Manuscript Sacueza, Vargas

UNIVERSITY OF SAINT ANTHONY
(Dr. Santiago G. Ortega Memorial)

City of Iriga
COLLEGE OF ACCOUNTANCY
THE MANAGEMENT PRACTICES OF CAFÉ BUSINESSES IN

NABUA, CAMARINES SUR
A THESIS
Presented to the Faculty of the College of Accountancy
University of Saint Anthony
Iriga City
In Partial Fulfillment
Of the Requirements for the
BACHELOR OF SCIENCE MANAGEMENT ACCOUNTING
MARINEL C. SACUEZA
EULA DENICE P.
VARGAS
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June 2022
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CERTIFICATION
This thesis entitled THE MANAGEMENT PRACTICES OF CAFÉ BUSINESSES IN
NABUA, CAMARINES SUR prepared and submitted by Marinel C. Sacueza and Eula Denice
P. Vargas in partial fulfillment of the requirements for the Bachelor of Science in Management
Accounting, has been examined and is recommended for acceptance and approval for Final-Oral
Examination.
CHRISTINE MARGOUX M. SIRIOS, CPA, MBA
Adviser
THESIS COMMITTEE
JENNIFER A. MENDOZA, CPA, MBA

Chairperson
PAUL GABRIEL A. CASTROVERDE, CPA, MBA ELMER C. SAQUIDO, CPA, MBA

Member Member
APPROVAL SHEET
Approved by the Panel of Examiners during the Final-Oral Examination on
with the grade of

Chairperson
PAUL GABRIEL A. CASTROVERDE, CPA, MBA ELMER C. SAQUIDO, CPA, MBA

Member Member
ACCEPTED and APPROVED in partial fulfillment of the requirements for the Bachelor of
Science in Management Accounting.

Dean of College of Accountancy
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ACKNOWLEDGEMENT
Sincerely, the researcher wishes to thank all those who helped make this study a reality,
especially those mentioned below:
Authors would like to thank God Almighty first and foremost for His guidance, as well
as the strength, wisdom, and patience He provided throughout the course of this research. All
honor, glory, and praise are due to Him alone, we give thanks.
As a result of our College of Accountancy Dean, Mrs. Jennifer A. Mendoza's
unselfish advice and consideration; her experience and patience; and her dedication to this topic;
we were able to meet all of our deadlines for this study.
We are grateful to our Accounting 9 Adviser, Christine Margoux M. Sirios, for her
unwavering support and guidance, as well as her kindness and patience in allowing us to
complete this project.
Thanks to our parents, who have helped us in so many ways, especially financially,
emotionally and physically. This study would not have been possible without the trust and
support of our colleagues, as well as their wisdom and guidance.
To our colleagues and friends who have always been there for us;
Our thanks go out to the University for providing us with the data we needed to carry
out our research.
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We'd like to express our gratitude to our respondents who took the time to
To everyone else who isn't mentioned here but has helped out in some small way,
thank you.
Together, we sincerely thank and acknowledge the individuals listed above for their
contributions to this Research Study's success. Thank you so much for this wonderful
achievement.
THE RESEARCHERS
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ABSTRACT
THE MANAGEMENT PRACTICES OF CAFÉ BUSINESSES IN

