen acres and contains 2,300,000 stone blocks. Ancient Egypt not only
knew how to use human resources efficiently but also knew how to manage 100,000 workers
in a twenty-year project. In their business and governmental affairs, the Egyptians kept
documents to show exactly how much material was received and from whom, when it came
in, and exactly how it was used. Some of the management-related concepts applied were
record-keeping, careful planning, quantitative management & inventory management.
Great China Wall. The Great China Wall built in the time period of 956 years (688 BC
1644 AD). It is 21, 196 Km long (https://www.britannica.com/topic/Great-Wall-of-China). Its base is
20 feet wide and top 11 feet wide. The height of China Wall is from 7 to 37 feet. The whole
China wall is made by hands. Numerous sources state that the structure was completed in
more than 2,000 years. According to history, the purpose of China wall was:
• To mark territories
• To defend the area
• To protect silk road
https://www.zeepedia.com/read.php?historical_overview_of_management_the_egyptian_
pyramid_great_china_wall_principles_of_management&b=54&c=1
Early Strategists
1. Machiavelli - wrote the Discourses (1531) which states among others that “an
organization is more stable if members have the right to express their differences and
solve their conflicts within it (leadership)“
In his book, “The Prince” a leader is likened to a prince. The prince’s supreme quality
should be ingenuity or efficacy. He should be efficacious (effectual). Another good
word for it is foresight. The most virtuous prince is the one who can predict or
anticipate fortuitous occurrences within his state (Harrison, R.P.,
https://insights.som.yale.edu/insights/what-can-you-learn-machiavelli).
27
2. Sun Tzu -Chinese military strategist; he wrote The Art of War where he set rules
that were meant to guide military strategy, they have been used when planning a
strategy to engage business competitors
The well-known strategies attributed to him are “If you know the enemy and
know yourself you need not fear the results of a hundred battles” and to fight and
conquer in all our battles is not supreme excellence; supreme excellence consists in
breaking the enemy's resistance without fighting”.
Early management theory consisted of numerous attempts at setting some
theories but there were no schools of thought that can be identified in this early
period.
Evolution of Management Thought
I. Traditional/Classical Period
18th c. – Industrial Revolution began in England and new laws on labor were encouraged
A. Scientific Management
1. Frederick Taylor - father of scientific management; developed the scientific
standard of doing things
Contributions
1.) Productive efficiency on the shop floor
2.) Time and motion study
3.) “economic man theory”- productivity; “differential work system” – paid as one
produced
- man is motivated when his material needs are responded to
4.) Introduced supervision- “foremanship”
5.) “Mental Revolution” –contains 8 essays by F.W. Taylor which espoused that an
organization will be more effective if its practices are subjective to a scientific study
Criticism of Taylorism
a.) Man was perceived as a machine
b.) Very limited view of man’s needs
2. Frank & Lillian Gilbreth - collaborated on the development of motion study as an
engineering and management technique; studied brick laying & applied his time &motion
study whose elements were called “therbligs”; had 12 children; Dr. Lillian Gilbreth continued
the time & motion study in their household to find the “one-best way” of doing things
According to an article in https://www.sdsc.edu/ScienceWomen/gilbreth.html, Lillian
Gilbreth (1878-1972) was the “mother of modern management”. Together with her husband
Frank, she pioneered industrial management techniques still in use today. She was one of the
first "superwomen" to combine a career with her home life.
3. Henry Gantt
-revolutionized management practices by providing a graphical representation, also known as
the Gantt chart, of work processes that showed scheduling and monitoring projections.
28
B. The Administrative School
1.Henri Fayol
14 principles of traditional management (DARIUS USES CODE)
a. Division of Work. When employees are specialized, the output can increase because they
become increasingly skilled and efficient.
b. Authority. Managers must have the right to give orders and compel obedience, but they must
also keep in mind that with that right comes responsibility.
c. Remuneration. This includes financial and non-financial compensation.
d. Initiative. Employees should be given the necessary level of freedom to create and carry out
plans.
e. Unity of Command. Employees should have only one direct/immediate supervisor.
f. Scalar Chain. Employees should be aware of where they stand in the organization's hierarchy,
or chain of command.
g. Unity of Direction. Teams with the same objective should be working under the direction of
one manager, using one plan. This will ensure that action is properly coordinated.
h. Subordination of Individual Interests to the General Interest. The interests of one employee
should not be allowed to become more important than those of the group. This includes
managers.
i. Equity. Managers should be fair to staff at all times, both maintaining discipline as necessary
and acting with kindness where appropriate.
j. Stability of Tenure of Personnel. Managers should strive to minimize employee turnover.
Personnel planning should be a priority.
k. Centralization. This principle refers to how close employees are to the decision-making
process. It is important to aim for an appropriate balance.
l. Order. The workplace facilities must be clean, tidy and safe for employees. Everything should
have its proper place.
m. Discipline. Control must be upheld in organizations, but methods for doing so can vary.
n. Esprit de Corps. Organizations should strive to promote team spirit and unity.
(Reference: https://www.mindtools.com/pages/article/henri-fayol.htm)
The management theory of Henri Fayol includes 14 principles of management. From these
principles, Fayol concluded that management should interact with personnel in five basic ways
in order to control and plan production.
1. Planning. According to Fayol's theory, management must plan and schedule every part of
industrial processes.
2. Organizing. Henri Fayol argued that in addition to planning a manufacturing process,
management must also make certain all of the necessary resources (raw materials,
personnel, etc.) came together at the appropriate time of production.
3. Commanding. Henri Fayol's management theory states that management must encourage
and direct personnel activity.
4. Coordinating. According to the management theory of Henri Fayol, management must
make certain that personnel works together in a cooperative fashion.
29
5. Controlling. The final management activity, according to Henri Fayol, is for the manager to
evaluate and ensure that personnel follow management's commands.
Henri Fayol's management theory is a simple model of how management interacts with
personnel. Fayol's management theory covers concepts in a broad way, so almost any
business can apply his theory of management. Today the business community considers
Fayol's classical management theory as a relevant guide to productively managing staff.
(Reference: https://www.business.com/articles/management-theory-of-henri-fayol/)
C. Bureaucracy -an organizational model with specific hierarchical positions bound together
by rules and procedures
Max Weber -sociologist; theorist; father of bureaucracy
Elements of bureaucracy (Functions)
1. Hierarchy -spells out the superior-subordinate relationships; defines the structure of
relationships in all levels in the organization
2.Division of labor -specialization of people in the organization
3. Prescribed rules and procedures that provides stability; regulations are known
4. Career aspects -movement towards a career path; partial democracy
5. Legal aspects - provides rationality; power & authority are exercised in the org. and vested
by law on the position not on the person
II. Neoclassical/Behavioral School/Human Relations School
-adapted the concepts of the classical school
-experimented on lighting/illumination study but no substantial difference in work
-introduced short breaks in the AM & PM which improved productivity
1. Elton Mayo - known as the founder of the Human Relations Movement
-conducted industrial research including the Hawthorne studies which showed the
importance of groups in affecting the behavior of individuals at work
2. F.J. Roethlisberger -associated with Elton Mayo & the Hawthorne experiments in 19241932
Hawthorne effect - the tendency of individuals to change their behavior (like being
motivated to work) in response to their awareness of being observed and analyzed by
their boss
3. Abraham Maslow -a behavioral scientist
-espouses that the needs of people are motivated to satisfy, fall into a hierarchy
30
This 5-stage model was conceptualized in 1943 by Abraham Maslow in a paper titled “A
Theory of Human Motivation” and a later book called “Motivation and Personality”
4. Mary Parker Follet. Her ideas on negotiation, power, and employee participation
contributed much in the field of organizational studies, alternative dispute resolution. She,
with Lillian Gilbreth, are among the influential management gurus on the Human Relations
Movement.
5. Douglas McGregor
Employees are motivated by several factors
2 sets of assumptions
Theory X (Traditional view of people)
• People have an inherent dislike of work
• Regard work as means of survival & will avoid it whenever possible
• People are lazy – need direction, avoid responsibility, relatively unambitious
• Must be coerced, controlled, directed or even threatened
Theory Y (Optimistic view of human nature)
• People direct themselves towards objectives if their achievements are rewarded
• People want & are eager to work
• They derive a great deal of satisfaction from their work
• They are capable of doing a good job
31
6. Chris Argyris. He belives that there must be greater autonomy & better jobs for workers. IN
addition, the design & structure of the org. should meet the human needs & increase the
satisfaction of organization members
7. Chester Barnard -Father of the systems theory (1938)
• A system has synergy – the whole is greater than the sum of its parts.
• A system is either open (if it interacts with its environment) or close(if it does not)
• It has a system boundary which stands between the sub-system & the environment
• There is process flow in the system
• Feedbacks are necessary for the maintenance of the organization.
Quantitative Approach to Management
The quantitative approach involves the use of quantitative techniques to improve
decision making. This approach has also been labeled operations research of management
science. It includes applications of statistics, optimization models, information models, and
computer simulations
Branches in the Quantitative Management Viewpoint:
a. Management science (or operations research as it has been called) is an approach aimed at
increasing decision effectiveness through the use of sophisticated mathematical models and
statistical methods. This is NOT a term to be used synonymously with either the term
"Scientific Management" described earlier featuring Taylor and others or "The Science of
Management," a term that usually refers broadly, to a deliberate, rational approach to
management issues.
b. Operations Management is the function or field of expertise that is primarily
responsible for the production and delivery of an organization's products and services.
c. Management information systems (MIS) is the name often given to the field of
management that focuses on designing and implementing computer-based
information systems for use by management
III. The Modern Theories of Management/ Systems Concept
A. Contingency perspective/approach
- variety of factors, both internal & external, may affect the org’s performance.
- there is no “best-way” to manage or organize.
Contingencies are situational characteristics and managers adapt their
organizations to the situation.
1. Peter Drucker - an Austrian-born American management consultant, educator,
and author
He wrote about the philosophical and practical foundations of the modern
business corporation. He invented the concept known as management by objectives
(MBO), and he has been described as "the founder of modern management".
2. W. Edwards Deming
32
Deming is best known for his work in Japan after WWII, particularly his work
with the leaders of the Japanese industry. In Japan he was credited with being the
inspiration for what has become known as the Japanese post-war economic miracle
1950 to 1960, rising from the ashes of war to become the second most powerful
economy in the world in less than a decade. He introduced the concept of Total quality
management (TQM). It is an organization-wide efforts to install and make permanent
a climate in which an organization continuously improves its ability to deliver high
quality products and services to customers.
3. Lawrence J. Peter (1968) - managers tend to be promoted to a level of
incompetence
It is based on the fact that promotion decisions in organizations are based on
the performance of employees in their current positions, rather than on how well they
can perform in their new positions.
https://www.thehindu.com/opinion/op-ed/what-is-peter-principle-inmanagement/article19877798.ece
B. The Global Imperative
The world has become a global village and that managers must adopt a global
vision regarding their organizations. Managerial theories, models and perspectives
must be adjusted to the global similarities and differences of people.
1. William Ouchi (1981). He introduced Theory Z or Type Z management and combined the
attributes of Japanese & American approaches to management
Dimensions
Theory Z/Type Z
Length of Employment
Long-term employment
Decision-making
Collective decision-making
Responsibility
Individual responsibility
Promotion
Slow promotion
Mechanism of Control
Implicit, informal control with
explicit formal measures
Career Path
Moderately specialized careers
Concern for Employee
Holistic concern including family
Theory Z is an approach to management based upon a combination of
American and Japanese management philosophies and characterized by, among other
things, long-term job security, consensual decision making, slow evaluation and
promotion procedures, and individual responsibility within a group context.
33
(https://www.referenceforbusiness.com/management/Str-Ti/TheoryZ.html#:~:text=Theory%20Z%20is%20an%20approach,responsibility%20within%20a%20grou
p%20context.)
C. Systems Approach
-its early contributors include Ludwing Von Bertalanfty, Lawrence J.
Henderson, W.G. Scott, Deniel Katz, Robert L. Kahn, W. Buckley and J.D. Thompson
in 1960’s.
Features:
(i) A system consists of interacting elements. It is a set of inter-related and interdependent parts arranged in a manner that produces a unified whole.
(ii) The various sub-systems should be studied in their inter-relationships rather,
than in isolation from each other.
(iii) An organizational system has a boundary that determines which parts are
internal and which are external.
(iv) A system does not exist in a vacuum. It receives information, material and energy
from other systems as inputs. These inputs undergo a transformation process within
a system and leave the system as output to other systems.
(https://www.yourarticlelibrary.com/management/system-approach-to-managementdefinition-features-andevaluation/27897#:~:text=Systems%20approach%20is%20based%20on,parts%20forming%2
0a%20complex%20whole.)
Module 2 References:
https://www.yourarticlelibrary.com/management/system-approach-to-managementdefinition-features-andevaluation/27897#:~:text=Systems%20approach%20is%20based%20on,parts%20forming%2
0a%20complex%20whole.
https://www.britannica.com/topic/Great-Wall-of-China
https://www.zeepedia.com/read.php?historical_overview_of_management_the_egyptian_
pyramid_great_china_wall_principles_of_management&b=54&c=1
https://www.referenceforbusiness.com/management/Str-Ti/TheoryZ.html#:~:text=Theory%20Z%20is%20an%20approach,responsibility%20within%20a%20gro
up%20context.
https://www.business.com/articles/management-theory-of-henri-fayol/
34
https://www.oxfordreference.com/view/10.1093/oi/authority.20110803100540509
https://www.sdsc.edu/ScienceWomen/gilbreth.html
Robbins, S. & Coulter, M. (2012). Management 11th ed., Prentice-Hall. Retrieved from:
https://hostnezt.com/cssfiles/businessadmin/Management%20by%20Robins%2011th%20e
d.pdf
University of the Philippines Visayas
College of Management
35
BA 101 - Introduction to Business Management
STUDY GUIDE: WEEK 4 (8 hours)
The Basic Management Functions and Processes: Planning
INTRODUCTION
Planning is the first core management function. It involves defining the organization’s goals
establishing strategies for achieving those goals and developing specific plans to integrate and coordinate
work activities. One of the biggest keys in decision making is understanding who has the responsibility of
which parts of the decision. In making good decisions, it is very important to have the right people in the
fitting roles.
Objective: At the end of the week, you should be able to:
1. Define the nature and purposes of planning.
2. Articulate the meaning of decision making.
3. Enumerate and apply the steps in the decision-making process.
4. Differentiate the types of problems and identify the appropriate type of decision to address them.
Activity: Management History Mind Maps (approximately 4 hours)
1. Let’s Begin: This activity will help you understand and appreciate the value of planning and decisionmaking in the organization.
2. Read: Study the Module 3 (Week 4). Use the following outline as a guide.
A. Planning
a. Nature and importance of planning
b. Basic steps in planning
c. Types of plans
B. Decision Making
a. Steps in decision making
b. Types of problems and decisions
3. Think: Recall the concepts learned in planning. Read the case “Building a Future” (see attached) and
answer the discussion questions.
4. Dig Deeper: Based on the module, enumerate and define the 4 decision making styles. What kind of
decision maker are you? In what way?
Submission Instruction: Combine answers in # 3 and #4. Label it as Week 4 – Assignment 1. Submit in LMS
not later than _____________.
Resources
https://opentextbc.ca/principlesofmanagementopenstax/chapter/the-planning-process/#ch17rfin-14
Robbins, S. & Coulter, M. (2012). Management 11th ed., Prentice-Hall. Retrieved from:
https://hostnezt.com/cssfiles/businessadmin/Management%20by%20Robins%2011th%20ed.pdf
36
Mgt. 101
Module 3 (Week 4)
The Basic Management Functions and Processes (Planning)
Prof. Ma. Rhona P. Beriales
Ms. Ysabella P. Cainglet
I.
INTRODUCTION
Planning is the first core management function. It involves defining the organization’s goals
establishing strategies for achieving those goals and developing specific plans to integrate and
coordinate work activities. One of the biggest keys in decision making is understanding who has the
responsibility of which parts of the decision. In making good decisions, it is very important to have
the right people in the fitting roles.
II.
LEARNING OUTCOMES
11. Define the nature and purposes of planning.
12. Articulate the meaning of decision making.
13. Enumerate and apply the steps in the decision making process.
14. Differentiate the types of problems and identify the appropriate type of decision to
address them.
III.
NUMBER OF MEETINGS
1 Week
IV.
KEY OUTPUT OF STUDENTS
Case Analysis
Short Write-up
V.
OUTLINE
J.