NABUA, CAMARINES SUR
SACUEZA, MARINEL and VARGAS, EULA DENICE
Keywords: Management Practices,Café Businesses,Operations,Procurement,
Production Process, Manpower, Customer Handling
Summary
This research study determined the management practices of café businesses in Nabua,
Camarines Sur. Specially, this study sought answers to following questions: 1.) what is the
business profile of the cafes in Nabua, Camarines Sur in terms of a. size, b. legal forms of
organization, c. capitalization, d. number of employees, e. type of equipments / machineries used
and f. technology or softwares used in business operations. 2.) What is the extent of
implementation of Management Practices in terms of a. operation, b. procurement, c. manpower,
d. production process and e. customer handling, and 3. What management guidebook can be
designed based from the findings of the study?
The study was premised on the following assumptions: 1. The business profile of the
cafes in Nabua, Camarines varies. 2. The extent of implementation of the management practices
in terms of operation, procurement, manpower, production process, and customer handling
varies. 3. A Management Operations Guidebook based on the findings will be develop that may
enhance the management and daily operations of the café businesses.
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A descriptive-evaluative method of research was utilized in the study. The study involved
8 respondents, who are engaged into café management practices. Profiling of the participating
Cafes was done which focused on the size, legal forms, capitalization, number of employees,
type of equipment / machineries used as well as the technology or software used in business
operations
The data gathering procedure using a validated questionnaire was aimed at investigating the
extent of implementation of management practices. Statistical tools were also employed for the
purpose of determining whether a significant relationship exists between the business profile
and the management practices adopted by the Café businesses in Nabua, Camarines Sur. As
a result of the study, the researchers have high hopes of coming up with management operations
guidebook designed based on the findings obtained.
Findings
From the statistical treatment of the data with the corresponding analysis and interpretation
thereto, the following findings have surfaced:1. On the business profile of the participating Cafes
in Nabua consists eight (8) participating cafes were profiled in terms of the size, legal forms of
organization, capitalization, number of employees, types of beverage equipment used as well as
the technology or software used in business operations. a. under size, the micro enterprises were
accounted for 5 or 62.5% and small enterprises with 3 or 37.5% of the Café businesses in
Nabua, Camarines Sur. b. under
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legal forms of organization, majority of Café Businesses in Nabua, Camarines are sole
proprietorship there are 7 (87.5%) and only 1 (12.5%) is operating under Franchise contract. c.
in terms of capitalization, there are 3 or 37.5% entities operating with a capitalization of 499,000
and below, 3 or 37.5% also with 500,000 to 999,000 and 2 or 25% with the capitalization of
1,000,000 to 1,499,000. d. in terms of the number of employees, the data gathered shows that 5
or 62.5% employed 10 and below workers/employees while there are 3 or 37.5% had 11-15
workers. It seems that majority of the respondents are micro enterprises, obviously, their
employees are just 10 and below, so, also the number of cafes with 10 and below employees is
larger. e. in terms of types of beverage equipment used, the Cafes that uses Espresso Machine
were 3 or 37.5%, Espresso Grinder also have 3 or 37.5%, Regular Coffee Grinder have 4 or 50%,
Coffee Brewers also have 4 or 50%, Decanters, Airpots, and Satellite Servers have 5 or 62.5%,
Coffee Roasters also have 5 or 62.5% while Frappe and Smoothie Blender have 8 or 100%, Iced
Tea Brewers and Dispensers have 8 or 100% and Hot Water Dispenser also have 8 or 100%. And
lastly f. in terms of technology and software used, the Cafes that uses Online Ordering Systems
and Delivery Apps have 6 or 75%, Contactless Ordering and Payments is 4 or 50%, Air
Purification Technology have 6 or 75%, Touchscreen Point of Sale (POS) Terminals is 5 or
62.5%, while Digital Printers have 7 or 87.5% and Cash Drawer have 100%., 2. On the extent of
implementation of Management Practices. In the context of this study, the management practices
of the Cafes in Nabua were described in terms of operation, procurement, manpower,
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production process, and customer handling. a. On operations, data reveal that Coffee shops have
a standard communication system and protocol built into their organizational structure to
facilitate the implementation of all their initiatives, according to data collected on operations.
They also prioritize processes and systems that produce quality products and services, on average
at 3.625 or highly implemented. They invest in building construction to house production
equipment and facilities. Three of these have 2.875 mean or implemented practice in the Nabua
café businesses, embrace total quality management in all aspects of their business operations,
have an existing performance standard developed in planning, far away from their competitors
and evaluated periodically, and conduct strategic planning to set goals, objectives and direction
setting for the company and its people. In addition, the company conducts training and education
initiatives for its employees, particularly in the fast-casual dining industry, and adopts total
quality management in all aspects of its business operations. The average weighted mean on
operation is 3.0 with descriptive equivalent of implemented.b. In terms of material procurement,
the respondents rated the management practices as follows: In all three cases, the mean score is
3.5, which means that production materials are sourced from a distributor, procurement is open
to the public and materials or ingredients are bought in bulk. 3.25, directly buys materials and
ingredients from a big supplier in Metro Manila or within Bicol Region, 2.875, materials are
procured locally by piece, 2.75; materials supplied by an exclusive brand distributor, 2.25, and
lastly shop online using credit cards and purchased materials being delivered to your shop 2.125
In operation, the
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descriptive equivalent is 2.97. c. In terms of manpower, the data show that the top 3
management practices used by Café businesses are online advertising (3.5), these two practices
are highly implemented, and the top three are that café businesses can be trained for the job and
placing job advertisements in different media channels with a mean of 3.0 which accounted as
implemented practice. The other five are less implemented: Use recruitment agencies to ensure
only qualified workers are hired, 1.625. Pirate highly competent people from competing fast
casual dining industry and offer high salaries and benefits to get their services, 2.375. Hire
qualified workers through a manpower agency, 1.875. The overall mean for manpower hiring is
2.55, interpreted as implemented. d. In terms of production processes, the data shows that work
or production processes and systems are with total quality management certifications with a
mean of 3.625. The following six (six) are examples of implemented practice: Managers and
employees can discuss ways to improve their performance. 3.75; Use of low-maintenance
cutting-edge technology 3.375; high-quality ingredients and raw materials achieves task and
work schedule with flexibility, accuracy, timeliness and cost effectiveness without
compromising quality. With total quality management certifications for work processes and
systems, 2.5. Finally, the traditional use of substrates for various media with a mean of 2.375.
The overall average mean is 3.10, which verbally interpreted as Implemented. Finally, e. on the
area of handling customers, the data gathered shows the top 4 practices that are verbally
interpreted as highly implemented are: establishing a profitable, long term, one-to-one
relationship with customers; understanding their needs, preferences
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and expectations with the mean of 3.875; gives credence to customer complaints and identifies
and anticipate needs both have 3.75 and using of clear communication skills, 3.625. And the last
four are in category of implemented are the following: Mass customization, one-to-one
marketing, 3.5; keep standards high and response times low, 3.25; know how to close a
conversation also have 3.25 and last is on having the ability to use positive language with mean
of 3.125. The overall weighted mean is 3.52 which verbally interpreted as highly implemented.
3. Based on the study's findings, a guidebook for café`s management practices can be created.
Conclusions
Through the analysis of the data found in the findings has enabled the researchers to arrive at
the following conclusions: 1. More than half of the cafes are micro enterprises which are
managed on the basis of sole proprietorship. Less than half can be classified small, while none
fits the parameters of a medium enterprise. While a few numbers of cafes were based on
franchise, there was none which was managed by a neither partnership nor corporation; 2. a.
Under operation, it was found that management practices were implemented. b. The production
materials are sourced out from distributors, and are purchased in big or bulky amounts to avoid
delays in shipping. The cafes had links with several distributors that is why sticking to an
exclusive distributor brand is less implemented. c. The participating cafes have also claimed that
pirating of highly competent individuals from its competitors in the food industry is less
practiced. In general, management practices in terms of manpower were found to be
implemented.
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d. Considering the tight competition in the industry, the cafes in Nabua had to utilize low
maintenance state of the art machines and technology. This is for the business to be at par with
the other competitors. In line with this, the use of traditional substrates is no longer favoured,
thus, is less implemented among the participating cafes. e. By understanding customer
preferences and expectations, the café can improve the products it offers. However, it can also be