Planning
e. Nature and importance of planning
f. Basic steps in planning
g. Types of plans
K. Decision Making
c. Steps in decision making
d. Types of problems and decisions
37
VI.
DISCUSSION
Planning
Planning involves defining the organization’s goals establishing strategies for
achieving those goals and developing specific plans to integrate and coordinate work
activities. Planning is considered as the primary management function because it
establishes the basis for all other things managers do.
4 Basic Reasons Why Managers Plan
1. Planning provides direction to managers and non-managers alike.
2. Planning reduces uncertainty by forcing managers to work ahead.
3. Planning minimizes waste and redundancy.
4. Planning establishes goals or standards.
Planning and Performance
Studies show that generally, there is a positive relationship between planning and
performance.
1. Formal planning is associated with positive financial results e.g. higher profits, higher
return on assets, etc.
2. Doing a good job in planning and implementing those plans play a bigger part in high
performance than how much planning is done.
3. In those studies where formal planning that did not lead to higher performance, the
external environment often was the culprit.
4. The planning-performance relationship seems to be influenced by the planning time
frame. At least 4 years of formal planning is required before it begins to affect
performance.
Steps in Goal Setting
1. Review the organization’s mission or purpose. A mission is a broad statement of an
organization’s purpose that provides an overall guide to what organizational members
think is important.
2. Evaluate available resources. Goals should be challenging and realistic. If the resources
you have to work with won’t allow you to achieve a goal no matter how hard you try or
how much effort is exerted.
3. Determine the goals individually or with input from others. The goals reflect desired
outcomes and should be congruent with the organizational mission and goals. These goals
should be measurable, specific, and include a time frame for accomplishment. I set goals
by carefully studying historic business data and realistically exceeding our past
performance by adding incentives and making use of new and innovative marketing
approaches.
4. Specific objectives are collaboratively set with all department members.
5. Action plans, defining how objectives are to be achieved, are specified and agreed upon
by managers and employees.
38
6. The action plans are implemented.
7. Progress toward objectives is periodically reviewed, and feedback is provided.
8. Successful achievement of objectives is reinforced by performance-based rewards.
Characteristics of Well-Written Goals
• Written in terms of outcomes rather than actions
• Measurable and quantifiable
• Clear as to a time frame
• Challenging yet attainable
• Written down
• Communicated to all necessary organizational members
Aspects of Planning
•
•
•
•
A. Goals (Objectives)
desired outcomes;
they guide management decisions;
they form the criteria against which work results are measured
often described as essential elements of panning
B. Plans
-documents that outline how goals are to be met
examples are:
o Resource allocation
o Human Resource & Development Plan
o Schedules
o Marketing Plan
Reference: Robbins, S. & Coulter, M. (2012)
Planning Process
Step 1: Developing an awareness of the present state
This foundation specifies an organization’s current status, pinpoints its
commitments, recognizes its strengths and weaknesses.
Step 2: Establishing the outcome statement
It means deciding where the organization is headed or is going to end up.
Outcome statements can be constructed around specific goals or framed in terms of
moving in a particular direction toward a viable set of outcomes. In goal planning,
people set specific goals in this step.
Step 3: Premising
In this step of the planning process, managers establish the premises, or
assumptions, on which they will build their action statements. The quality and success
of any plan depend on the quality of its underlying assumptions.
39
Step 4: Determining the course of action
The course of action determines how an organization will get from its current
position to its desired future position (goal). Good decision making is needed in
choosing the best action to pursue among the competing alternatives.
Step 5: Formulating supportive plans
Managers need to develop one or more supportive or derivative plans to
elaborate, reinforce, and explain their basic plan.
* Planning feeds controlling by establishing the standards against which behavior will
be evaluated during the controlling process.
https://opentextbc.ca/principlesofmanagementopenstax/chapter/the-planningprocess/#ch17rfin-14
Types of Plans
a. According to Breadth /Scope
• Strategic Plans -plans that apply to the entire organization and establish the
organization’s overall goals
• Operational Plans - plans that encompass a particular operational area of the
organization
b. According to Time Frame
• Long-term plans - plans with a time frame of more than 3 years
• Intermediate plans - covers more than 1 year but less than 3 years
• Short-term plans- covers one year or less
c. According to Specificity
• Specific Plans -clearly defined plans
• Directional Plans - flexible plans that set out general guidelines
d. According to Use
• Single-use Plans - a one-time plan intended to address the needs of a unique situation
• Standing Plans - ongoing plans that guide activities performed repeatedly
Examples: policies, rules & procedures
Decision Making
Decision- a choice from two or more alternatives
Decision-Making – the process of identifying a problem and decision criteria and
allocating weights to the criteria, developing, analyzing, and selecting an alternative
that can resolve the problem, implementing the selected alternative
and evaluating the decision’s effectiveness
Steps in Decision Making
40
1. Identify the problem
A problem is a discrepancy between an existing and desired state of affairs.
Characteristics of Problems
a. A problem becomes a problem when a manager becomes aware of it.
b. There is pressure to solve the problem.
c. The manager must have the authority, information, or resources needed
to solve the problem
2. Identifying Decision Criteria
Decision criteria are factors that are important (relevant) to resolve the problem.
a. Costs that will be incurred (investments required)
b. Risks likely to be encountered (chance of failure)
c. Outcomes that are desired (growth of the firm)
3. Allocating Weights to the Criteria
Decision criteria are not of equal importance:
Assigning a weight to each item places the items in the correct
priority order of their importance in the decision-making process.
4. Identifying viable alternatives
Alternatives are listed (without evaluation) that can resolve the
problem.
5. Analyzing alternatives
Appraising each alternative’s strengths and weaknesses.
An alternative’s appraisal is based on its ability to resolve the issues identified in
steps 2 and 3.
6. Choosing the best alternative
The alternative with the highest total weight is chosen.
7. Putting the chosen alternative into action.
Conveying the decision to and gaining commitment from those who will carry
out the decision.
8. Evaluating the Decision’s Effectiveness
The soundness of the decision is judged by its outcomes.
a. How effectively was the problem resolved by outcomes resulting
from the chosen alternatives?
b. If the problem was not resolved, what went wrong?
Types of Problems and Decisions
A. Structured Problems
➢ Involve goals that clear.
➢ Are familiar (have occurred before).
➢ Are easily and completely defined—information about the problem is
available and complete.
B. Programmed Decision
➢ A repetitive decision that can be handled by a routine approach.
Types of Programmed Decisions
41
A. Policy - general guideline for making a decision about a structured problem.
B. Procedure - a series of interrelated steps that a manager can use to respond
(applying a policy) to a structured problem.
C. Rule - an explicit statement that limits what a manager or employee can or cannot
do.
Problems and Decisions
A. Unstructured Problems
➢ Problems that are new or unusual and for which information is ambiguous
or incomplete.
➢ Problems that will require custom-made solutions.
B. Nonprogrammed Decisions
➢ Decisions that are unique and nonrecurring.
➢ Decisions that generate unique responses.
Programmed vs. Non-programmed Decisions
Reference: Robbins, S. & Coulter, M. (2012)
Module 3 References:
https://opentextbc.ca/principlesofmanagementopenstax/chapter/the-planning-process/#ch17rfin-14
Robbins, S. & Coulter, M. (2012). Management 11th ed., Prentice-Hall. Retrieved from:
https://hostnezt.com/cssfiles/businessadmin/Management%20by%20Robins%2011th%20ed.pdf
42
1. Could a company even plan for this type of situation? If yes, how? If not, why not?
2.
small flower grower in Kenya?
3.
these plans would be important.
4.
abitat for Humanity is a nonprofit, ecumenical Christian housing ministry whose mission is to “eliminate
poverty and homelessness from the world and to make decent shelter a matter of conscience and
action.” 39 The organization was founded by Millard and Linda Fuller in 1976 in Americus, Georgia. More
than 300,000 Habitat houses have been built, sheltering more than 1.5 million people around the world. These
houses can be found in all 50 states of the United States, the District of Columbia, Guam, Puerto Rico, and more
than 90 countries around the world. “Thousands of low-income families have found new hope in this form of
affordable housing.”
Habitat’s approach is simple. Families in need of decent housing apply to local Habitat for Humanity
affiliates. Homeowners are chosen based on their level of need, their willingness to become partners in the
program, and their ability to repay the loan. And that’s the unique thing about Habitat’s approach. It’s not a
giveaway program. Families chosen to become homeowners have to make a down payment and monthly
mortgage payments, and invest hundreds of hours of their own labor into building their Habitat home and
helping build other Habitat houses. Habitat volunteers provide labor and donations3 of money and materials
as well. (Maybe some of you have helped in a Habitat build.)
In 2009, J. Ronald Terwilliger, a former CEO of housing developer Trammell Crow Residential Co., who also
has been a long-time member of Habitat’s board of directors, made a $100 million commitment to Habitat. He
says that “through his work with Habitat and in the private sector, he’s witnessed the depths of poverty, seeing
people living in cardboard shacks and unspeakable filth, as well as the struggle for middle-class families to find
affordable housing.” According to the Center on Philanthropy at Indiana University, “It’s one of the largest gifts
in recent years to a group devoted to social services.” Terwilliger’s gift is intended to give people a helping hand
toward a decent, safe clean home. And it’s intended to send a message to other philanthropists to “step up
their giving.” As for Habitat, its CEO, Jonathan Reckford, said, “This is a chance to have a really deep impact.”
Having that type of impact when the needs now are greater than ever is a definite planning challenge for the
organization and its managers.
43
1. What role do you think goals would play in planning for the wise use of this gift? List some
goals you think might be important. (Make sure these goals have the characteristics of
well-written goals.)
2. What types of plans would be needed in wisely using this gift? (For instance, long-term
or short-term, or both?) Explain why you think these plans would be important.
3. What contingency factors might affect the planning Habitat executives have to do for the
wise use of this gift? How might those contingency factors affect the planning?
4. What planning challenges do you think Habitat executives face with getting the most use
out of this gift? How should they cope with those challenges?
44
University of the Philippines Visayas
College of Management
BA 101 - Introduction to Business Management
STUDY GUIDE: WEEK 5 (6 hours)
The Basic Management Functions and Processes: Organizing
INTRODUCTION
We are quite familiar with the term “organizing.” But what is organizing in the management
context? In this module you will understand what organizing is, and why it matters to an organization.
Objective: This activity will make you appreciate the importance of planning not just in the Management
context but also as the starting point of projects.
1. Let’s Begin: This activity will help you make sense of the different concepts under organizing and staffing.
2. Read: Study the Module 4 (Week 5). Use the following outline as a guide.
A. Organizing
a. Definition of organizing
b. Six elements of organizational design
c. Mechanistic and organic structures
B. Staffing
a) Human Resource Planning
b) Recruitment
c) Selection
Activity 1: Organizational Charts (approximately 3 hours)
1. Each team will study the organizational chart of three companies under one industry (group of
companies that offer similar products or services) of their choice.
2. Present the 3 Org. Charts and summarize the characteristics of each organizational chart. Analyze the
pros and cons of each structure.
3. Using the identified ideal characteristics of an organizational chart, make your own metrics/criteria and
compare the different organizational charts in table form.
4. Rank the organizational charts based on the criteria that you have identified.
5. Use the following guide questions in your analysis:
a. For you, what makes an organizational structure effective?
b. How can the said companies improve their structure to make it more adaptable to a
major external threat, specifically this pandemic?
Reference:
45
Chapters 10 & 11. Management by Robbins and Coulter (2012)
Activity 2: Think. Case Application: Virus Hunters (approximately 2 hours)
Objective: This activity will be an application of the concepts you have learned in the chapter.
Task: Look for the case entitled Virus Hunters in Chapter 11 of Management by Robbins and Coulter (2012),
answer the guide questions about the case. A copy of the case is attached here for your convenience.
Activity 3: Dig Deeper: Watch and Analyze: Holacracy (approximately 2 hours)
Objective: Organizing techniques are also evolving due to the changing times. Some companies have
adopted Holacracy in their business structures.
Task:
1. Go to Youtube, and check:
a. Ted Talk entitled Holacracy: A Radical Approach to Management by Brian Robertson.
b. https://www.youtube.com/watch?v=MUHfVoQUj54
(Or you can watch short videos on what Holacracy is.)
2. Answer the following questions:
a. What is your understanding of Holacracy?
b. What makes Holacracy different from traditional organizational structures?
c. Is this new approach applicable to Philippine businesses? Explain your answer.
Submission Instruction:
a.
b.
c.
d.
Activities here are considered as quiz.
Accomplish the task per team. Please see attached sheet for the team composition.
Don’t forget to list the team members in your output.
Format your answer using the word document, A4 paper size, Arial or Times New
Roman # 12 with citation & list of references.
e. Save the 3 activities in 1 file. Follow this file format: Course.section.team no. (ex.
MGT101.3.Team1).
f. Only 1 member of the team will send the answer to _______ not later than
___________.
References:
Chapter 10. Robbins, S. & Coulter, M. (2012). Management 11th ed., Prentice-Hall. Retrieved from:
https://hostnezt.com/cssfiles/businessadmin/Management%20by%20Robins%2011th%20ed.pdf
Holacracy: A Radical Approach to Management by Brian Robertson, retrieved from
https://www.youtube.com/watch?v=tJxfJGo-vkI
https://www.youtube.com/watch?v=MUHfVoQUj54
Staffing.https://startupstrings.com/characteristics-ofstaffing/#:~:text=The%20meaning%20of%20staffing%20according,do%20work%20in%20an%20organizati
on.
46
1. Describe and evaluate what Alan Mulally did at Ford Motor Company.
2. What structural implications arise from Mulally’s description of Ford being world-class?
3. What types of adaptive organizational designs discussed in this chapter might be needed as
Ford continues to pursue its vision of One Ford...One Team...One Plan...One Goal? For
each design that you think is appropriate, describe what it is and how the company might
use it.
4. What does this case story tell you about how a company’s vision and plans affect its
structure?
CASE APPLICATION
“
magine what life would be like if your product were never finished, if your work were never done, if your
market shifted 30 times a day. The computer-virus hunters at Symantec Corp. don’t have to imagine.”
64
That’s the reality of their daily worklife. At the company’s Response Lab in Santa Monica, California,
described as the “dirtiest of all our networks at Symantec,” software analysts collect viruses and other
suspicious code and try to figure out how they work so security updates can be provided to the company’s
customers. There’s even a hazardous materials box by the door to the lab marked DANGER where they
putall the disks, tapes, and hard drives with the nasty viruses that need to be completely disposed of.
Symantec’s situation may seem unique, but the company, which makes content and network security
software for both consumers and businesses, reflects the realities facing many organizations today: quickly
shifting customer expectations and continuously emerging global competitors that have drastically
shortenedproduct life cycles.
The launch of the Blaster-B worm changed the company’s approach to dealing with viruses. The domino
effect of Blaster-B and other viruses spawned by it meant that frontline software analysts were working
around the clock for almost two weeks. The “employee burn-out” potential made the company realize that
itsvirus-hunting team had to be much deeper talent-wise. Now, the response center’s team numbers in the
hundreds and managers rotate people from the front lines, where they’re responsible for responding to new
security threats that crop up, into groups where they can help with new-product development. Others write
internal research papers. Still others are assigned to develop new tools that will help their colleagues battle
the next wave of threats. There’s even an individual who tries to figure out what makes the virus writers
tick—and the day never ends for these virus hunters. When Santa Monica’s team finishes its day, colleagues
in Tokyo take over. When the Japanese team finishes its day, it hands off to Dublin, who then hands back
toSanta Monica for the new day. It’s a frenetic, chaotic, challenging work environment that spans the
entireglobe.
But the security experts realize that despite their team’s best efforts, “they’re losing the battle.” They plan to
add another line of defense and use the power of people to hunt down the cybercriminals by “recruiting victims
and other computer users to help them go on the offensive and track down the hackers.” Rowan Trollope,
senior vice president for consumer products at Symantec, says, “It’s time to stop building burglar alarms to
keep people out and go after the bad guys.” Thus, at the introduction of its new Norton Internet Security
47
system, Symantec is now asking customers to opt in to a program that will collect data about attempted computer intrusions and then forward the information to authorities.
1. How might the nature of what the virus hunters do affect the most appropriate structure
for getting work done efficiently and effectively?
2. In fighting the onslaught of computer viruses, what will be the challenges of managing a
team of professionals and a group of customer “volunteers”?
3. What types of adaptive organizational designs discussed in this chapter might be most
appropriate for Symantec to most effectively manage its professionals and its customer
volunteers? Explain your choices.
48
Mgt. 101
Module 4 (Week 5)
Basic Management Functions and Processes: Organizing
Prof. Ma. Rhona P. Beriales
Ms. Ysabella P. Cainglet
I. INTRODUCTION
We are quite familiar with the term “organizing.” But what is organizing in the management
context? In this module you will understand what organizing is, and why it matters to an organization.
II. LEARNING OUTCOMES
1. Define organizing
2. Describe six key elements in organizational design
3. Contrast mechanistic and organic structures and discuss the contingency factors
that favor either of them
4. Discuss the tasks associated with identifying and selecting and maintaining
competent employees
III. Number of Meetings
1
Week
IV. Key Output of Students
Quiz
Case Analysis
V. Outline
A. Organizing
a. Definition of Organizing
b. Six elements of organizational design
c. Mechanistic and organic structures
B. Staffing
a. Human Resource Planning
b. Recruitment
c. Selection
VI.
Discussion
Organizing
Organizing has the following purposes:
• Divides work to be done into specific jobs and departments
• Assigns tasks and responsibilities associated with individual jobs
• Coordinates diverse organizational tasks
• Clusters jobs into units
• Establishes relationships among individuals, groups, and departments
• Establishes formal lines of authority
• Allocates and deploys organizational resources
49
In organizing we talk about organizational structure which is the formal arrangement of jobs within an
organization. When the structure is changed, this is referred to as organizational design. Organizational
Design has six key elements:
1. Work specialization: dividing work activities into separate job tasks
2. Departmentalization: how jobs are grouped together
a. Functional: groups jobs according to function
b. Geographical: groups jobs according to geographic region
c. Product: groups jobs by product line
d. Process: groups jobs based on specific and unique customers who have common
needs
3. Chain of Command: line of authority extending from upper organizational levels to lower
levels, which clarifies who reports to whom
a. Authority: refers to the rights inherent in a managerial position to tell people what to
do and to expect them to do it
b. Responsibility: obligation or expectation to perform
c. Unity of Command: a person should report to only one manager
4. Span of Control: the number of employees a manager can efficiently and effectively manage
5. Centralization: the degree to which decision making takes place at the upper levels of the
organization
Decentralization: the more lower-level employees provide input or make decisions
6. Formalization: refers to how standardized an organization’s jobs are and the extent to which
employee behavior is guided by rules and procedures
Organizational structures can either be mechanistic or organic. Mechanistic structures (or
bureaucracy) are formed with adherence to the six elements of the structure. But with changing times,
organizations have begun to adopt an organic structure that is highly adaptive and flexible. A clearer
differentiation of mechanistic and organic structures can be found below:
•
•
•
•
•
•
Mechanistic
High specialization
Rigid departmentalization
Clear chain of command
Narrow spans of control
Centralization
High formalization
•
•
•
•
•
•
Organic
Cross-functional teams
Cross-hierarchical teams
Free flow of information
Wide spans of control
Decentralization
Low formalization
Staffing
50
According to Koontz and O’Donnell “Staffing involves manning the organization structure
through proper and effective selection appraisal and development of personal to fill the roles designed
into the structure.” (Reference: https://startupstrings.com/characteristics-ofstaffing/#:~:text=The%20meaning%20of%20staffing%20according,do%20work%20in%20an%20organizati
on.)
Basic Steps in Staffing
A. Human resource planning is the process by which managers ensure that they have the right
number and kinds of capable people in the right places and at the right times. Through human
resource planning, organizations avoid sudden people shortages and surpluses. HR planning
entails two steps: (1) assessing current human resources, and (2) meeting future HR needs.
Human resource planning aims to ensure that the organization has the right number and kinds
of capable people in the right places and at the right time.
Job analysis - an assessment that defines jobs and the qualifications necessary to perform them
Job description -a written statement that describes a job
Job specification -a written statement of the minimum qualifications that a person must
possess to perform a given job successfully
B. Recruitment—that is, locating, identifying, and attracting capable applicants; decruitment
means reducing the organization’s workforce
Decruitment Strategies: lay-off, early retirement, job sharing, transfer, firing, etc.
C. Selection - screening job applicants to determine who is best qualified for the job
Common selection tools: application forms, written test, performance-simulation
test, interview, background investigation and physical exam
Module 4 Reference:
Chapter 10. Robbins, S. & Coulter, M. (2012). Management 11th ed., Prentice-Hall. Retrieved from:
https://hostnezt.com/cssfiles/businessadmin/Management%20by%20Robins%2011th%20ed.pdf
Holacracy: A Radical Approach to Management
https://www.youtube.com/watch?v=tJxfJGo-vkI
by
Brian
Robertson,
retrieved
from
https://www.youtube.com/watch?v=MUHfVoQUj54
Staffing.https://startupstrings.com/characteristics-ofstaffing/#:~:text=The%20meaning%20of%20staffing%20according,do%20work%20in%20an%20organizati
on.
University of the Philippines Visayas
College of Management
51
BA 101 - Introduction to Business Management
STUDY GUIDE: WEEK 6 (8 hours)
The Basic Management Functions and Processes: Leading
INTRODUCTION
Leaders are crucial as they steer the organization towards a certain direction. But while there are
good leaders, there are also bad leaders. This section will make you understand what leadership is, what
theories are practiced by effective leaders, and how you can be good leaders.
Activity 1: What is a Leader? (approximately 4 hours)
1. Let’s Begin: This activity will orient you on what leadership is and why managers are leaders.
2. Read: Study Module 5 (Week 6). Use the following outline as a guide:
a.
b.
c.
d.
Definition of leadership
Behavioral theories of leadership
Contingency theories of leadership
Contemporary Views of Leadership
3. Think: Read various on-line references and identify a business leader whom you believe is
leading his or her company in the right direction during this pandemic. Who is that leader?
What is the name of the company?
4. Dig Deeper: In connection to your answer in no. 3, apply the principles of leadership which
you have learned in the resources, answer the following questions:
a. What are the characteristics of the business leader which make him or her a role
model?
b. What leadership theory is he or she espousing?
c. What leadership lessons is the business leader teaching future managers like you?
*Refer to the LMS for the submission instruction.
Main Resources:
Chapter 13, Principles of Management (2019)
Chapters 17, Management by Robbins and Coulter (2012)
What is Leadership? Retrieved from https://www.forbes.com/sites/kevinkruse/2013/04/09/what-isleadership/#6b6630c75b90
52
Activity 2: Me as a Leader (approximately 1 hour)
Objective: This will help you discover your leadership potential.
Task:
1. Go to mindtools.com and take the test entitled How Good Are Your Leadership Skills?
2. Analyze your results, and state whether you agree or disagree with it.
3. Share your results with your classmates.
Main Resources:
Chapters 17, Management by Robbins and Coulter (2012)
How Good Are Your Leadership Skills, retrieved from
https://www.mindtools.com/pages/article/newLDR_50.htm
Activity 3: Case Application: Growing Leaders (approximately 1 hour)
Objective: This activity will be an application of the concepts you have learned in the chapter.
Task: In Chapter 17 of Management by Robbins and Coulter (2012), answer the guide questions following
the case entitled Growing Leaders. (Please see the attached case).
Main Resource:
Chapter 17, Management by Robbins and Coulter (2012)
*Note: The student is free to choose 1 out of 3 activities to accomplish.
References:
Chapter 13, Principles of Management (2019)
https://opentextbc.ca/principlesofmanagementopenstax/chapter/the-planning-process/#ch17rfin-14
Chapter 17. Robbins, S. & Coulter, M. (2012). Management 11th ed., Prentice-Hall. Retrieved from:
https://hostnezt.com/cssfiles/businessadmin/Management%20by%20Robins%2011th%20ed.pdf
How
Good
Are
Your
Leadership
https://www.mindtools.com/pages/article/newLDR_50.htm
Skills,
retrieved
from
What is Leadership? Retrieved from https://www.forbes.com/sites/kevinkruse/2013/04/09/what-isleadership/#6b6630c75b90
53
Mgt. 101
Module 5 (Week 6)
Basic Management Functions and Processes: Leading
Prof. Ma. Rhona P. Beriales
Ms. Ysabella P. Cainglet
I. INTRODUCTION
An organization is composed of people with different personal characteristics and qualifications.
Making everyone to participate and work well to achieve group goals is very challenging. Leadership is an
art of influencing others to cooperate for the achievement of organizational goals.
II. LEARNING OUTCOMES
1. Define leadership
2. Explain the leadership process
3. Compare and contrast early theories of leadership as well as contemporary views of leadership
4. Discuss and appreciate the lessons in leading people and organizations as taught by some of the
world’s great leaders
III. NUMBER OF MEETINGS
1 Week
IV. KEY OUTPUT OF STUDENTS
Learning Log
Short Write-up
V. OUTLINE
A. Definition of leadership
B. Behavioral theories of leadership
C. Contingency theories of leadership
D. Contemporary views of leadership
VI. DISCUSSION
A leader is someone who can influence others and who has managerial authority. Leadership is the
process of leading a group and influencing that group to achieve its goals.
Seven Traits Associated with Leadership (Kirkpatrick and Locke, 1991):
1. Drive
2. Desire to lead
3. Honesty and integrity
4. Self-confidence
5. Intelligence
6. Job-relevant knowledge
7. Extraversion
Early Leadership Theories include Behavioral Theories of Leadership. Among the more popular ones are:
A. Leadership Styles (University of Iowa)
54
a. Democratic Style: involving subordinates, delegating authority, and encouraging
participation
b. Autocratic Style: dictating work methods, centralizing decision making, and limiting
participation
c. Laissez-faire Style: giving group freedom to make decisions and complete work
Conclusion: Democratic style of leadership was most effective, although later studies
showed mixed results.
B. Leadership Styles (Ohio State)
a. Consideration: being considerate of followers’ ideas and feelings
b. Initiating structure: structuring work and work relationships to meet job goals
Conclusion: High–high leader (high in consideration and high in initiating structure)
achieved high subordinate performance and satisfaction, but not in all situations.
C. Leadership Styles (University of Michigan)
a. Initiating structure: structuring work and work relationships to meet job goals
b. Employee oriented: emphasized interpersonal relationships and taking care of
employees’ needs
c. Production oriented: emphasized technical or task aspects of the job
Conclusion: Employee-oriented leaders were associated with high group productivity and
higher job satisfaction.
D. Managerial Grid
a. Concern for people: measured leader’s concern for subordinates
b. Concern for production: measured leader’s concern for getting job done
Conclusion: Leaders performed best with a 9,9 style (high concern for production and high
concern for people).
Under the Contingency Theories of Leadership are:
A. The Fiedler Model: effective group performance depended upon properly matching the
leader’s style and the amount of control and influence in the situation
B. Hersey and Blanchard’s Situational Leadership Theory. The leadership style depends on
employee readiness. Readiness refers to the extent to which people have the ability and
willingness to accomplish a specific task. Categories of employee readiness:
a. R1: People are both unable and unwilling to take responsibility for doing something.
Followers aren’t competent or confident.
b. R2: People are unable but willing to do the necessary job tasks. Followers are
motivated but lack the appropriate skills.
c. R3: People are able but unwilling to do what the leader wants. Followers are
competent but don’t want to do something.
d. R4: People are both able and willing to do what is asked of them.
Hersey and Blanchard identified 2 leadership dimensions: task and relationship.
4 Leadership Styles
1. Telling (high task–low relationship): The leader defines roles and tells people
what, how, when, and where to do various tasks; appropriate for R1.
55
2. Selling (high task–high relationship): The leader provides both directive and
supportive behavior; appropriate for R2.
3. Participating (low task–high relationship): The leader and followers share in
decision making; the main role of the leader is facilitating and communicating;
appropriate for R3.
4. Delegating (low task–low relationship): The leader provides little direction or
support; appropriate for R4.
C. The Path-Goal Model (Robert House): the leader’s job is to assist followers in attaining their
goals and to provide direction or support needed to ensure that their goals are compatible
with the goals of the group or organization
a. Directive leader: Lets subordinates know what’s expected of them, schedules work to
be done and gives specific guidance on how to accomplish tasks.
b. Supportive leader: Shows concern for the needs of followers and is friendly.
c. Participative leader: Consults with group members and uses their suggestions before
making a decision.
d. Achievement-oriented leader: Sets challenging goals and expects followers to
perform at their highest level.
Under the Contemporary Views of Leadership are:
B. Leader-Member Exchange Theory: leaders create in-groups and out-groups and those in the
in-group will have higher performance ratings, less turnover, and greater job satisfaction
C. Transformational-Transactional Leadership:
a. Transactional Leader: leaders that primarily lead using social exchanges
(transactions); e.g. lead or motivate by giving rewards in exchange for productivity
b. Transformational Leader: stimulates and inspires followers to achieve extraordinary
outcomes;
D. Charismatic-Visionary Leadership:
a. Charismatic Leader: Enthusiastic, self-confident leader whose personality and actions
influence people to behave in certain ways
Five characteristics of charismatic leaders: they have a vision, the ability to
articulate that vision, a willingness to take risks to achieve that vision, sensitivity to
both environmental constraints and follower needs, and behaviors that are out of the
ordinary.
b. Visionary Leadership: The ability to create and articulate a realistic, credible, and
attractive vision of the future that improves upon the present situation.
An organization’s vision should offer clear and compelling imagery that taps
into people’s emotions and inspires enthusiasm to pursue the organization’s goals.
E. Team Leadership – embracing the team leaders’ role as coach, liaison with external
constituencies, conflict manager and troubleshooter
Module 5 Reference:
Chapter 13, Principles of Management (2019)
https://opentextbc.ca/principlesofmanagementopenstax/chapter/the-planning-process/#ch17rfin-14
Chapter 17. Robbins, S. & Coulter, M. (2012). Management 11th ed., Prentice-Hall. Retrieved from:
https://hostnezt.com/cssfiles/businessadmin/Management%20by%20Robins%2011th%20ed.pdf
56
How
Good
Are
Your
Leadership
https://www.mindtools.com/pages/article/newLDR_50.htm
Skills,
retrieved
from
What is Leadership? Retrieved from https://www.forbes.com/sites/kevinkruse/2013/04/09/what-isleadership/#6b6630c75b90
57
University of the Philippines Visayas
College of Management
BA 101 - Introduction to Business Management
STUDY GUIDE: WEEK 7 (8 hours)
Basic Management Functions and Processes: Leading
(Motivation and Organizational Communication)
INTRODUCTION
Effective managers can motivate employees to draw and sustain favorable work attitude.
Motivation refers to the factors that help elicit the best performance among employees. An effective
communication system is essential in motivation. In this module, you will learn the basic concepts of
motivation and communication in the context of Management, and how these can be effectively used to
improve organizational performance.
Activity 1: Employee Interview
Task:
1. Let’s Begin: This activity will help you acknowledge the value of motivation and communication within
an organization to achieve organizational goals, especially during a challenging period.
2. Read and Interview: Study the succeeding module as well as the references stated in the list. Then get
in touch with a family member who is an employee of a business organization.
Read the module and find the important information based on the following outline:
A. Motivation
a. Definition of motivation
b. Theories of motivation
i. Early theories of motivation
ii. Contemporary theories of motivation
B. Organizational Communication
a. Definition of communication
b. Functions of communication
c. Types of communication
d. Barriers to effective communication
e. Overcoming the barriers to communication
f. Communication during crisis
3. Think: Applying the concepts you have learned in the reading materials, conduct an interview with the
identified family member, guided by the following questions:
c. What type of communication structure is being practiced in your organization?
d. How has the pandemic (work from home, government policies, etc.) affected the
communication structure in your organization?
e. What are the advantages and disadvantages of technology in organizational
communication, in the context of your work?
58
f.
What tips can you impart to improve communication in your organization?
4. Dig Deeper: Analyze the answers of your family member. Combine learning in your assignment and the
concepts that you have learned. Give at least 3 important points to consider by the manager in maintaining
effective organizational communication.
References:
Chapter 16. Robbins and Coulter (2012). Management 11th Edition. Pearson Education, Inc
Two-factor theory. https://courses.lumenlearning.com/wmintrobusiness/chapter/reading-two-factortheory/
Chapter 10. Principles of Management, 2019. https://openstax.org/details/books/principlesmanagement
Chapter 14. Robbins & Coulter (2018). Management 14th ed. Pearson Educational Limited.