noted that the identification and anticipation of client needs are less implemented by the café; 3.
The Management Guidebook for the Café Businesses in Nabua, Camarines Sur was developed
based on the findings of the study.
Recomendations
The following are the points identified by the researchers as a result of the data obtained,
findings and conclusions. These suggestions are essential in improving the management practices
of the cafes in Nabua. The concerned persons and institutions are hereby addressed: 1. In the
light of the business profile, it is suggested that, a. Business owners may explore other forms of
business ownership such as partnership and corporation. Doing so will surely bring additional
resources for the business as well as a fresh new load of ideas as to how the café should be
managed. Moreover, it is also recommended that the b. management allocate additional funds for
the procurement of additional café equipment such as decanters, air pots, satellite servers and
coffee roasters so that additional products may also be offered to the clientele. Similarly, the c.
executives should take into consideration the use of QR codes and online reservation
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systems as these are essential in today’s COVID situation. The d. employees are hereby
encouraged to be flexible and resilient. They should exude openness to learn and be trained so
they may improve the quality of service they render. As the world leans towards the
digitalization of business transactions, it is recommended for e. workers to embrace the change
by becoming technology literate themselves; 2. In the light of the management practices, it is
therefore recommended that, a. the management should continue the quality assurance
operations of the café b. the executives should see to it that professional development
opportunities are offered to the employees in order to augment the standards of their services. As
most of the transactions nowadays are done through online using cashless methods, c. the
business owners should shift to the use of cards as mode of payment when procuring supplies for
the café. Additionally, d. the management should also consider patronizing the products sold in
the local market as this small business are the pillars of the economy in Nabua. Transactions
made in the local market of Nabua will surely go a long way in the lives of the vendors. It is also
recommended for e. suppliers and distributors to be time-conscious when it comes to the
shipment of the orders made by the café. By ensuring that the materials ordered are shipped on
time, the café operations will not be altered or not affected; 3. Specifically, the Management
Operations Guidebook for the Café Businesses in Nabua, Camarines Sur that has been developed
will be implemented in order to gain a competitive advantage and to generate a high profit that
will allow any organization to continue operating in the long run.
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TABLE OF CONTENTS
TITLE PAGE----------------------------------------------------------------------------------------i
ACKNOWLEDGEMENT------------------------------------------------------------------------iii
ABSTRACT-----------------------------------------------------------------------------------------v
TABLE OF CONTENTS------------------------------------------------------------------------xii
LIST OF TABLES--------------------------------------------------------------------------------xvii
LIST OF FIGURES-------------------------------------------------------------------------------xviii
CHAPTER 1: THE PROBLEM
Introduction------------------------------------------------------------------------1
Theoretical Framework----------------------------------------------------------4
Conceptual Framework----------------------------------------------------------10
Statement of the Problem-------------------------------------------------------12
Assumptions----------------------------------------------------------------------13
Scope and Delimitation of the Study-----------------------------------------13
Significance of the Study-------------------------------------------------------13
Definition of Terms-------------------------------------------------------------15
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REVIEW OF RELATED LITERATURE AND STUDIES--------------23
Synthesis of the State-of-the-Art----------------------------------------------40
Research Gap-------------------------------------------------------------------41
NOTES---------------------------------------------------------------------------42
CHAPTER 2: RESEARCH METHODOLOGY
Research Method----------------------------------------------------------------45
Respondents---------------------------------------------------------------------46
Sampling Technique------------------------------------------------------------46
Data Gathering Tool------------------------------------------------------------46
Questionnaire-----------------------------------------------------------47
Preparation of the questionnaire-------------------------------------47
Validation of the questionnaire--------------------------------------47
Administration and retrieval of the questionnaire-----------------48
Statistical Treatment and Data Analysis--------------------------------------48
NOTES----------------------------------------------------------------------------51
CHAPTER 3: THE MANAGEMENT PRACTICES OF CAFÉ BUSINESSES IN NABUA,
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CAMARINES SUR
Business Profile of the Café Businesses in Nabua, Camarines Sur---------------52
Size-------------------------------------------------------------------------------53
Legal forms of Organization--------------------------------------------------54
Number of Employees--------------------------------------------------------56
Capitalization-------------------------------------------------------------------58
Types of Beverage Equipment Used----------------------------------------59
Technology or Softwares Used----------------------------------------------62
Extent of Implementation of the Management Practices in the Operations of Café
Businesses-----------------------------------------------------------------------------------------64
Extent of Implementation of Management Practices in terms of Procurement - 68 Extent
of Implementation of Management Practices in terms of Manpower----------------------70
Extent of Implementation of Management Practices in terms of Production Process - - - -
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -76
Extent of Implementation of Management Practices in terms of Customer Handling - - - -
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -80
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Summary of Results------------------------------------------------------------------------------84
Management Operations Guidebook for Café Businesses-----------------------------------87
NOTES---------------------------------------------------------------------------------------------88
CHAPTER 4: SUMMARY, FINDINGS, CONCLUSIONS AND RECOMMENDATIONS
Summary---------------------------------------------------------------------------------91
Findings----------------------------------------------------------------------------------93
Conclusions-----------------------------------------------------------------------------97
Recommendations----------------------------------------------------------------------98
Suggested Topics for Further Research----------------------------------------------100
BIBLIOGRAPHY
A. On line resources------------------------------------102
B. Thesis--------------------------------------------------104
APPENDICES
A. Permit to Conduct Study------------------------------------106
B. Questionnaire------------------------------------------------107
CURRICULUM VITAE-------------------------------------------------112
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LIST OF TABLES
Table Description Pages
1 Business profile in terms of size 53
2 Business profile in terms of legal forms of organization----------------------------------55
3 Business profile in terms of number of employees-----------------------------------------56
4 Business profile in terms of capitalization--------------------------------------------------58
5 Business profile in terms of type of equipments/machineries used----------------------60
6 Business profile in terms of technology or softwares used in
business operations 63
7 Extent of implementation of management practices in terms of Operations-------------66
8 Extent of implementation of management practices in terms of Procurement------------69
9 Extent of implementation of management practices in terms of Manpower--------------74
10 Extent of implementation of management practices in terms of
Production Process ------------------------------------------ 78
11 Extent of implementation of management practices in terms of
Customer handling 81
12 Summary of Respondents` appraisal on the Management Practices
of Café businesses in Nabua, Cam. Sur 85
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LIST OF FIGURES
a. Theoretical Paradigm 5
b. Conceptual Paradigm 11
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CHAPTER 1
THE PROBLEM
Introduction
Management is the core function of any organization. It is responsible for
wellbeing of the company and its stakeholders, such as the investors and employees.
Processes slightly formal developed by the organizations to guide the entrepreneurial
action, direction and to influence the behavior of people to support implementation of
concepts and ideas at all levels of conceptualization and realization of concepts,
ultimately aiming to support organizational processes.
Due to shortcomings, cafe businesses face difficulties. When a business fails to
meet the owner's minimum economic survival threshold, it is considered a failure. Some
cafe owners lack the necessary knowledge to succeed, such as management practices and
technology.
Café, coffeehouse, and coffee shop are all terms for an establishment that
primarily serves coffee and other hot beverages. As the name suggests, a
café/coffeehouse/ coffee shop focuses on providing coffee and tea in addition to light
snacks. The original coffeehouse was first established in Italy in 1645. Then, in 1652, the
coffee-shop trend spread into England and further abroad (Pongsiri,2013). The coffee
shop has become a necessity and habit in modern society. A diverse crowd ranging from
professionals and executives to adolescents