5 Tips for Communicating with Employees During a Crisis, retrieved from https://hbr.org/2020/07/5-tipsfor-communicating-with-employees-during-a-crisis
59
Mgt. 101
Module 6 (Week 7)
Basic Management Functions and Processes: Leading (Motivation and
Organizational Communication)
Prof. Ma. Rhona P. Beriales
I. INTRODUCTION
Effective managers can motivate employees to draw and sustain favorable work attitude. Motivation
refers to the factors that help elicit the best performance among employees. An effective communication
system is essential in motivation. In this module, you will learn the basic concepts of motivation and
communication in the context of Management, and how these can be effectively used to improve
organizational performance.
II. LEARNING OUTCOMES
15. Define motivation
16. Compare and contrast the different theories on motivation and how these theories impact
on organizational productivity
17. Define communication and its functions
18. Discuss the types of communication
19. Identify barriers to effective communication and suggest strategies to address them
20. Explain how to communicating with employees during a crisis
III. NUMBER OF MEETINGS
1 Week
IV. KEY OUTPUT OF STUDENTS
Learning Log
Short Interview
V. OUTLINE
D. Motivation
a. Definition of motivation
b. Theories of motivation
i. Early theories of motivation
ii. Contemporary theories of motivation
E. Organizational Communication
a. Definition of communication
b. Functions of communication
c. Types of communication
d. Barriers to effective communication
e. Overcoming the barriers to communication
f. Communication during crisis
60
VI. DISCUSSION
Motivation
Motivation - the result of an interaction between the person and a situation; it is not a
personal trait; it is the process by which a person’s efforts are energized, directed, and sustained
towards attaining a goal
This definition has three key elements:
a. Energy. The energy element is a measure of intensity, drive, and vigor. A motivated
person puts forth the effort and works hard.
b. Direction. High levels of effort don’t necessarily lead to favorable job performance
unless the effort is channeled in a direction that benefits the organization. The effort
that’s directed toward, and consistent with, organizational goals is the kind of effort
we want from employees.
c. Persistence. Organizations need employees who exert effort to achieve
organizational goals.
Motivation works best when individual needs are compatible with organizational
goals.
Early theories of motivation
1. Maslow’s Hierarchy of Needs Theory
Needs were categorized as five levels of lower- to higher-order needs.
- Individuals must satisfy lower-order needs before they can
satisfy higher-order needs.
- Satisfied needs will no longer motivate.
- Motivating a person depends on knowing at what level that
person is on the hierarchy.
Hierarchy of needs
- Lower-order (external): physiological, safety
- Higher-order (internal): social, esteem, self-actualization
Levels of Needs:
a. Physiological needs: A person’s needs for food, drink, shelter, sex, and other physical
requirements.
b. Safety needs: A person’s needs for security and protection from physical and
emotional harm, as well as assurance that physical needs will continue to be met.
c. Social needs: A person’s needs for affection, belongingness, acceptance, and
friendship.
d. Esteem needs: A person’s needs for internal esteem factors such as self-respect,
autonomy, and achievement and external esteem factors such as status, recognition,
and attention.
61
e. Self-actualization needs: A person’s needs for growth, achieving one’s potential, and
self-fulfillment; the drive to become what one is capable of becoming.
2. McGregor’s Theory X and Theory Y
▪ Theory X: Assumes that workers have little ambition, dislike work, avoid
responsibility, and require close supervision.
▪ Theory Y: Assumes that workers can exercise self-direction, desire responsibility, and
like to work.
Assumption: Motivation is maximized by participative decision making, interesting jobs, and
good group relations.
3. Herzberg’s Motivation-Hygiene Theory
Job satisfaction and job dissatisfaction are created by different factors:
a. Hygiene factors: extrinsic (environmental) factors that create job dissatisfaction.
b. Motivators: intrinsic (psychological) factors that create job satisfaction.
Attempted to explain why job satisfaction does not result in increased performance.
The opposite of satisfaction is not dissatisfaction, but rather no satisfaction.
Diagram Reference:https://courses.lumenlearning.com/wmintrobusiness/chapter/reading-two-factor-theory/
4. Three-Needs Theory (McClelland)
a. Need for achievement (nAch): The drive to excel, to achieve in relation to set of standards,
and succeed.
b. Need for power (nPow) : The need to influence the behavior of others
c. Need of affiliation (nAff): The desire for friendly and interpersonal relationships
Contemporary Theories of motivation
1. Goal-Setting Theory: Proposes that setting goals that are accepted, specific, and challenging
yet achievable will result in higher performance than having no or easy goals.
Benefits of Participation in Goal-Setting
Increases the acceptance of goals.
Fosters commitment to difficult, public goals.
Provides for self-feedback (internal locus of control) that guides behavior and
motivates performance (self-efficacy).
62
2. Reinforcement Theory (BF Skinner): Assumes that the desired behavior is a function of its
consequences, is externally caused, and if reinforced, is likely to be repeated.
▪ Positive reinforcement is preferred for its long-term effects on performance
▪ Ignoring undesired behavior is better than punishment which may create additional
dysfunctional behaviors.
3. Designing Motivating Job
a. Job design: The way into which tasks can be combined to form complete jobs.
Factors influencing job design:
▪ Changing organizational environment/structure
▪ The organization’s technology
▪ Employees’ skill, abilities, and preferences
Job enlargement: Increasing the job’s scope (number and frequency of tasks)
Job enrichment: Increasing responsibility and autonomy (depth) in a job.
b. Job Characteristics Model (JCM): A conceptual framework for designing motivating
jobs that create meaningful work experiences that satisfy employees’ growth needs.
Five primary job characteristics:
• Skill variety: how many skills and talents are needed?
• Task identity: does the job produce a complete work?
• Task significance: how important is the job?
• Autonomy: how much independence does the jobholder have?
• Feedback: do workers know how well they are doing?
63
Suggestions for Using the JCM
➢ Combine tasks (job enlargement) to create more meaningful work.
➢ Create natural work units to make employees’ work important and whole.
➢ Establish external and internal client relationships to provide feedback.
➢ Expand jobs vertically (job enrichment) by giving employees more autonomy.
➢ Open feedback channels to let employees know how well they are doing.
4. Equity Theory (J. Stacey Adams): Proposes that employees perceive what they get from a job
situation (outcomes) concerning what they put in (inputs) and then compare their inputsoutcomes ratio with the inputs-outcomes ratios of relevant others.
▪ If the ratios are perceived as equal then a state of equity (fairness) exists.
▪ If the ratios are perceived as unequal, inequity exists and the person feels under- or
over-rewarded.
▪ When inequities occur, employees will attempt to do something to rebalance the
ratios (seek justice).
Employee responses to perceived inequities:
▪ Distort own or others’ ratios.
▪ Induce others to change their own inputs or outcomes.
▪ Change own inputs (increase or decrease efforts) or outcomes (seek greater
rewards).
▪ Choose a different comparison (referent) other (person, systems, or self).
▪ Quit their job.
*Employees are concerned with both the absolute and relative nature of organizational rewards.
The Focus of Equity Theory
❖ Distributive justice: The perceived fairness of the amount and allocation of rewards
among individuals (i.e., who received what).
Influences an employee’s satisfaction.
❖ Procedural justice: The perceived fairness of the process used to determine the
distribution of rewards (i.e., how who received what).
Affects an employee’s organizational commitment.
64
5. Expectancy Theory (Victor Vroom): States that an individual tends to act in a certain way based
on the expectation that the act will be followed by a given outcome and on the attractiveness
of that outcome to the individual.
Key to the theory is understanding and managing employee goals and the linkages
among and between effort, performance, and rewards.
a. Effort: employee abilities and training/development
b. Performance: valid appraisal systems
c. Rewards (goals): understanding employee needs
Expectancy Relationships
i. Expectancy (effort-performance linkage): The perceived probability that an
individual’s effort will result in a certain level of performance.
ii. Instrumentality: The perception that a particular level of performance will result in
attaining the desired outcome (reward).
iii. Valence: The attractiveness/importance of the performance reward (outcome) to the
individual.
Guideline for motivating employees
a. Use goals
b. Ensure that goals are perceived as attainable
c. Individualize rewards
d. Link rewards to performance
e. Check the system for equity
f. Use recognition
g. Show care and concern for employees
h. Don’t ignore money
Reference: Chapter 16. Management 11th Edition (Robbins and Coulter)
Organizational Communication
Interpersonal communication – communication between two or more people
Organizational communication – all the patterns, network and system of communications within the
organization
Functions of Communication
a. Control (member behavior)
b. Motivation (encourage via clarification)
c. Emotional expression (by sharing feelings, frustrations and satisfaction)
d. Information (dissemination of information)
65
Reference: Chapter 15. Robbins & Coulter 11th ed. (2012)
Major Channels of Managerial Communications
a. Speaking
b. Reading
c. Writing
d. Listening
*The essence of communication is meaning-making.
Interpersonal communication is an important part of being an effective manager:
• It influences the opinions, attitudes, motivation, and behaviors of others.
• It expresses our feelings, emotions, and intentions to others.
• It is the vehicle for providing, receiving, and exchanging information regarding events or issues
that concern us.
• It reinforces the formal structure of the organization by such means as making use of formal
channels of communication.
3 Types of Communications in Organizations
a. Oral Communication This consists of all messages or exchanges of information that are
spoken, and it’s the most prevalent type of communication.
b. Written Communication This includes e-mail, texts, letters, reports, manuals, and annotations
on sticky notes. Although managers prefer oral communication for its efficiency and
immediacy, the increase in an electronic communication is undeniable. As well, some
managers prefer written communication for important messages, such as a change in a
company policy, where the precision of language and documentation of the message is
important.
c. Nonverbal Communication There is also the transformation of information without speaking
or writing. Some examples of this are things such as traffic lights and sirens as well as things
such as office size and placement, which connote something or someone of importance. As
well, things such as body language and facial expression can convey either conscious or
unconscious messages to others.
Reference: Chapter 10. Principles of Management, 2019. https://openstax.org/details/books/principlesmanagement
66
Barriers to Communication
1. Cognitive
a. Information overload – information beyond one’s capacity to process
b. Filtering – the deliberate manipulation of information to make it appear favorable to the
receiver
2. Emotions
3. Socio-cultural – different meaning of information based on one’s background
Jargon – specialized terminology or language shared by a certain group of people
4. National culture – different countries may have different ways of communicating
Overcoming the Barriers to Communication
a. Use feedback
b. Simplify language
c. Listen actively
d. Constrain emotions
e. Watch non-verbal cues
You can prepare yourself as a better communicator by sharpening your active
listening, speaking, persuasion, reading and writing skills
Reference: Chapter 14. Robbins & Coulter (2018). Management 14th ed. Pearson Educational
Limited.
5 Tips for Communicating with Employees During a Crisis
by Brooks Holtom, Amy C. Edmondson & David Niu, July 09, 2020
Lifted from: https://hbr.org/2020/07/5-tips-for-communicating-with-employees-during-a-crisis
1. Communicate frequently.
Frequent communication reduces fear and uncertainty and ensures that employees have
heard the message. Different people may need to hear messages in different ways and
through different channels.
2. Provide safe channels for giving feedback.
Having choices about how to give feedback safely thus helps ensure that people will do so,
which, in turn, increases their satisfaction with their company’s actions. Leaders must periodically
report what they are hearing from this feedback. Sharing careful summaries of the questions,
concerns, and follow-up actions will increase trust in the leadership at this critical time — trust that is
likely to continue after the crisis subsides.
3. Help employees work at home effectively.
If the organization wants to maintain productivity, it may be worth investing in work-from-home
equipment. Similarly, many employees may need help adjusting meeting time expectations based on
specific family and child care situations.
4. Address concerns about job security.
Understandably, people are worried about their jobs. Keeping this in mind, leaders should
reassure team members that their employment is secure when this is indeed the case. When it is not,
employees appreciate knowing all they can as soon as possible so they can plan accordingly.
67
5. Provide a plan for the future.
Given the extraordinary crisis, we’re now enduring, it’s hardly surprising that many people are
anxious about their own organization’s future and look to leaders for cues. Therefore, when
communicating, emphasize what is going well for the organization. Further, share as much as you can
about your strategy and planning for the future.
Module 6 References:
Motivation:
Chapter 16. Robbins and Coulter (2012). Management 11th Edition. Pearson Education, Inc
Two-factor theory. https://courses.lumenlearning.com/wmintrobusiness/chapter/reading-two-factortheory/
Organizational Communication:
Chapter 10. Principles of Management, 2019. https://openstax.org/details/books/principlesmanagement
Chapter 14. Robbins & Coulter (2018). Management 14th ed. Pearson Educational Limited.
5 Tips for Communicating with Employees During a Crisis, retrieved from https://hbr.org/2020/07/5-tipsfor-communicating-with-employees-during-a-crisis
68
University of the Philippines Visayas
College of Management
BA 101 - Introduction to Business Management
STUDY GUIDE: WEEK 8 (8 hours)
(Examination Period/Submission of Requirements)
69
University of the Philippines Visayas
College of Management
BA 101 - Introduction to Business Management
STUDY GUIDE: WEEK 9 (6 hours)
Controlling
INTRODUCTION
Organizations always want high productivity. Various control measures are undertaken to achieve
pre-established goals towards productivity. The process of measuring the actual performance, comparing
the actual performance against the standard, and taking the appropriate managerial action is the focus of
this week’s lesson.
1. Let’s Begin: This activity will help you acknowledge the value of controlling to achieve organizational
goals.
2. Read: Study the succeeding module. Read the module and find the important information based on the
following outline:
A.
B.
C.
D.
E.
Definition of Controlling
Importance of Management Control
Planning and Controlling: The Siamese twins of Management
The Control Process
Controlling for Organizational Performance
3. Think: Applying the concepts you have learned in the reading materials, analyze the case entitled
“Deepwater in Deep Trouble” (see attached sheet) and answer the discussion questions. The Exhibit 18.2
mentioned in Discussion Question no. 2 refers to the diagram about the control process.
4. Dig Deeper: Analyze how other organizations integrate high control measures as a form of risk
management.
Open the
site
https://www.beckershospitalreview.com/hospital-managementadministration/5-traits-of-high-reliability-organizations-how-to-hardwire-each-in-your-organization.html
and study the traits of the Highly Reliable Organizations (HRO) and how to hardwire their values in other
organizations.
•
Check your LMS for submission instruction.
References:
Robbins and Coulter (2012). Management 11th Edition. Pearson Education, Inc
https://www.beckershospitalreview.com/hospital-management-administration/5-traits-of-highreliability-organizations-how-to-hardwire-each-in-your-organization.html
70
Mgt. 101
Module 8 (Week 9)
Controlling
Prof. Ma. Rhona P. Beriales
Prof. Vincent A. Tuazon
I.
INTRODUCTION
Organizations always want high productivity. Various control measures are undertaken to
achieve pre-established goals towards productivity. The process of measuring the actual
performance, comparing the actual performance against the standard, and taking the appropriate
managerial action is the focus of this module.
II.
III.
LEARNING OUTCOMES
1. Explain the nature and importance of control
2. Describe the steps in the control process
3. Analyze how organizational performance is measured
4. Define the tools used in measuring organizational performance
Number of Meetings
1 week
IV. Key Output of Students
1. Short Quiz
2. Case Analysis (“Deepwater in Deep Trouble”)
V.
Outline
A.
B.
C.
D.
E.
Definition of Controlling
Importance of Management Control
Planning and Controlling: The Siamese twins of Management
The Control Process
Controlling for Organizational Performance
VI. Discussion
(All the information were taken from Robbins & Coulter, 2012)
Controlling is the process of monitoring, comparing, and correcting work performance. The value
of the control function can be seen in three specific areas: planning, empowering employees, and
protecting the workplace.
Importance of Management Control
1. Control is the only way that managers know whether organizational goals are being met and
if not, the reasons why.
2. An effective control system can provide information and feedback on employee performance
and minimize the chance of potential problems.
71
3. Managers impose control measures to protect the organization and its assets.
Planning is the process of setting organizational goals, objectives, and strategies. Controlling is the
process of evaluating whether the goals are achieved. Any deviations will be used as significant inputs
in the next planning process.
Both planning and controlling are considered the dynamic processes in an organization.
The Control Process
1. Measuring the actual performance based on criteria
Approaches
a. personal observations
b. statistical reports
c. oral reports
d. written reports
Issue: Actual performance cannot always be quantified
2. Comparing actual performance against the standard
Issue: Actual performance is not always the same as the standard. There is a concept
called an acceptable range of variation and the size (large or small) and direction (over or
under) of the variation from the standard (forecast or budget)
72
3. Taking managerial action
Possible courses of action
a. Correct actual performance. Effective managers analyze deviations and if the
benefits justify it, take the time to pinpoint and correct the causes of variance.
b. Revise the standard. Some unrealistic standards create a variance.
Issue: What is the realistic standard? How it is determined?
The Control Process
Organizational Performance
Performance is the end result of an activity. Managers are concerned with organizational
performance—the accumulated results of all the organization’s work activities.
Measures of Organizational Performance
73
1. Organizational productivity. Productivity is the measure of output (goods and/or services
produced) divided by the input (cost of acquiring and transforming resources to outputs).
2. Organizational effectiveness. It is a measure of how appropriate organizational goals are
and how well those goals are being met. The organizational goals guide managerial
decisions in formulating strategies and action programs and in coordinating the work of
employees.
3. Industry and company rankings. Rankings are determined by specific performance
measures. It gives managers (and others) an indicator of how well their company
performs in comparison to others.
Types of Control
1. Feedforward control – anticipates problems and taking managerial action before a
problem occurs
• Building in quality through design.
• Requiring suppliers conform to ISO 9002.
2. Concurrent control – takes place while an activity is in progress; it can be done through
the practice of “Management by walking around”.
• Direct supervision: management by walking around.
3. Feedback control – takes place after the activity is done
Control Tools
1. Financial control – the use of budget analysis and financial ratio analysis
a. Liquidity ratios measure an organization’s ability to meet its current debt obligations.
The higher is the ratio/result, the better is the company’s liquidity position.
b. Leverage ratios examine how much capital comes in the form of debt. The lower is
the result, the better for the company.
c. Activity ratios assess how efficiently a company is using its assets. A high ratio means
the company is efficient.
d. Profitability ratios measure how efficiently and effectively the company is using its
assets to generate profits. A high result is ideal for the company.
2. The balanced scorecard approach. This approach looks at four areas that contribute to a
company’s
performance:
financial,
customer,
internal
processes,
and
people/innovation/growth assets.
3. Information control.
A management information system (MIS) is a system used to provide
managers with needed information regularly. In theory, this system can be manual or
computer-based, although most organizations have moved to computer-supported
applications. The term system in MIS implies order, arrangement, and purpose.
4. Benchmarking. A benchmark is the standard of excellence against which to measure and
compare. Benchmarking, is therefore, the search for the best practices among
competitors or non-competitors that lead to their superior performance. It is a control
tool for identifying and measuring specific performance gaps and areas for improvement.
The following are the steps to successfully implement an internal benchmarking best
practices program:
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•
•
•
•
•
•
Connect best practices to strategies and goals.
Identify best practices throughout the organization.
Develop best practices reward and recognition systems.
Communicate best practices throughout the organization.
Create a best practices knowledge-sharing system.
Nurture best practices on an ongoing basis.
Contemporary Control Issues
1.
•
•
•
Cross-Cultural Issues
The use of technology to increase direct corporate control of local operations
Legal constraints on corrective actions in foreign countries
Difficulty with the comparability of data collected from operations in different countries
2. Workplace Concerns
• Workplace privacy versus workplace monitoring: E-mail, telephone, computer, and Internet
usage; Productivity, harassment, security, confidentiality, intellectual property protection
• Employee theft - The unauthorized taking of company property by employees for their
personal use.
• Workplace violence - Anger, rage, and violence in the workplace is affecting employee
productivity.
3. Customer Interactions
• Service profit chain which is the service sequence from employees to customers to profit.
Service capability affects service value which impacts on customer satisfaction that, in turn,
leads to customer loyalty in the form of repeat business (profit).
That’s why companies conducts customer satisfaction survey.
4. Corporate Governance
• The system used to govern a corporation so that the interests of the corporate owners
are protected.
Module 8 Reference:
Robbin, S. & Coulter, M. (2012). Management 11th ed., Prentice-Hall. Retrieved from:
https://hostnezt.com/cssfiles/businessadmin/Management%20by%20Robins%2011th%20ed.pdf
75
University of the Philippines Visayas
College of Management
BA 101 - Introduction to Business Management
STUDY GUIDE: WEEK 10 (8 hours)
Managing Organizational Conflict and Creativity
Managing Organizational Change and Development
INTRODUCTION
Change and innovation often lead to a certain level of conflict. Conflict management is one of the
skills that the manager must possess. In fact, conflict management requires the three roles of the manager
which are interpersonal, informational and decisional roles.
This module will also introduce you to your future role as a manager in dealing with change,
innovation and conflict for organizational competitiveness.
1. Let’s Begin: This activity will help you acknowledge the value of controlling to achieve organizational
goals.
2. Read: Study the references stated in the resources list. Read the module and find the important
information based on the following outline:
1. Definition of Conflict
a. Assumptions that underlie conflict
b. Functional view on conflict
c. Conflict management style
i.
Accommodating
ii.
Avoiding
iii.
Compromising
iv.
Competing
v.
Collaboration
2. Innovation
a. Creativity and innovation
b. Disruptive innovation and its implication
c. Innovation and change
3. Change
a. Forces of change
b. 2 viewpoints on the change process
c. Change agents
d. Types of change
e. Reasons for resistance to change
f. Issues in managing change
3. Think: Applying the concepts you have learned in the reading materials, analyze the case entitled “The
iPhone: The Technology Disruptor” and answer the guide questions.
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4. Dig Deeper:
a. Refer to the published research entitled “Managerial Creativity and Innovation: A
Panacea for Organizational Change and Development”
from: https://papers.ssrn.com/sol3/papers.cfm?abstract_id=1639427. Explain how
apply the concepts learned about motivation to promote creativity and innovation.
b. Dealing with Organizational Conflict
https://medium.com/@ameet/why-its-important-to-dare-to-disagree-a200e00af069
As a manager, how will you provide psychological safety to encourage the team members
to speak up and engage in constructive conflict? As a manager, why it is necessary to dare
to disagree? Explain. Conduct an internet research or any data gathering mechanisms.
Present short success stories of these “dare to disagree” practice in the Philippine setting.
Cite your reference/s.
•
Check your LMS for submission instruction.
References:
Clegg, S.R. Kornberger, M. & Pitsis, T.M. 2016. Managing and Organizations: An introduction to theory
and practice (4th ed.) SAGE Publications Incorporated. Retrieved from:
https://edge.sagepub.com/managingandorganizations4e
Robbins & Coulter (2012). Management 11th Edition. Pearson Education, Inc
Robbins & Coulter (2018). Management 14th ed. Pearson Educational Limited
77
Mgt. 101
Module 9 (Week 10)
Managing Organizational Conflict and Creativity
Managing Organizational Change and Development
Prof. Ma. Rhona P. Beriales
Prof. Vincent A. Tuazon
I.
INTRODUCTION
Change and innovation often lead to a certain level of conflict. Conflict management
is one of the skills that the manager must possess. In fact, conflict management requires
the three roles of the manager which are interpersonal, informational and decisional
roles.
This module will also introduce you to your future role as a manager in dealing with
change, innovation and conflict for organizational competitiveness.
II.
LEARNING OUTCOMES
1. Explain why conflicts are natural in any organization
2. Describe the types and examples of organizational conflicts, as well as the sources of these
conflicts
3. Discuss the various methods in addressing organizational conflicts particularly those
involving line-staff positions and management-labor conflicts in Philippine setting
4. Explain the importance of creativity in the achieving organizational goals and targets
5. Describe how creative and innovative managers bring organizational success
6. Understand the impact of change in modern organizations
7. Discuss the sources of organizational change: the factors that push organizations to change,
and the factors that restrain them to change
8. Explain the approaches to organizational change and what managers can do to overcome
resistance to change
III.
NUMBER OF MEETINGS
1 Week
IV.
KEY OUTPUT OF STUDENTS
1. Learning log
2. Quiz
3. Case Analysis
V.
OUTLINE
A. Definition of Conflict
1. Assumptions that underlie conflict
2. Functional view on conflict
3. Conflict management style
a. Accommodating
b. Avoiding
c. Compromising
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d. Competing
e. Collaboration
4. Innovation
a. Creativity vs. innovation
b. Disruptive innovation and its implication
c. Innovation and change
5. Change
a. Forces of change
b. 2 viewpoints on the change process
c. Change agents
d. Types of change
e. Reasons for resistance to change
f. Issues in managing change
V.
DISCUSSION
According to Elisabeth Naima Mikkelsen and Stewart Clegg (Clegg & Pitsis, 2016), “despite all the
talk of teamwork, working as one big happy family, and the importance of a common culture, organizations
have to handle conflict, as wise consultants know.” They presented the diverse assumptions that underlie
the analysis of organizational conflict.
1. Conflict can be seen as dysfunctional, which is the most frequent lay view that deplores the
fact that people at work cannot get along with each other. This leads to the notion that
conflict should be avoided at all costs.
2. There has been a shift in focus from normative prescriptions of what disputants should do in
conflict situations to focusing on what is done in conflict.
3. There has been a realization that conflict is a normal organizational phenomenon and should
be treated as such.
Viewing conflict as functional (as cited in Clegg & Pitsis, 2016)
1 Conflict is not always socially disruptive, but rather an essential mechanism in the positive
evolution of society (Coser, 1956; Simmuel, 1955)
2. Conflict is not only functional for the organization, it is essential to its very existence (Pondy,
1992).
3. Conflict can be potentially constructive and have this typology (Thomas, 1992):
Task Conflict
Relationship Conflict
Issue
Resources; policies;
Personal issues,
pressures;
different preferences;
judgments;
dissonant values
interpretations
Outcomes Motivates agreed
Lowers trust and
outcomes; functional
performance;
conflict
dysfunctional conflict
Process Conflict
Task definitions;
delegation; role
prescriptions
Instrumental for the
achievement of goals.
Reference: Clegg & Pitsis, 2016
Conflict Management Styles
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The following article was lifted from: Source: https://www.valamis.com/hub/conflictmanagement-styles
Conflict management is the process by which disputes are resolved, there negative results are
minimized and positive results are prioritized.
An essential aspect of being a good leader is understanding how to manage conflicts. Without an
understanding of the five conflict management styles and the correct way to implement them in various
situations, a manager is left handling conflict without a guideline. When trying to come up with quick
solutions to problems, often issues are not properly resolved and will resurface down the line.
With properly managed conflict, an organization is able to minimize interpersonal issues, enhance
client satisfaction, and produce better business outcomes.
Workplace conflict does not automatically mean that there are specific employees at fault, although in
some cases that will be the issue. If you have employees who question the status quo and are pushing to
make changes that they feel would be positive for the organization that can indicate that your organization
has a high level of employee engagement.
Conflict can also mean that employees are comfortable enough to challenge each other and that
they feel as though their conflicts will be fairly resolved by the organization. Conflict management, when
done properly, can even increase the organizational learning of an organization through the questions
asked during the process.
The 5 conflict management styles
When it comes to conflict, there is no one solution that will work in all situations. Each situation will be
different, from the trigger of the conflict to the parties involved. A manager skilled in conflict resolution
should be able to take a birds-eye view of the conflict and apply the conflict management style that is called
for in that specific situation.
1. Accommodating. This style is about simply putting the other parties’ needs before one's own. You allow
them to ‘win’ and get their way.
Accommodation is for situations where you don’t care as strongly about the issue as the other person, if
prolonging the conflict is not worth your time, or if you think you might be wrong. This option is about
keeping the peace, not putting in more effort than the issue is worth, and knowing when to pick battles.
While it might seem somewhat weak, accommodation can be the absolute best choice to resolve a small
conflict and move on with more important issues. This style is highly cooperative on the part of the resolver
but can lead to resentment.
Pros: Small disagreements can be handled quickly and easily, with a minimum of effort. Managers can build
a reputation as an easygoing person, and employees will know that they can speak their mind about
problems without reprisal.
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Cons: Managers might be viewed as weak if they accommodate too often. Using this technique with larger
or more important issues will not solve any issues in a meaningful way and should absolutely be avoided.
Example:
In a marketing meeting, the colors for the new spring campaign are being discussed. Raymond is adamant
that choice A is the best choice. Gina thinks that choice B is slightly better, but decides to let Raymond
choose the colors, to avoid arguing about two choices that she thinks are both fine.
2. Avoiding. This style aims to reduce conflict by ignoring it, removing the conflicted parties, or evading it
in some manner. Team members in conflict can be removed from the project they are in conflict over,
deadlines are pushed, or people are even reassigned to other departments.
This can be an effective conflict resolution style if there is a chance that a cool-down period would be
helpful or if you need more time to consider your stance on the conflict itself. Avoidance should not be a
substitute for proper resolution, however; pushing back conflict indefinitely can and will lead to more (and
bigger) conflicts down the line.
Pros: Giving people time to calm down can solve a surprising amount of issues. Time and space can give a
much-needed perspective to those in conflict, and some issues will resolve themselves. Managers show
that they trust employees to act like adults and solve issues.
Cons: If used in the wrong situations, this technique will make conflicts worse. Managers can seem
incompetent if they overuse avoidance because employees will think that they are incapable of handling
disagreements.
Example:
Jake and Amy have been collaborating on the new UX design for weeks. The deadline is looming and they
are increasingly unable to agree on changes.
The deadline is pushed back and they both are given the day to work on other projects. The space to take
a break from each other, as well as the extra time to complete their project, allows them to cool down and
resume in a more collaborative mindset.
3. Compromising. This style seeks to find the middle ground by asking both parties to concede some
aspects of their desires so that a solution can be agreed upon.
This style is sometimes known as lose-lose, in that both parties will have to give up a few things in order to
agree on the larger issue. This is used when there is a time crunch, or when a solution simply needs to
happen, rather than be perfect. Compromise can lead to resentment, especially if overused as a conflict
resolution tactic, so use sparingly.
Pros: Issues can be resolved quickly, and the parties in conflict will leave understanding more about the
other person’s perspective. Compromise can set the stage for collaboration down the road, and allows
both parties to feel heard. Managers using this tactic are seen as facilitating agreement, being hands-on
and finding solutions.
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Cons: No one leaves completely happy. In some cases, one side might feel as though they sacrificed too
much, and be unwilling to compromise again in the future. Managers who rely on this technique will burn
up their employees goodwill and be seen as unable to execute collaboration.
Example:
Rosa and Charles are in charge of the advertising budget for the next quarter. Rosa wants to hire a fulltime social media person, while Charles wants to increase targeted digital ads. A compromise is reached
by hiring a social media person to work part-time, with the remainder of the budget being spent on digital
advertising.
4. Competing. This style rejects compromise and involves not giving in to others viewpoints or wants. One
party stands firm in what they think is the correct handling of a situation, and does not back down until
they get their way.
This can be in situations where morals dictate that a specific course of action is taken, when there is no
time to try and find a different solution or when there is an unpopular decision to be made. It can resolve
disputes quickly, but there is a high chance of morale and productivity being lessened. Note: This is not a
style that should be relied upon heavily.
Pros: Managers using this style show that they are strong and will not back down on their principles.
Disputes are solved quickly, as there is no space for any disagreement or discussion.
Cons: Managers using this style will be seen as unreasonable and authoritarian. Handling conflicts by
crushing any dissent will not lead to happy, productive employees, nor will it lead to finding the best
solutions in most cases.
Example:
Sophia is the head of her department. Within her staff, she has been dealing with several conflicts. First,
Paul and Kevin could not agree on where to hold the annual team-building activity, she stepped in and
decided that the department would do an escape room.
Second, Cecile and Eduardo have been fighting over which one of them will have to deal with a particularly
difficult client. Neither wants to put in the time and effort and has been arguing that it is the other’s job to
deal with it. Sophia decides it is Cecile’s job to handle the client, even though it arguably could be either
person’s job.
Third, Alex has come to Sophia several times, asking for permission to change the management of a project
that he is running. He thinks that the changes he proposes will make the project much more successful.
Sophia will not budge on the way the project is run and tells him to get the job done the way she has
ordered him to.
As you can see, in the first example, Sophia made a quick decision to stop a small conflict from escalating
or wasting more time. This is an appropriate use of this style.
In the second decision, while she solved an issue, she created another one: Cecile is now resentful.
Especially in cases where a boss favors an employee, this type of unilateral decision making will lead to
angry employees.
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In the third situation, Sophia should not have used the competing style. Not only is Alex now upset that he
is not being heard, but Sophia is also missing an opportunity to improve the project.
5. Collaboration
This style produces the best long-term results, at the same time it is often the most difficult and timeconsuming to reach.
Each party’s needs and wants are considered, and a win-win solution is found so that everyone leaves
satisfied. This often involves all parties sitting down together, talking through the conflict and negotiating
a solution together.
This is used when it is vital to preserve the relationship between all parties or when the solution itself will
have a significant impact.