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frequents it. The coffee shop sells not only the items in its menu but also an atmosphere
that makes people feels comfortable. In order to attract more visitors, a café may offer
more options of food and beverages that is on trend or appropriate by different factors
like climate/season, financial capability of their target customers, tastes, preferences and
etc.
Management practices are the working methods and innovations that managers
use to improve the effectiveness of work systems. Common management
practices include: empowering staff, training staff, introducing schemes for improving
quality, and introducing various forms of new technology. Those practices can improve
processes in general, such are, for instance, lean production, business process
reengineering, six sigma, supply chain management and processes, as well as practices
that enhance innovativeness such as collaborative innovation, as well as customer or
supplier relationship management (Dabic et al., 2013; Nedelko & Pitacan, 2013).
Therefore, the management should be a skilled, experienced, and motivated set of
individuals, who will do whatever necessary for the best interest of the company and
stakeholders. Best practices are usually outcomes of knowledge management. Best
practices are the reusable practices of the organization that have been successful in
respective functions.
When it comes to management best practices, there are plenty. They can be
further subdivided into different sub-domains within management, such as

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human resources, technical, etc. Organizations can achieve a great success by employing
management best practices. This is one way to make sure that the same mistake is not
repeated. Once a best practice is derived through knowledge management, it should be
properly documented and integrated to the relevant functions of the business. Best
practices should be included into the corporate trainings regularly.
Cafes as a business should have its management practices an increasing number
of organizations are resorting specially in Municipality of Nabua, thus to a more
simplified organization design that embodies built in mechanisms to cater to the core
activities and embrace a theology that abhors waste and with a fierce dedication to
excellence. This has seen the emergence of management practices as a cornerstone of
organizational effectiveness.
ART. 10611 SEC. 14. Specific Responsibilities of Food Business Operators which
food business operators shall be knowledgeable of the specific requirements of food law
relevant, to their activities in the food supply chain and the procedures adopted by
relevant government agencies that implement the law. They shall adopt, apply and be
well informed of codes and principles for good practices. Micro and small industries shall
be assisted to facilitate their adoption of such practices. Successful leadership and Self-
reinforcing human resources are thus seen as the backbone of management system to help
it generate customer value.

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Hence, the researcher will study the management practices of Cafes in Nabua,
Camarines Sur that they applied to their organizations and will conduct a management
plan to address the constraints in their operations that may help them or the readers or
other business owners to manage their own business or organization.
Theoretical Framework
The theory on Café Management Practices was anchored from Henri Fayol`s
Management Theory known as Fayol`s Administrative Principle Roles of
Management and Scientific management theory by Frederick Taylor. The
rationale for the researcher`s utilization of this theory as the theoretical foundation of this
research is, foremost its practicability, among others. These theories are used by
marketers who have objectives mostly for growth.
As global competition continues to grow, executives and managers face many
challenges such as how to increase sales, reduce costs, accurately forecast future demand,
find the next market breakthrough, and most of all survive. This practice is inspired by
Fayol`s five management principles: to forecast and plan, to organize, to command, to
coordinate and to control. Fayol emphasized a more top- down perspective that is focused
on educating management on improving processes first and then moving to workers.