Pros: Everyone leaves happy. A solution that actually solves the problems of the conflict is found, and the
manager who implements this tactic will be seen as skilled.
Cons: This style of conflict management is time-consuming. Deadlines or production may have to be
delayed while solutions are found, which might take a long time, depending on the parties involved and
can lead to losses.
Example:
Terry and Janet are leading the design of a new prototype. They are having difficulties, as Terry wants to
incorporate a specific set of features. Janet wants to incorporate a different set of features.
To reach a solution, they sit down, talk through each feature, why it is (or isn’t) important, and finally reach
a solution, incorporating a mix of their features and some new ones they realized were important as they
negotiated.
In each of the above conflict management examples, a solution is found, but there will be lasting effects
on morale, productivity, and overall happiness of employees, depending on how that solution was reached.
Skilled conflict management is minimizing the lasting effects of conflicts by using the right tactic at the right
time.
Conflict management assessments
It can be helpful to understand the style of conflict management that a manager uses. During the interview
process, a conflict management quiz can highlight which prospective employees are effective in their
conflict management and resolution, and which need some work.
Generally, a conflict management assessment will ask managers to rate on a scale of 1 to 5 how often they
would do a specific action. Using this information, an organization can decide if pursuing conflict
management training is necessary. For this type of quiz, there should be between 15 and 30 questions to
give a holistic view of the person’s conflict management skills.
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Quiz on Conflict Management Styles
Rate how often you use the following types of actions on a scale of 1 to 5:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
When there is an argument, I will leave the situation as quickly as possible
In conflicts, I discuss the situation with all parties to try and find the best solution
I use negotiation often to try and find a middle ground between the conflicted parties
I know the best path to take and will argue it until others see that I am correct
I prefer to keep the peace, rather than argue to get my way
I will keep disagreements to myself, rather than bring them up
I find it best to keep communication active when there is a disagreement, so I can find a solution
that works for everyone
I enjoy disagreements and find satisfaction in winning them
Disagreements make me anxious and I will work to minimize them
I am happy to meet people halfway
It is important to me to recognize and meet the expectations of others
I pride myself on seeing all sides of a conflict and understanding all of the issues involved
I enjoy arguing my case until the other side concedes that I am correct
Conflict does not engage me, I prefer to fix the problem and move on to other work
I don’t feel the need to argue my point of view, it is less stressful to agree with others
Tips:
•Questions 1, 6 and 9 illustrate an avoidant style
•Questions 5, 11 and 15 illustrate an accommodating style
•Questions 3, 10 and 14 illustrate a compromising style
•Questions 4, 8 and 13 illustrate a competing style
•Questions 2, 7 and 12 illustrate a collaborative style
Add up your scores for each style, and this will show you the styles that you most rely on.
Summary
Each style is useful, depending on the situation, but as mentioned above, some are weaker than others
and should not be relied upon too heavily.
Conflict is an unavoidable reality in the workplace. Smart organizations know this and prepare their
management with the proper conflict management skills to handle and resolve workplace conflicts quickly
and peacefully.
Source: https://www.valamis.com/hub/conflict-management-styles
Creativity Versus Innovation
Creativity refers to the ability to combine ideas in a unique way or to make unusual associations
between ideas. A creative organization develops unique ways of working or novel solutions to problems.
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But creativity by itself isn’t enough. The outcomes of the creative process need to be turned into useful
products or work methods, which is defined as innovation.
The innovative organization is characterized by its ability to channel creativity into useful
outcomes. When managers talk about changing an organization to make it more creative, they usually
mean they want to stimulate and nurture innovation.
Reference: Robbins & Coulter (2012).
Disruptive Innovation
Disruptive Innovation - innovations in products, services or processes that radically change an industry’s
rules of the game
Examples of Past Disruptive Innovators
Portable radio
Sony Walkman
Yellow Pages
Paperback books
Taxis
Hotels
-
Sony Walkman
Apple iPod
Google Paper
Kindle
Uber
AirBnB
Implications of disruptive innovation
a.
For Entrepreneurs. Entrepreneurs thrive on change and innovation. Major disruptions open
the door for new products and services to replace established and mature businesses. If
you’re looking to create a new business with a large potential upside, look for established
businesses that can be disrupted with a cheaper, simpler, smaller, or more convenient
substitute.
b. For Corporate Managers. But the evidence is overwhelming that their disruptive response
must be carried out by a separate group that is physically and structurally disconnected from
the businesses’ main operations. Skunk works is a small group within a large organization,
given a high degree of autonomy and unhampered by corporate bureaucracy, whose mission
is to develop a project primarily for the sake of radical innovation
c. For Career Planning. Disruptive technologies will continue to make established jobs and
professions obsolete. To keep yourself marketable, you need to keep your skills current.
Learning no longer ends when you finish school. You need to make a continual commitment
to learning new things. You are responsible for your future. Don’t assume your employer is
going to be looking out for your long-term interests. Your personal skill development, career
progression, and retirement plans are all decisions that you need to make. Don’t delegate
your future to someone else. You need to actively manage your career. Take risks while you’re
young.
85
Innovation and Change
Proactively inducing change can be done through innovation. Innovation is not creativity.
Creativity is the ability to combine ideas in a unique way or to make an unusual association. While
innovation is turning the outcomes of the creative process into useful products, services, or work methods.
Idea Champions are dynamic self-confident leaders who actively and enthusiastically inspire support for
new ideas, build support, overcome resistance, and ensure that innovations are implemented.
Innovations can bring a tremendous amount of success to an organization if used well. So, how
then can we create the “right” environment for innovation? Firstly, the Structural variables should adopt
an organic structure, make available plentiful resources, engage in frequent inter-unit communication,
minimize extreme time pressures on creative activities, and provide explicit support for creativity.
Secondly, the Cultural variables should accept ambiguity, tolerate the impractical, have low external
controls, tolerate risk taking, tolerate conflict, focus on ends rather than means, develop an open-system
focus, and provide positive feedback. And, thirdly, the Human Resource variables should actively promote
training and development to keep employees’ skills current, offer high job security to encourage risk taking,
and encourage individual to be “champions” of change.
Change
According to Robbins and Coulter (2012), change is characterized as a constant yet varies in degree
and direction. Change produces uncertainty yet is not completely unpredictable, and it creates both threats
and opportunities. Isn’t it that when this current pandemic occurred, a lot of things changed? In what ways
did it change you? The different organizations? What then is the new normal?
Organizational change occurs when there is any alteration in the People, Structure or Technology
in it. The following table shows the forces that stimulates change:
External Forces
Forces of Change
Internal Forces
Marketplace
Changes in organizational strategy
Governmental laws and regulations
Workforce changes
Technology
New equipment
Labor market
Employee attitudes
Economic changes
Two main viewpoints on the change process:
86
a. Calm waters metaphor. Change process as a break in the organization’s equilibrium state
involves Unfreezing the status quo, Changing to a new state, and Refreezing to make the
change permanent.
b. White-water rapids metaphor. The lack of environmental stability and predictability requires
that managers and organizations continually adapt (manage change actively) to survive.
Disruptions in the status quo are not occasional and temporary, and they are not followed by
a return to calm waters.
Change agents are persons who act as catalysts and assume the responsibility for managing the change
process. The types of change agents are 1. Managers: internal entrepreneurs, 2. Nonmanagers: change
specialists, and 3. Outside consultants: change implementation experts. The following table shows the type
of change in the organization:
With all the things that we’ve been discussing about change, there is this one big question that is
still unanswered – why do people resist change? There are several reasons why people tend to resist
change.
These are the reasons why people resist change:
1. the ambiguity and uncertainty that change introduces;
2. the comfort of old habits;
3. concern over personal loss of status, money, authority, friendships, and personal convenience;
4. the perception that change is incompatible with the goals and interest of the organization.
Managerial actions should be taken in order to reduce resistance to change, and it could be
through education and communication, participation, facilitation and support, negotiation, manipulation
and co-optation, selecting people who accept change and/or Coercion.
Issues in Managing Change
87
1. Changing organizational cultures. Change the reward system, replace unwritten norms to
clearly specified expectations, redesign socialization process to align with new values, etc.
2. Handling employee stress. Stress is the adverse reaction people have to excessive pressure
placed on them from extraordinary demands, constraints, or opportunities.
Stressors brought about by role demands:
a. Role conflicts create expectations that may be hard to reconcile or satisfy.
b. Role overload is experienced when the employee is expected to do more than
time permits.
c. Role ambiguity is created when role expectations are not clearly understood and
the employee is not sure what he or she is to do.
3. Making Change Happen Successfully
a. Make the organization change capable (link the present and the future, make learning a
way of life, actively support and encourage day-to-day improvements and changes, build
deepen trust, support entrepreneurial mindset, etc.)
b. Understand their (managers) own role in the change process as the catalyst of change or
change leaders
c. Give individual employees a role in the change process. Encourage employees to be the
change agents.
Module 9 References:
Clegg, S.R. Kornberger, M. & Pitsis, T.M. 2016. Managing and Organizations: An introduction to theory
and practice (4th ed.) SAGE Publications Incorporated. Retrieved from:
https://edge.sagepub.com/managingandorganizations4e
Robbins & Coulter (2012). Management 11th ed. Pearson Education, Inc
Robbins & Coulter (2018). Management 14th ed. Pearson Educational Limited
https://www.valamis.com/hub/conflict-management-styles
88
University of the Philippines Visayas
College of Management
BA 101 - Introduction to Business Management
STUDY GUIDE: WEEK 11 (8 hours)
Special Topics in Business Management (Part 1)
INTRODUCTION
The world is a global village. The advancement of technology paved the way to various changes
and challenges in management. The demand for low-cost workers gives rise to outsourcing. The current
health crisis calls for changes in the way work is done. At the same time, the use of online information
systems increases complexity but at the same time gives the opportunity for the collaboration tools needed
to solve tough problems and to achieve the organization’s desire to continuously improve and produce highquality output.
1. Let’s Begin: This activity will help enhance your competencies in performing your managerial functions
by learning these special topics in management.
2. Read: Study the succeeding module. Read the module and find the important information based on the
following outline:
1. Globalization
a. Definition
b. 10 ways in which the world is changing
2. Filipino Managers and Workers
a. Qualities of Outstanding Filipino Manager
b. Characteristics and values of Filipino Workers
3. MBO and Its Components
4. TQM
a. Contributors to TQM
b. TQM Definition
c. Program Components
5. Just in Time (JIT)
a. History
b. Philosophy
c. Elements
6. 5 S
a. Short background
b. Elements
3. Think: Identify the ways in which you can incorporate the concepts of 5 S’s in your daily life. Cite specific
situations.
4. Dig Deeper: Conduct a research and identify 3 companies that practice TQM. Identify the CEO/President
(highest official) of the company. Explain in what way did the company apply TQM. Cite your references.
89
c. The application of TQM concepts requires Total Quality Leader (TQL). In reference
to the companies that you presented, identify and explain at least 5 specific things
to do to prepare yourself as a future TQL?
• Check your LMS for submission instruction.
References:
Beasley, J.E. (n.d) Retrieved from
http://people.brunel.ac.uk/~mastjjb/jeb/or/jit.html#:~:text=JIT%20originated%20in%20Japan.,the%20%2
2Toyota%20Production%20System%22.&text=At%20that%20time%20one%20American,as%20a%20Japa
nese%20car%20worker.
Pestano T. (Sept 19, 2020) 8 Qualities of an Outstanding Filipino Manager. Retrieved from:
https://manilarecruitment.com/manila-recruitment-articles-advice/qualities-outstanding-filipinomanager-infographic/
Principles of Management. 2019. OpenStax. Rice University. “Download for free at
https://openstax.org/details/books/principles-management.
Robbin, S. & Coulter, M. (2012). Management 11th ed., Prentice-Hall. Retrieved from:
https://hostnezt.com/cssfiles/businessadmin/Management%20by%20Robins%2011th%20ed.pdf
Principles of Management, 2015. University of Minnesota Lib. Publishing
Download for free at https://open.lib.umn.edu/principlesmanagement/
Talavera, M.G. (2005). TQM ADOPTION AND FIRM PERFORMANCE IN THE PHILIPPINES. Philippine
Management Review. 12. 23-44.
Major Contributors to TQM. Cliff Notes (2020). Retrieved from: https://www.cliffsnotes.com/studyguides/principles-of-management/productivity-and-total-quality-management/major-contributors-totqm
90
Mgt. 101
Module 10 (Week 11)
Special Topics in Business Management (Part 1)
Prof. Ma. Rhona P. Beriales
I.
INTRODUCTION
The world is a global village. The advancement of technology paved the way to
various changes and challenges in management. The demand for low-cost workers
gives rise to outsourcing. The current health crisis calls for changes in the way work
is done. At the same time, the use of online information systems increases
complexity but at the same time gives the opportunity for the collaboration tools
needed to solve tough problems and to achieve the organization’s desire to
continuously improve and produce high-quality output.
LEARNING OUTCOMES
1. Define globalization and describe ways of managing in a global environment
2. Identify the qualities of successful Filipino Managers
3. Define Management by Objective (MBO)
4. Define quality and explain the basic total quality management principles
5. Discover JIT and identify the factors needed for the successful implementation
of the JIT system
6. Explain the concepts of 5S as a process improvement system
II.
NUMBER OF MEETINGS
1 Week
III.
KEY OUTPUT OF STUDENTS
Quiz
Group Activity
IV.
OUTLINE
A. Globalization
a. Definition
b. 10 ways in which the world is changing
B. Filipino Managers and Workers
a. Qualities of Outstanding Filipino Manager
b. Characteristics and values of Filipino Workers
C. MBO and Its Components
D. TQM
a. Contributors to TQM
b. TQM Definition
c. Program Components
E. Just in Time (JIT)
a. History
91
b. Philosophy
c. Elements
F. 5 S
a. Short background
b. Elements
V.
DISCUSSION
A. Globalization
Globalization is a worldwide phenomenon whereby the countries of the world are
becoming more interconnected and where trade barriers among nations are disappearing
(Principles of Management, 2019). International management is a critical area for any
management student because of it.
There are 3 globalization factors (Principles of Management, 2019):
Globalization Factor 1: Lowering Trade Barriers
The first critical factor is the lowering of trade barriers through trade agreements,
government policies through which countries agree to eliminate cross-border barriers to
trade and to promote global integration.
Tariffs are taxes that are added to the price of imported international products.
Because these tariffs are usually passed along to the consumer in the form of higher prices,
imposing tariffs on imported goods gives domestic companies a price advantage and
protects them from foreign competition
Globalization Factor 2: Foreign Direct Investment
Foreign direct investment (FDI) refers to the deliberate efforts of a country or
company to invest in another country through the form of ownership positions in
companies.
Globalization Factor 3: The Internet
With the internet, any company in the world can sell its products to anyone in the
world. The developments in information technology and the reduction in costs of
technological equipment mean that any multinational can reach anyone in the world.
Social media, such as Twitter and Facebook, also provide a means for multinationals to
build relationships with customers worldwide.
92
According to Principles of Management (2015), there are 10 ways in which the world is
changing. These are the challenge trends and the solution trends
Top 5 Challenge Trends
1. Increasing Concern for the Environment
2. Greater Personalization and Customization
3. Faster Pace of Innovation
4. Increasing Complexity
5. Increasing Competition for Talent
Top 5 Solution Trends
1. Becoming More Connected
2. Becoming More Global
3. Becoming More Mobile
4. Rise of the Creative Class
5. Increasing Collaboration
B. Filipino Managers and Workers
Filipino workers have unique characteristics and values. They also aspire to work with
outstanding managers (Pestano, 2020).
Qualities of Outstanding Filipino Manager
1. Empathetic – taking time to see things in employee’s point of view; making the
2.
3.
4.
5.
6.
7.
8.
employees feel that they are understood
Humility – state of being humble and constantly reflecting on how to improve as
a leader and as a person
Rational – staying logical even amid pressures and chaos
Curious and Open-minded – finding innovative solutions by taking other people’s
perspectives
Passionate – showing love for what they are doing
Excellent Foresight- can predict possible issues and can address them even before
they occur
Nurturing -setting realistic standards and mentoring/molding workers
Integrity – complying with government regulations; deliver promises
Characteristics and values of Filipino Workers
1.
2.
3.
4.
Exhibit the value of community and camaraderie (bayanihan) that allows for
collaboration with others with ease.
Put great value towards groups and family (pakikisama) which helps establish
loyalty with the company you work for.
Have a strong sense of reciprocity (utang ng loob) to honor debts to others.