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SCIENTIFIC
MANAGEMENT
CONTROL THEORY
COORDINATE
PLAN
Fayol`s
Administrativ
e Principle
Roles of
Management
ORGANIZE COMMAND
By: Henri Fayol By: Frederick Taylor
THEORY ON CAFÉ MANAGEMENT PRACTICES

Producti Custom THEORY)
on
(RESEARCHER`S
Operati er Procurement
FIGURE 1: THEORETICAL PARADIGM

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Fayol believed that by focusing on managerial practices, organizations could
minimize misunderstandings and increase efficiency. His writings guided managers on
how to accomplish their managerial duties and on practices in which they should
engage.
The researchers cited the management practices as anchored in Fayol`s
Administrative Principle Roles of Management. In his book “General and Industrial
Management” Fayol outlined his theory of general management, which he believed could
be applied to the administration. As a result of his concern for his workers, Fayol was
considered one of the early fathers of the human relations movement.
Fayol`s Principle Roles of management is anchored in his fourteen (14)
principles of administration. The principles are: specialization/ division of labor,
authority with responsibility, discipline, unity of command, unity of direction,
subordination of individual interest to general interest, remuneration of staff,
centralization, scalar chain/line of authority, order, equity, stability of tenure, initiative
and spirit de corps.
The Scientific management theory developed by Frederick Taylor, he was
one of the first to study work performance scientifically. Taylor’s principles
recommended that the scientific method should be used to perform tasks in the
workplace, as opposed to the leader relying on their judgment or the personal discretion
of team members. His philosophy emphasized that forcing people to work hard would
result in the most productive workplace. Instead, he

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recommended simplifying tasks to increase productivity. He suggested that leaders assign
team members to jobs that best match their abilities, train them thoroughly and supervise
them to ensure they are efficient in the role.
While his focus on achieving maximum workplace efficiency by finding the
optimal way to complete a task was useful, it ignored the humanity of the individual. This
theory is not practiced much today in its purest form, but it demonstrated to leaders the
importance of workplace efficiency, the value of making sure team members received
ample training and the need for teamwork and cooperation between supervisors and
employees.
The objective of the scientific theory is to increase production within an
organization by increasing the productivity of the individual. Taylor employed timing
measures to routine tasks to identify efficiencies and reduce wasted effort. He also sought
to optimize equipment or resources employed in these routine tasks. By customizing
equipment (or technology) he was able to add efficiency to individual effort.
The researcher cited the THEORY ON CAFÉ MANAGEMENT PRACTICES
as anchored in Fayol`s Administrative Principle Roles of Management and Scientific
Management Theory. Production Process, Operation, Procurement of Materials,
Manpower and Customer Handling play an important role in the success of an industry
most especially in the Café Businesses. Productivity, efficiency and effectiveness are
parts of reflections from such

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practices. The Café Businesses are responsible for the various resources needed to
produce products and services for a business quality services.
A production process is the method of using economic input or resources, like
labor, capital equipment or land, to provide goods and services to consumers. The
production process typically covers how to efficiently and productively manufacture
products for sale to reach customers quickly without sacrificing the quality of the
product.
Operation refers to the administration of business s practices to create the highest
level of efficiency possible within an organization. It is concerned with converting
materials and labor into goods and services as efficiently as possible to maximize the
profit of an organization. It shows how the company prioritizes their processes and
systems to produce.
Procuring materials is a crucial aspect of the construction process as contractors
will normally be inundated with requests from suppliers for the provision of goods and
services. They must therefore order materials that align with both the client’s and
contractor’s objectives. Developing the most suitable purchasing strategy will involve
selecting material suppliers according to a range of criteria that are likely to include speed
of delivery, cost, quality, specific project constraints, risk, asset ownership and financing.
In manpower, the business not only needs to think about their duties, responsibilities and
pay. It is also need to think about the standards for customer service and of its
management. Service
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quality has become essential for the survival of service entities to attract and retain
customers in the present day’s fiercely competing business world. Competent employees
are the key to deliver excellent quality services.
In manpower, the different steps and processes it the systematic and regulated
acquisition of manpower with certain qualification standards based on the need of the
wide format printing company. The term manpower can mean "labor force," "workforce,"
"workers," or simply "people," and despite the man, it applies to both men and women. A
large size businesses requires more manpower than a smaller business.
Customer handling is the ability to effectively handle customer complaints and
problems is vital for your customer service associates. Though providing outstanding
service throughout the selling process is beneficial, customers who do complain and get
their problem effectively solved often develop a strong emotional loyalty to a business.
Management practices are processes slightly formal developed by the
organizations to guide the entrepreneurial action and direction and to influence the
behavior of people. These 5 components in the researchers` theory have a big role to the
vital operations of café businesses. Café businesses can achieve a great success by
employing management best practices. It should be properly documented and integrated
to the relevant functions of the business.Best practices should be included into the
trainings regularly.
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Conceptual Framework
A clearer presentation of this research study could be gleaned from the conceptual
framework shown on Figure 2. The end view of this research is to
determine the management practices and ultimately come up with management plans.
These plans shall be the basis of improving the outputs for continual improvement.
INPUT It consists of the profile of the Cafes in Nabua, Camarines Sur in terms of
size, legal forms of organization, capitalization, no. of employees, type of equipments/
machineries used and technology or softwares used in business operations. The appraisal
of management practices of Cafes and its extent of implementation in terms of operation,
procurement, manpower, production process, and customer handling
PROCESS It is represented by the analysis of determination of the profile of the
Cafes, evaluation of the extent of implementation of management practices, and
designing the Management Guidebook
OUTPUT This study came out with an output, referred to as Management
Operations Guidebook designed to address the constraints in the operation of the Cafes in
Nabua, Camarines Sur
The feedback loop provides an avenue to assess the outcome of the study as basis
for further improvement in inputs