Value pride and dignity (karangalan) which should remind you to always put your
best foot forward.
93
5.
Treat your employees the way you would want to be treated. Demonstrate
concern for their professional path and personal well-being (malasakit).
C. Management by Objective (MBO)
“As a management philosophy, MBO stems from the human resource model
and Theory Y’s assumption that employees are capable of self-direction and selfcontrol. MBO also is anchored in Maslow’s need theory. The reasoning is that
employee involvement in the planning and control processes provides opportunities
for the employee to immerse the self in work-related activities, to experience work as
more meaningful, and to satisfy higher-order needs (such as self-esteem), which leads
to increased motivation and job performance. It is hypothesized that, through
involvement, employee commitment to a planned course of action will be enhanced
and job satisfaction will be increased” (Principles of Management. 2019).
Four major components of the MBO process:
1.
2.
3.
4.
Setting specific goals
Setting realistic and acceptable goals
Joint participation in goal setting, planning, and controlling
Feedback
D. Total Quality Management
Major Contributors to TQM (CliffsNotes, 2020):
1. W. Edwards Deming. An American whose methods and theories are credited for
Japan's postwar recovery. Deming's system made such an impression that he is known
at the Father of TQM. Deming's management philosophy focused on continuous
improvement. He believed that a commitment to quality requires transforming the
entire organization.
2. Joseph Juran. The focus of his contribution is the belief that quality does not happen
by accident, it must be planned. Juran sees quality planning as part of the quality
trilogy of quality planning, quality control, and quality improvement. He believes that
the majority of quality problems are the fault of poor management, not poor
workmanship, and that long‐term training to improve quality should start at the top
with senior management.
3. Philip Crosby He is responsible for the zero defects program, which emphasizes
“doing it right the first time,” (DIRFT) with 100 percent acceptable output. Like Deming
and Juran, Crosby does not place the blame on workers, but on management.
94
Total Quality Management (TQM) is a business philosophy that emphasizes a systems
approach to quality (Rao et al., 1996 as cited in Talavera, 2005)
Also, according to Talavera (2005), TQM utilizes management techniques, productivity
improvement initiatives, and various problem-solving tools with the ultimate objective of
achieving customer satisfaction all the time. TQM adoption also involves changing values,
orientations, and mindset focusing on teamwork and cooperation.
The TQM program components used in the study of Talavera (2005) include the following:
1. Commitment to Quality. Get the commitment to the program of top management and
the company’s key stakeholders.
2. Employee Involvement. The quality management efforts of the organization should be
fully supported by the members of the organization, especially the rank and file
employees and middle management.
3. Customer Focus. Delight the customers.
4. Fact-based Management. Employees need to be educated on the use of quantitative
and statistical techniques to monitor and improve the quality of products and processes.
5. Process Monitoring and Control. The effectiveness of the firm’s process strategies and
quality management program should be regularly monitored to ensure that targeted
quality performance outcomes are met.
6. Incentive and Recognition System. Appropriate incentives and recognition systems
need to be designed to continuously motivate employees to support the program.
7. Continuous Improvement. The quest for quality should be continuing.
E. Just in Time (JIT)
Just in time is a lean production system where everything happens and/or made available
“just in time”. It originated in Japan and was initially known as Toyota Production System.
Within Toyota Taiichi Ohno is most commonly credited as the father/originator of this way of
working.
To compete with American car manufacturers, Ohno devised a new system of production
based on the elimination of waste. In his system waste was eliminated by:
• just-in-time - items only move through the production system as and when they are
needed
95
•
autonomation - automating the production system to include inspection - human
attention only being needed when a defect is automatically detected whereupon the
system will stop and not proceed until the problem has been solved (Beasley J.E., n.d)
JIT philosophy
•
•
•
elimination of waste in its many forms
belief that ordering/holding costs can be reduced
continuous improvement, always striving to improve
Elements of JIT
•
•
•
•
•
•
•
•
regular meetings of the workforce (e.g. daily/weekly)
discuss work practices, confront and solve problems
an emphasis on consultation and cooperation (i.e. involving the workforce) rather
than confrontation
modify machinery, e.g. to reduce setup time
reduce buffer stock
expose problems, rather than have them covered up
reveal bad practices
take away the "security blanket" of stock
F. 5S
CANDO closely resembles the 5S methodology often credited to Toyota and Taiichi Ohno.
Ohno said that he learned everything he knew about assembly line production, what is today
known as lean manufacturing, from Henry Ford's books. CANDO is an acronym developed
by Henry Ford, who developed the Model T car, to make the work area more organized and
efficient. Ford discusses the concepts of CANDO in his book, Today and Tomorrow in 1926.
C = Cleaning up, A = Arranging, N = Neatness, D = Discipline, and O = Ongoing
improvement
5S represents Japanese words that describe the steps of a workplace organization process.
English equivalent words are shown in parenthesis
1.
2.
3.
4.
5.
Seiri (Sort)
Seiton (Straighten, Set)
Seiso (Shine, Sweep)
Seiketsu (Standardize)
Shitsuke (Sustain)
In simple terms, the five S methodology helps a workplace remove items that are no longer
needed (sort), organize the items to optimize efficiency and flow (straighten), clean the area
in order to more easily identify problems (shine), implement color coding and labels to stay
consistent with other areas (standardize) and develop behaviors that keep the workplace
organized over the long term (sustain).
96
Module 10 References:
Beasley, J.E. (n.d) Retrieved from
http://people.brunel.ac.uk/~mastjjb/jeb/or/jit.html#:~:text=JIT%20originated%20in%20Japan.,the%20%2
2Toyota%20Production%20System%22.&text=At%20that%20time%20one%20American,as%20a%20Japa
nese%20car%20worker.
Pestano T. (Sept 19, 2020) 8 Qualities of an Outstanding Filipino Manager. Retrieved from:
https://manilarecruitment.com/manila-recruitment-articles-advice/qualities-outstanding-filipinomanager-infographic/
Principles of Management. 2019. OpenStax. Rice University. “Download for free at
https://openstax.org/details/books/principles-management.
Robbin, S. & Coulter, M. (2012). Management 11th ed., Prentice-Hall. Retrieved from:
https://hostnezt.com/cssfiles/businessadmin/Management%20by%20Robins%2011th%20ed.pdf
Principles of Management, 2015. University of Minnesota Lib. Publishing
Download for free at https://open.lib.umn.edu/principlesmanagement/
Talavera, M.G. (2005). TQM Adoption and Firm Performance IN THE PHILIPPINES. Philippine Management
Review. 12. 23-44.
Major Contributors to TQM. Cliff Notes (2020). Retrieved from: https://www.cliffsnotes.com/studyguides/principles-of-management/productivity-and-total-quality-management/major-contributors-totqm
97
University of the Philippines Visayas
College of Management
BA 101 - Introduction to Business Management
STUDY GUIDE: WEEK 12 (8 hours)
Special Topics in Business Management (Part 2)
INTRODUCTION
Companies always quest for the best results out of the investment they have placed.
Various models and concepts were introduced in the previous modules, to help you, future
leaders, to effectively manage and achieve the organizational goals. This module will orient
you on the important concepts and principles in managing the human resources and
strategically manage the organization as a whole. Also, various models are presented here to
give you an idea of how to integrate these modern concepts and processes to produce
excellent results that benefit the organization’s internal and external stakeholders.
1. Let’s Begin: This activity will help enhance your competencies in performing your
managerial functions by learning these special topics in management.
2. Read: Study the succeeding module and the references stated in the list. Read the module
and find important information based on the following outline:
A. Human Resource Management (HRM)
a. Definition, importance, and key processes
b. HRM and Human Resource Development
B. Strategic Management
a. Definition
b. Importance
c. Process
C. Six Sigma
a. Short background
b. Methodologies
c. Six Sigma foundation in 5 key principles
D. McKinsey’s 7-S
a. Background
b. Hard and soft elements
c. Guide questions in using the 7-S framework
E. Corporate Social Responsibility
a. From obligation to responsiveness to responsibility
b. How organizations go green?
c. Management and social issues
F. The 8 Attributes of Excellent Companies
a. Nature and application
98
3. Think: Read and analyze a short case and identify the ways on how the company applied
the McKinsey’s 7-S.
An Example of the McKinsey 7-S Framework in Action
Let's imagine that Whitehawk Electronics is a startup with five staff. As a new
venture, it is still based firmly on the vision and values of its founder, Alix, and its
elements all align. It sells into one market, and uses off-the-shelf IT and accounting
systems.
As time goes on, the business grows, employing 30 staff, and diversifying into
different markets. New customer requirements demand new skills in marketing,
technology, product development, and financial management.
Alix carries out a 7-S analysis. She finds that Whitehawk's developing sales strategy
no longer aligns with its small-business skill set.
The rapid influx of new staff members, along with changes in technology, means
that some staff don't have the necessary systems skills. Worse still, they're unclear
on the organization's values and sense of purpose.
Alix uses the analysis to introduce onboarding and learning programs, bringing all
Whitehawk's key elements back into alignment.
Case Reference: https://www.mindtools.com/pages/article/newSTR_91.htm
4. Dig Deeper:
a. Open the website: https://www.simplilearn.com/what-is-six-sigma-a-completeoverview-article
99
b. Identify the different Six Sigma certification training levels. Identify 3 companies
that hire for Six Sigma positions. Briefly describe these companies in the context
of Six Sigma concepts.
c. Do you envision yourself as Six Sigma certified implementer/trainer later on? If
yes, at what level and for what reason?
d. In not more than 1 page, explain how to integrate Six Sigma and Mc Kinsey’s 7-S
Framework in the Strategic Management process.
Please check the LMS for the submission instruction.
References:
Aized, T. (editor, 2012). Total Quality Management and Six Sigma. InTech, Rijeka, Croatia
David, F.R. (2011). Strategic Management: Concepts and Cases. Pearson Educatiobn, Inc: New Jersey,
USA.
https://www.slideshare.net/alexandriamacae/peters-and-watermans-8-themes-for-excellentorganizations
Kuma, P. (22 Sept. 2020) What is Six Sigma: A Complete Overview. Retrieved from:
https://www.simplilearn.com/what-is-six-sigma-a-complete-overview-article
McKinsey 7-S Framework. Retrieved from: https://www.mindtools.com/pages/article/newSTR_91.htm
Peters. T. (1990) In Search for Autonomy. https://tompeters.com/columns/in-search-ofautonomy/
Retrieved from: https://www.pdfdrive.com/total-quality-management-and-six-sigma-e15310003.html
Robbins & Coulter (2018). Management 14th ed. Pearson Educational Limited.
What is Siz Sigma? (9 January 2020). Six Sigma Daily. Retrieved from:
https://www.sixsigmadaily.com/what-is-six-sigma/
What is Human Resource Development (May 2017) Retrieved from http://hrssolutions.com/humanresources-developmenthrd/#:~:text=Human%20resource%20development%20is%20the,jobs%20through%20planned%20learnin
g%20activities.
100
Mgt. 101
Module 10 (Week 11)
Special Topics in Business Management (Part 2)
Prof. Ma. Rhona P. Beriales
I.
INTRODUCTION
Companies always quest for the best results out of the investment they have
placed. Various models and concepts were introduced in the previous modules, to
help you, future leaders, to effectively manage and achieve the organizational goals.
This module will orient you on the important concepts and principles in managing the
human resources and strategically manage the organization as a whole. Also, various
models are presented here to give you an idea of how to integrate these modern
concepts and processes to produce excellent results that benefit the organization’s
internal and external stakeholders.
II.
LEARNING OUTCOMES
At the end of the module, the students should be able to define and analyze how these
special topics contribute to organizational effectiveness
a. Human Resource Management (HRM)
b. Strategic Management
c. Six Sigma
d. McKinsey’s 7S’s
e. Corporate Social Responsibility
f. The Attributes of Excellent Companies (Peters and Waterman)
III.
NUMBER OF MEETINGS
1 Week
IV.
KEY OUTPUT OF STUDENTS
Quiz
Case Study
V.
OUTLINE
A. Human Resource Management (HRM)
a. Definition, importance, and key processes
b. HRM and Human Resource Development
B. Strategic Management
a. Definition
b. Importance
c. Process
C. Six Sigma
101
a. Short background
b. Methodologies
c. Six Sigma foundation in 5 key principles
D. McKinsey’s 7-S
a. Background
b. Hard and soft elements
c. Guide questions in using the 7-S framework
E. Corporate Social Responsibility
a. From obligation to responsiveness to responsibility
b. How organizations go green?
c. Management and social issues
F. The 8 Attributes of Excellent Companies
a. Nature and application
VI.
DISCUSSION
A. Human Resource Management
Human Resource Management (HRM)
i. is the function within an organization that focuses on recruitment of, management
of, and providing direction for the people who work in the organization. Human
Resource Management can also be performed by line managers
ii. the organizational function that deals with issues related to people such as
compensation, hiring, performance management, organization development,
safety, wellness, benefits, employee motivation, communication, administration,
and training
iii. also a strategic and comprehensive approach to managing people and the
workplace culture and environment
Human Resource Management is moving away from traditional personnel,
administration, and transactional roles, which are increasingly outsourced. HRM is
now expected to add value to the strategic utilization of employees and that
employee programs impact the business in measurable ways.
The new role of HRM involves strategic direction and HRM metrics and
measurements to demonstrate value.
The Importance of Human Resource Management (HRM)
a. As a significant source of competitive advantage
➢
People-oriented HR creates superior shareholder value
b.
As an important strategic tool
➢
Achieve competitive success through people by treating employees
as partners
c.
To improve organizational performance
➢
High-performance work practices lead to both high individual and
high organizational performance.
The HRM Process
Functions of the HRM Process
➢ Ensuring that competent employees are identified and selected.
102
➢ Providing employees with up-to-date knowledge and skills to do their jobs.
➢ Ensuring that the organization retains competent and high-performing
employees.
(The HRM Process, Robbins & Coulter, 2012)
HRM Functions
• Deciding the staffing needs of an organization and whether to use independent
contractors or hire employees to fill these needs
• Recruiting and training the best employees, ensuring they are high performers, dealing
with performance issues, and ensuring your personnel and management practices
conform to various regulations.
• Managing the approach to employee benefits and compensation, employee records and
personnel policies.
People might include HRM in Human Resource Development (HRD),
explaining that HRD includes a broader range of activities to develop personnel inside of
organizations, including, e.g., career development, training, organization development,
etc.
Human resource development is the integrated use of training, organization,
and career development efforts to improve individual, group, and organizational
effectiveness. HRD develops the key competencies that enable individuals in organizations
to perform current and future jobs through planned learning activities.
B. Strategic Management: An Introduction
103
Strategic management is defined as the art and science of formulating, implementing, and
evaluating cross-functional decisions that enable an organization to achieve its objectives. As this definition
implies, strategic management focuses on integrating management, marketing, finance/accounting,
production/operations, research and development, and information systems to achieve organizational
success (David, 2011).
Strategies -the decisions and actions that determine the long-run performance of an organization
Business model - a strategic design for how a company intends to profit from its strategies, work processes,
and work activities
The business model focuses on two things:
❖ Whether customers will value what the company is providing.
❖ Whether the company can make any money doing that.
Importance of Strategic Management
1.
2.
3.
4.
It results in higher organizational performance.
It requires that managers examine and adapt to business environment changes.
It coordinates diverse organizational units, helping them focus on organizational goals.
It is very much involved in the managerial decision-making process.
The Strategic Management Process
Step 1: Identifying the organization’s current mission, goals, and strategies
Mission: the firm’s reason for being
❖ The scope of its products and services
Goals: the foundation for further planning
❖ Measurable performance targets
Step 2: Doing an external analysis
➢ The environmental scanning of specific and general environments
Focuses on identifying opportunities and threats
Step 3: Doing an internal analysis
➢ Assessing organizational resources, capabilities, and activities:
104
❖ Strengths create value for the customer and strengthen the competitive position
of the firm.
❖ Weaknesses can place the firm at a competitive disadvantage.
➢ Analyzing financial and physical assets is fairly easy, but assessing intangible assets
(employee’s skills, culture, corporate reputation, and so forth) isn’t as easy.
Steps 2 and 3 combined are called a SWOT analysis. (Strengths, Weaknesses, Opportunities, and
Threats)
Step 4: Formulating strategies
➢ Develop and evaluate strategic alternatives
➢ Select appropriate strategies for all levels in the organization that provide relative
advantage over competitors
➢ Match organizational strengths to environmental opportunities
Correct weaknesses and guard against threats
Step 5: Implementing strategies
➢ Implementation: effectively fitting organizational structure and activities to the
environment.