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INPUT PROCESS OUTPUT
Profile of the Cafes in

Nabua, Camarines Sur
along:
a. Size/Classification
b. Legal forms of
organization
c. Capitalization
d. No. of Employees
e. Type of
equipments /
machineries used Analysis of : Management
f. Technology or Operations
softwares used in 1. Determination
of the profile of Guidebook for
Business
Operations. the Cafes Café Businesses
2. What is the 2.Evaluation of the

extent of extent of
implementation of implementation of
Management Management
Practices in terms
Practices
of:
3.Designing the
a. Operation
Management
b. Procurement
c. Manpower Guidebook
d. Production
FEEDBACK
FIGURE 2: CONCEPTUAL PARADIGM

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Statement of the Problem
This study determined to evaluate the management practices of Cafes in Nabua,
Camarines Sur
Specifically, this answered the following questions:
1. What is the business profile of the Cafes in Nabua, Camarines Sur in terms of:
a. Size
b. Legal forms of organization
c. Capitalization
d. Number of Employees
e. Type of equipments / machineries used
f. Technology or softwares used in Business Operations
2. What is the extent of implementation of Management Practices in terms of:
a. Operation
b. Procurement
c. Manpower
d. Production Process
e. Customer Handling
3. What management guidebook can be designed based from the findings of the
study?
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Assumptions
1. The business profile of the cafes in Nabua, Camarines varies.
2. The extent of implementation of the management practices in terms of
operation, procurement, manpower, production process, and customer handling varies.
3.A Management Operations Guidebook based on the findings will be develop
that may enhance the management and daily operations of the café businesses.
Scope and Delimitations of the Study
The coverage of the study is the café businesses in Nabua, Camarines Sur as the
business organizations. The respondents of the study were the owners or the managers.
Significance of the Study
The result of this study is significant to the following sectors.
Business Organization The result of this study may be a guide of different
business organizations in their decision-making in terms of their policy direction and
other aspects of operations. This may aid them in addressing problems that affect
management functions and day to day operations.

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Chamber of Commerce This may serve as a system of information banking
for them to assess the business atmosphere in the area as a tool for investment attractions
and offer solutions to address prevailing issues.
Educational Institutions This study may be significant to educational
institutions offering computer and electronic programs and short-term courses related to
management practices
Local Government Units The local government unit may be able to further
define their role in assisting the businesses of this nature in their locality, both
operationally and in legislatively.
Café Business Players The players in the industry may be aided, for them to
come up on certain decisions along the operations of their business. They may exert
efforts to form an organization among themselves to let the society know their important
role.
Students The result of this research can be used as a reference to improve the
ability of student in understanding more about the management practices in all types of
businesses.
Teachers This may aid teachers and other professionals in the conduct of the
same research or with similar theme.

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Other Researchers / Future Researchers The outcome of the study is
beneficial to the neither present researchers or the future researchers. This study may be
one of the basis that a new theory in learning will arise.
Definition of the Terms
The terms listed below are defined operationally and conceptually to provide
common reference in the analysis and interpretation of the findings. These terms shall
provide a clear understanding of the discussions and presentations of this research study.
Café It is sometimes called a coffeehouse or a coffee shop or tea shop in
English, a café in French and a bar in Italian (cafe or café is the common spelling used in
English, French, Spanish, et al. however the word is spelled "caffè" in Italian). It shares
some characteristics of a bar and some characteristics of a restaurant given its selection
of foods and beverages served, but is distinct from a cafeteria which is a type of
restaurant where customers can choose from many dishes displayed on a serving line. In
some countries, cafés are designed to more closely resemble restaurants whereby offering
a range of hot meals and possibly licensed to serve alcohol. Most British cafés however,
do not sell alcohol likely due to the prominent pub culture. Focuses on providing coffee
and tea in addition to light snacks

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Capitalization This refers to the amount of cash and all other resources infused
to start the operation of the business in this industry.
Capitalization is an accounting method in which a cost is included in the value of
an asset and expensed over the useful life of that asset, rather than being expensed in the
period the cost was originally incurred. In addition to this usage, market capitalization
refers to the number of outstanding shares multiplied by the share price, which is a
measure of the total market value of a company.
Command It is the imparting of a vision to the organization in order to achieve a
goal. It does this by formulating a well-thought-out vision and then clearly
communicating it. Command emphasizes success and reward.
The command doesn't happen accidentally. Organizational designers lay it out as
the last step in creating an organizational structure. Planners first consider a company’s
goals since organizational structure must support strategy. Designers next determine the
tasks needed to reach the goals.
Departmentalization follows as designers decide how to group the tasks. Grouping affects
resource sharing and the ease with which people communicate and coordinate work.
After departmentalizing, designers assign authority for tasks and areas. Once authority is
assigned, planners can finally lay out the relationships between positions, thereby
creating a chain of command.

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Coordination High level managers must work to integrate all activities to
facilitate organizational success. Communication is the key to success in this component.
Furthermore, coordination is the act of organizing, making different people or things
work together for a goal or effect to fulfill desired goals in an organization. It is a
managerial function in which different activities of business are properly adjusted and
interlinked.
Customer Handling. The ability to effectively handle customer complaints and
problems is vital for your customer service associates. Though providing outstanding
service throughout the selling process is beneficial, customers who do complain and get
their problem effectively solved often develop a strong emotional loyalty to a business.
Hiring service employees with certain abilities and nurturing them is important to
company success.
Basic business and service competence combined with strong product knowledge
equip service employees to effectively handle problems. If an employee doesn't
understand the nature of the business or the products with which the problem exists, it is
more difficult for her to confidently handle complaints. Product knowledge helps service
employees answer questions, identify common errors that arise, troubleshoot and make
specific recommendations on how to fix product- related issues. Overall competence in
the company environment helps project a more confident image.

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Form of Business The type of how business was organized and being
operated, if it is on a single proprietorship, partnership, corporation, cooperative or other
forms.
An entity formed for the purpose of carrying on commercial enterprise. Such an
organization is predicated on systems of law governing contract and exchange, property
rights, and incorporation.
Business enterprises customarily take one of three forms: individual
proprietorships, partnerships, or limited-liability companies (or corporations).
Legal Refers to the rules, regulation, instructions, ordinances, and laws
governing the system and standards of operation of the business. The legal structure, also
known as business ownership structure, will determine which income tax return form you
have to file but more importantly, it determines how much tax you have to pay, and
determines your risk exposure. The most common legal structures for business are sole
proprietorship, partnership, LLC (limited liability company), corporation, but there are
other options as well.
Understanding each legal structure is important so that you can decide on the one
that best fits your businesses goals as well as what is more beneficial to you as the
business owners.
Management Plan This refers to the output of this study. This is a concrete
plan of activities defining the workflow of the basic management function in the
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operation of Café businesses. It is the blueprint for the way you run the organization,
both day to day and over the long term. It includes the standard method management-
handling money, dealing with actual work of the organization, addressing the human
resources and the overall philosophical and intellectual framework in which these
methods operate.
Management Practices Usually refers to the working methods and
innovations that managers use to improve the effectiveness of work systems. Common
management practices include: empowering staff, training staff, introducing schemes for
improving quality, and introducing various forms of new technology.
Processes slightly formal developed by the organizations to guide the
entrepreneurial action and direction and to influence the behaviour of people to support
implementation of concepts and ideas at all levels of conceptualization and realization of
concepts, ultimately aiming to support organizational processes.
Manpower This refers to the different steps and processes it the systematic and
regulated acquisition of manpower with certain qualification standards based on the need
of the wide format printing company.
Manpower is the total number of people who can work to get something done.
How quickly you clean your house after a big party will depend on how much manpower
you've got.
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The term manpower can mean "labor force," "workforce," "workers," or simply
"people," and despite the man, it applies to both men and women. A large size businesses
requires more manpower than a smaller business.
Monitoring/Control The act of comparing the activities of the personnel to the
plan of action. This is the evaluation component of management. Supervising activities in
progress to ensure they are on-course and on- schedule in meeting the objectives and
performance targets.
It is a process of measuring performance and taking corrective action to assure
that the business is on track to meet its goals. In looking to fulfill long-term goals, owners
realize that there are more immediate objectives that need to be met if the long-term goals
are to be fulfilled. The purpose of this step is to develop a control process to take
advantage of opportunities, while decreasing the need for crisis management.
Operation Refers to the industry`s performance of something involving practical
application of principles or processes.
Operation is the work of managing the inner workings of your business so it runs
as efficiently as possible. Whether you make products, sell products, or provide services,
every small business owner has to oversee the design and management of behind-the-
scenes work.
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The specific definition of operations will depend on your industry and the stage
your business is in. Sometimes, improving operations means thinking strategically about
your systems and processes. Other times, it means being part of the on-the-ground work
to bring every aspect of a project, from tiny to huge, to reality.
Organizing Managers must organize and provide the resources necessary to
execute said plan, including raw materials, tools, capital, and human resources.
Organizing is the management function that follows after planning, it involves the
assignment of tasks, the grouping of tasks into departments and the assignment of
authority with adequate responsibility and allocation of resources across the organization
to achieve common goals.
Planning. Managers should draft strategies and objectives to determine the
stages of the plan and the technology necessary to implement it. A basic management
functions involving formulation of one or more detailed plans to achieve optimum
balance of needs or demands with the available resources.
Planning is the process of thinking regarding the activities required to achieve a
desired goal. Planning is based on foresight, the fundamental capacity for mental time
travel. The evolution of forethought, the capacity to think ahead, is considered to have
been a prime mover in human evolution

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Procurement of Materials This is the purchase of equipment like machineries,
coffee supplies and others. It is the acquisition of goods, services or works from an
external source.
A procurement team or one or more construction buyers may be responsible for
procurement activities for products, materials, plant and subcontractors. They typically
work for the main contractor (although subcontractors may also have buyers on large
projects) to ensure that supplies are provided in accordance with the project programme,
specification and budget.
Materials will typically be ordered from the supply chain, often from external
suppliers with whom the team may have had past successful dealings, or who may be
specified in the contract documents.
Procuring materials is a crucial aspect of the construction process as contractors
will normally be inundated with requests from suppliers for the provision of goods and
services. They must therefore order materials that align with organization`s objectives
and customers preferences.
Developing the most suitable purchasing strategy will involve selecting material
suppliers according to a range of criteria that are likely to include speed of delivery, cost,
quality, specific project constraints, risk, asset ownership and financing.