➢ The environment dictates the chosen strategy; effective strategy implementation
requires an organizational structure matched to its requirements.
Step 6: Evaluating results
➢ How effective have strategies been?
➢ What adjustments, if any, are necessary?
Corporate Strategies - top management’s overall plan for the entire organization and
its strategic business units
•
•
•
Growth: expansion into new products and markets
Stability: maintenance of the status quo
Renewal: redirection of the firm into new markets
Levels of Organizational Strategy
Types of Corporate Strategies
1. Growth Strategies –seek to increase the organization’s business by expansion into new
products and markets
a. Concentration
105
➢
Focusing on a primary line of business and increasing the number of
products offered or markets served.
b. Vertical Integration
➢
Backward vertical integration: attempting to gain control of inputs (become
a self-supplier).
➢
Forward vertical integration: attempting to gain control of output through
control of the distribution channel or provide customer service activities (eliminating
intermediaries).
c. Horizontal Integration
➢
Combining operations with another competitor in the same industry to
increase competitive strengths and lower competition among industry rivals.
d. Related Diversification
➢
Expanding by combining with firms in different, but related industries that
are “strategic fits.”
e. Unrelated Diversification
➢
Growing by combining with firms in unrelated industries where higher
financial returns are possible.
2. Stability Strategy
➢ A strategy that seeks to maintain the status quo to deal with the
uncertainty of a dynamic environment, when the industry is experiencing
slow- or no-growth conditions, or if the owners of the firm elect not to grow
for personal reasons.
3. Renewal Strategies
Developing strategies to counter organization weaknesses that are leading to
performance declines.
a. Retrenchment: focusing on eliminating non-critical weaknesses and restoring
strengths to overcome current performance problems.
b. Turnaround: addressing critical long-term performance problems through the
use of strong cost elimination measures and large-scale organizational
restructuring solutions.
Reference: Robbins & Coulter, 2012
HRD and HRM
Human resource development (HRD) is the integrated use of training, organization, and
career development efforts to improve individual, group, and organizational effectiveness. HRD
develops the key competencies that enable individuals in organizations to perform current and
future jobs through planned learning activities.
An article published by HR Solutions stated the following differentiation of HRD and HRM:
▪ Human resource management is mainly maintenance-oriented (admin tasks, employee files,
payroll, etc.) whereas human resource development is learning-oriented.
▪ Organizational structure in the case of human resource management is independent, whereas
human resource development creates a structure that is inter-dependent and inter-related.
▪ Human resource management aims to improve the efficiency of the employees, whereas HRD
aims at the development of the employees as well as the organization as a whole.
106
▪ Responsibility of human resource development is given to the personnel/human resource
management department and specifically to the personnel manager, whereas the responsibility
of HRD is given to all managers at various levels of the organization.
▪ HRM motivates employees by giving them monetary incentives or rewards whereas human
resource development stresses motivating people by satisfying higher-order needs.
Reference:
http://hrssolutions.com/human-resources-developmenthrd/#:~:text=Human%20resource%20development%20is%20the,jobs%20through%2
0planned%20learning%20activities.
C. Six Sigma
“Six Sigma is a set of management tools and techniques designed to improve business
by reducing the likelihood of error. It is a data-driven approach that uses a statistical
methodology for eliminating defects. The Greek symbol "sigma" or "σ," a statistical term for
measuring process deviation from the process mean or target. "Six Sigma" comes from the
bell curve used in statistics, where one Sigma symbolizes a single standard deviation from the
mean. If the process has six Sigmas, three above and three below the mean, the defect rate is
classified as "extremely low" (Kuma, 2020).
The Six Sigma program was first espoused by Motorola in the mid-1980s. The Six
Sigma architects at Motorola produced results far more rapidly and effectively.
(Kuma, 2020)
Methodologies of Six Sigma
There are two major methodologies used within Six Sigma, both of which are
composed of five sections, according to the 2005 book “JURAN Institute Six Sigma
Breakthrough and Beyond” by Joseph A. De Feo and William Barnard.
The DMAIC method is used primarily for improving existing business processes. The
letters stand for:
•
•
•
•
•
Define the problem and the project goals
Measure in detail the various aspects of the current process
Analyze data to, among other things, find the root defects in a process
Improve the process
Control how the process is done in the future
107
The DMADV method is typically used to create new processes and new products or
services. The letters stand for:
•
•
•
•
•
Define the project goals
Measure critical components of the process and the product capabilities
Analyze the data and develop various designs for the process, eventually picking the best
one
Design and test details of the process
Verify the design by running simulations and a pilot program, and then handing over the
process to the client
Reference: What is Six Sigma? (9 January 2020)
The implementation of the Six Sigma stem from the Total Quality Management (TQM)
introduced by W. Edwards Deming characterized by “Plan, Do, Check, Act (PDCA)” (Aized, 2012).
Step
Define
Measure
Analyze
Improve
Control
Specific tasks
• Analyze voice of customers
(VOC)
• Identify improvement issues
Organize project team
• Set-up improvement goal
• Estimate financial benefit
• Map process and identify
inputs and outputs
• Establish measurement
system for inputs and outputs
• Understand the existing
capability of process
• Identify sources of variation
in process
• Identify potential critical
inputs
• Discover the root causes
• Determine tools used in the
improvement step
• Create the strategic actions to
eliminate the root causes
• Conduct improvement
actions
• Use experiments
• Optimize critical inputs
• Standardize the process
• Maintain critical inputs in the
optimal area
• Verify long-term capability
• Evaluate the results of
improvement projects
Tools and techniques employed
• Customer complaint analysis
• Cost of poor quality (COPQ)
• Brainstorming
• Run charts, control charts
• Benchmarking
• Process map (SIPOC)
• Cause and effect matrix
• Gauge R&R
• Control charts
• Process capability analysis
• Failure models and effects analysis
(FMEA)
• Cause-and-effect diagram
• Pareto diagram
• Scatter diagram
• Brainstorming
• Analysis of variance (ANOVA)
• Design of experiment (DOE)
• Quality function deployment
(QFD)
• Process capability analysis
• Control charts
• Standard operation procedure
• Process capability analysis
• Fool-proofing (Poka Yoke)
• Run charts
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• Failure models and effects
analysis (FMEA)
Reference: Aized, T. (editor, 2012)
Six Sigma has its foundations in five key principles:
1. Focus on the Customer. A business needs to understand its customers, their needs, and
what drives sales or loyalty. This requires establishing the standard of quality as defined
by what the customer or market demands.
2. Measure the Value Stream and Find Your Problem. Map the steps in a given process to
determine areas of waste. Gather data to discover the specific problem area that is to be
addressed or transformed. Have clearly defined goals for data collection, including
defining the data to be collected, the reason for the data gathering, insights expected,
ensuring the accuracy of measurements, and establishing a standardized data collection
system. Ascertain if the data is helping to achieve the goals, whether or not the data needs
to be refined, or additional information collected. Identify the problem. Ask questions and
find the root cause.
3. Get Rid of the Junk. Once the problem is identified, make changes to the process to
eliminate variation, thus removing defects. Remove the activities in the process that do
not add to the customer value. If the value stream doesn't reveal where the problem lies,
tools are used to help discover the outliers and problem areas. Streamline functions to
achieve quality control and efficiency. In the end, by taking out the above-mentioned
junk, bottlenecks in the process are removed.
4. Keep the Ball Rolling. Involve all stakeholders. Adopt a structured process where your
team contributes and collaborates their varied expertise for problem-solving.
Six Sigma processes can have a great impact on an organization, so the team has to be
proficient in the principles and methodologies used. Hence, specialized training and
knowledge are required to reduce the risk of project or re-design failures and ensure that
the process performs optimally.
5. Ensure a Flexible and Responsive Ecosystem. The essence of Six Sigma is business
transformation and change. When a faulty or inefficient process is removed, it calls for a
change in the work practice and employee approach. A robust culture of flexibility and
responsiveness to changes in procedures can ensure streamlined project implementation.
The people and departments involved should be able to adapt to change with ease, so to
facilitate this, processes should be designed for a quick and seamless adoption.
Ultimately, the company that has an eye fixed on the data examines the bottom line
periodically and adjusts its processes where necessary, can gain a competitive edge.
Reference: https://www.sixsigmadaily.com/what-is-six-sigma/
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D. Mc Kinsey’s 7-S
The Mc Kinsey’s 7-S Model was developed in the late 1970s by Tom Peters and Robert
Waterman, former consultants at McKinsey & Company. They identified seven internal
elements of an organization that need to align for it to be successful.
You can use the 7-S model in a wide variety of situations where it's useful to examine
how the various parts of your organization work together.
The 7 Elements Include
Hard Elements:
a.
Strategy: This is your organization's plan for building and maintaining a competitive
advantage over its competitors.
b. Structure: This is how your company is organized (that is, how departments and
teams are structured, including who reports to whom).
c. Systems: The daily activities and procedures that staff use to get the job done.
Soft Elements:
d.
Shared values: These are the core values of the organization, as shown in its corporate
culture and general work ethic. They were called "superordinate goals" when the
model was first developed.
e. Style: The style of leadership adopted.
f. Staff: The employees and their general capabilities
g. Skills: The actual skills and competencies of the organization's employees.
Placing shared values in the center of the model emphasizes that these values are
central to the development of all the other critical elements. The model states that the seven
elements need to balance and reinforce each other for an organization to perform well.
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Guide question in analyzing the organization situation in terms of the 7-S framework
(Lifted from: https://www.mindtools.com/pages/article/newSTR_91.htm):
Use the questions to analyze your current (Point A) situation first, and then repeat
the exercise for your proposed situation (Point B).
Strategy:
•
•
•
•
•
What is our strategy?
How do we intend to achieve our objectives?
How do we deal with competitive pressure?
How are changes in customer demands dealt with?
How is strategy adjusted for environmental issues?
Structure:
•
•
•
•
•
•
How is the company/team divided?
What is the hierarchy?
How do the various departments coordinate activities?
How do the team members organize and align themselves?
Is decision making and controlling centralized or decentralized? Is this as it should be, given
what we're doing?
Where are the lines of communication? Explicit and implicit?
Systems:
•
•
•
What are the main systems that run the organization? Consider financial and HR systems as
well as communications and document storage.
Where are the controls and how are they monitored and evaluated?
What internal rules and processes does the team use to keep on track?
Shared Values:
•
•
•
•
What are the core values?
What is the corporate/team culture?
How strong are the values?
What are the fundamental values that the company/team was built on?
Style:
•
•
•
•
How participative is the management/leadership style?
How effective is that leadership?
Do employees/team members tend to be competitive or cooperative?
Are there real teams functioning within the organization or are they just nominal groups?
Staff:
•
•
•
What positions or specializations are represented within the team?
What positions need to be filled?
Are there gaps in required competencies?
Skills:
•
•
•
•
•
What are the strongest skills represented within the company/team?
Are there any skills gaps?
What is the company/team known for doing well?
Do the current employees/team members have the ability to do the job?
How are skills monitored and assessed?
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Using the McKinsey’s 7 – S
1. Start with your shared values: are they consistent with your structure, strategy, and systems?
If not, what needs to change?
2. Then look at the hard elements. How well does each one support the others? Identify where
changes need to be made.
3. Next, look at the soft elements. Do they support the desired hard elements? Do they support
one another? If not, what needs to change?
4. As you adjust and align the elements, you'll need to use an iterative (and often timeconsuming) process of making adjustments, and then re-analyzing how that impacts other
elements and their alignment. The end result of better performance will be worth it.
Reference: McKinsey 7-S Framework. Retrieved from:
https://www.mindtools.com/pages/article/newSTR_91.htm
E. Corporate Social Responsibility
From Obligation to Responsiveness to Responsibility
• Social Obligation
➢ The obligation of a business to meet its economic and legal
responsibilities and nothing more.
•
•
Social Responsiveness
➢ When a firm engages in social actions in response to some popular social
need.
Social Responsibility
➢ A business’s intention, beyond its legal and economic obligations, to do
the right things and act in ways that are good for society.
The definition assumes that the business obeys the laws and cares for
the stockholders and add ethical imperatives to do those things that make
the society better and not to do those which make the society worse.
How organizations Go Green
• Legal (or Light Green) Approach
➢ Firms simply do what is legally required by obeying laws, rules, and
regulations willingly and without legal challenge.
• Market Approach
➢ Firms respond to the preferences of their customers for environmentally
friendly products.
• Stakeholder Approach
➢ Firms work to meet the environmental demands of multiple
stakeholders—employees, suppliers, and the community.
• Activist Approach
➢ Firms look for ways to respect and preserve the environment and be
active socially responsible.
Green Approaches
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Management and Social Issues
Awareness of Social Issues
Social Entrepreneurs
➢ Are individuals or organizations who seek out opportunities to improve
society by using practical, innovative, and sustainable approaches.
➢ Want to make the world a better place and have a driving passion to make
that happen.
Businesses Promoting Positive Social Change
A. Corporate Philanthropy
➢ Campaigns
➢ Donations
➢ Funding own foundations
B. Employee Volunteering Efforts
➢ Team volunteering
➢ Individual volunteering during work hours
Reference: Robbins & Coulter (2018)
F. The 8 Attributes of Excellent Companies (Peters and Waterman)
1. Bias for action. Excellent organizations act quickly and do not spend much time in
planning in the analysis. “Don’t just stand there, do something, and do it fast”. People
are encouraged to try new ideas and approaches.
2. Close relationships with customers. “Excellent organizations gear decisions and
actions to the needs of their customers.” Put in an investment where income is made.
3. Autonomy and entrepreneurship. “Excellent organizations encourage employees to
take risks in the development of new ideas.” Ideas may come out of group sessions
or in an informal talk with the members of the organization. Cultivate the culture of
sharing ideas that promotes creativity and innovation.
4. Productivity through people. “Excellent organizations encourage positive and
respectful relationships among management and employees.” People-oriented
companies promote security and kindness that lead to better performance and loyalty
among employees. People get productive when they have a stake, are empowered,
constantly trained, informed, and urged to see the job as a matter of perpetual
improvement.
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5. Hands-on, value-driven. “Excellent organizations have employees and managers who
share the same core value of productivity and performance.” The whole company
must focus on excellence and on creating history.
6. Stick to the knitting. “Excellent organizations stay focused on what they do best and
avoid radial diversification.” Focus on what you know you can do well. Having a shared
focus or value is key to keeping a large group on task. When everyone is treated as a
valuable team and family member, the focus becomes more prevalent since there are
additional care and respect.
7. Simple form, lean staff. Excellent organizations avoid complex structure and diversion
of labor.” Whatever in the organization that does not contribute to value creation, it
should be removed. Lean management requires a lot of process examination to
identify what contributes to the company. Structured plans should be available to
map out progress.
8. Simultaneous loose-tight properties. “Excellent organizations exhibit both unity of
purpose and the diversity necessary for innovation.” The company promotes one
direction while giving maximum individual autonomy.
References:
1. Peters. T. (1990) In Search for Autonomy.
https://tompeters.com/columns/in-search-of-autonomy/
2. https://www.slideshare.net/alexandriamacae/peters-andwatermans-8-themes-for-excellent-organizations
Module 11 References:
Aized, T. (editor, 2012). Total Quality Management and Six Sigma. InTech, Rijeka, Croatia
David, F.R. (2011). Strategic Management: Concepts and Cases. Pearson Educatiobn, Inc: New Jersey,
USA.
https://www.slideshare.net/alexandriamacae/peters-and-watermans-8-themes-for-excellentorganizations
Kuma, P. (22 Sept. 2020) What is Six Sigma: A Complete Overview. Retrieved from:
https://www.simplilearn.com/what-is-six-sigma-a-complete-overview-article
McKinsey 7-S Framework. Retrieved from: https://www.mindtools.com/pages/article/newSTR_91.htm
Peters. T. (1990) In Search for Autonomy. https://tompeters.com/columns/in-search-ofautonomy/
Retrieved from: https://www.pdfdrive.com/total-quality-management-and-six-sigma-e15310003.html
Robbins & Coulter (2018). Management 14th ed. Pearson Educational Limited.
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What is Siz Sigma? (9 January 2020). Six Sigma Daily. Retrieved from:
https://www.sixsigmadaily.com/what-is-six-sigma/
What is Human Resource Development (May 2017) Retrieved from http://hrssolutions.com/humanresources-developmenthrd/#:~:text=Human%20resource%20development%20is%20the,jobs%20through%20planned%20learnin
g%20activities.
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