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Production Process. A production process is the method of using economic
input or resources, like labor, capital equipment or land, to provide goods and services to
consumers.
Technology drives efficiency in organization and increases’ productivity of the
organization. Technology acquired should align with overall objectives of the
organization and should be approved after elaborate cost-benefit analysis and it affects all
aspects of production i.e. capital, labour and customer.
Technology has enabled companies to share real-time information across the
globe, to improve the speed and quality of their processes, and to design products in
innovative ways.
REVIEW OF RELATED STUDIES AND LITERATURE
The researcher made a comprehensive review of various literature and studies,
which contributed valuable insights in conceptualizing and conducting the present study.
The Café Business
Café also spelled café, small eating and drinking establishment, historically a
coffeehouse, usually featuring a limited menu; originally these establishments served
only coffee. The English term café, borrowed from the French, derives ultimately from
the Turkish kahve, meaning coffee. (Augustin & Rogers 2021)1

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In most European countries, such as Spain, Austria, Denmark, Germany, Norway,
Sweden, Portugal, and others, the term café means a restaurant primarily serving coffee,
as well as pastries such as cakes, tarts, pies, or buns. Many cafés also serve light meals
such as sandwiches. European cafés often have tables on the pavement (sidewalk) as well
as indoors. Some cafés also serve alcoholic drinks (e.g., wine), particularly in Southern
Europe. In the Netherlands and Belgium, a café is the equivalent of a bar, and also sells
alcoholic drinks. In the Netherlands a koffiehuis serves coffee, while a coffee shop (using
the English term) sells "soft" drugs (cannabis and hashish) and is generally not allowed to
sell alcoholic drinks.
In France, most cafés serve as lunch restaurants in the day, and bars in the
evening. They generally do not have pastries except in the mornings, when a croissant
can be purchased with breakfast coffee. In Italy, cafés are similar to those found in France
and known as bar. They typically serve a variety of espresso coffee, cakes and alcoholic
drinks. Bars in city centers usually have different prices for consumption at the bar and
consumption at a table.
The Management Practices
As Cabrera, Salazar, Gomes, et. al.2015 2 Management is the core function of any
organization. Management is responsible for wellbeing of the company and its
stakeholders, such as the investors and employees. Therefore, the management should be
a skilled, experienced, and motivated set of individuals,

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who will do whatever necessary for the best interest of the company and
stakeholders.Best practices are usually outcomes of knowledge management. Best
practices are the reusable practices of the organization that have been successful in
respective functions. When it comes to management best practices, there are plenty. They
can be further subdivided into different sub-domains within management, such as human
resources, technical, etc.
When it comes to management best practices, we can identify five distinct areas
where the best practices can be applied.
Communication. Management is all about communicating to the staff and the
clients. Effective communication is a must when it comes to successful management. The
management should have a set of best practices defined for clear and effective
communication from/to the staff and the clients.
Leading by Example. Respect is something you should earn in a corporate
environment. Leading by examples is the best way of doing this. Define and adhere to
leadership by example best practices and also make sure your subordinates do the same.
Setting and Demanding Realistic Goals. Realistic goals can boost the
corporate morale. Most of the times, organizations fail due to unrealistic, unachievable
goals and objectives. There are many best practices on how to set goals and objectives,
such as SWT analysis. Since the goals are the driving factor
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behind your organization, you need to make use of every possible best practice for goal
setting.
Open Management Style. When your management style is open and
transparent, others respect you more. In addition, information directly flows from the
problem areas to you.
Strategic Planning. This is the most important best practice area when it
comes to long-term benefits for the company. Usually, experienced people in
management, such as Jack Welch, have their own, successful best practices for strategic
corporate planning.It is always a good idea to learn such ideas from exceptional people
and apply them in your own context.
The Tools. There are many tools a manager can use for practicing management
best practices. Following are some areas where you can use such tools.
Benchmarking. Benchmarking is a domain itself. Accurate benchmarking helps
you to understand the capability of your company or the departments.
Benchmarks can then be used for evaluating and assessing the performance of your
company.
Forecasting. Forecasting, especially, financial forecasting is a key function for
a business organization. There are many tools such as price sheets, effort estimates for
accurate forecasting.
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Performance Monitoring. Matrix is one of the best practices in performance
monitoring. In addition, you can define certain KPIs (Key Performance Indicators) for
measuring and assessing the performance of departments, functions and people.
Key Performance Indicators (KPIs). This is the most effective way of
monitoring all the aspects of your business organization. You can set up KPIs for any
aspect of the business and start monitoring the progress of the respective aspects.
As an example, you can define KPIs for sales targets and monitor their progress
over time. When the sales figures do not meet the KPIs, you can look into the issues and
rectify them.The KPIs used depend on your business domain. When KPIs are defined,
they should align with your overall business objectives.
There are two types of best practices in an organization:
Internal best practices - Internal best practices are originated by the internal
knowledge management efforts.
External (industry) best practices - External best practices are acquired to the
company by hiring the skilled, educated and experienced staff and through external
trainings.
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Based on AMERICAN ECONOMIC REVIEW VOL. 109, NO. 5, MAY 20193
Partnering with the US Census Bureau, we implement a new survey of "structured"
management practices in two waves of 35,000 manufacturing plants in 2010 and 2015.
We find an enormous dispersion of management practices across plants, with 40 percent
of this variation across plants within the same firm. Management practices account for
more than 20 percent of the variation in productivity, a similar, or greater, percentage as
that accounted for by R&D, ICT, or human capital. We find evidence of two key drivers
to improve management. The business environment, as measured by right-to-work laws,
boosts incentive management practices. Learning spillovers, as measured by the arrival of
large "Million Dollar Plants" in the country, increase the management scores of
incumbents.
Salazar (2017)4 mentions that organizations are exposed to turbulent and changing
environments where there appear signs that can become opportunities, from management
and innovation practices that can allow to rethink their course to generate new products
and services that better meet the customers’ needs.
Considering the foregoing, according to the “chaos theory”, open, dynamic and
complex systems such as enterprises are exposed to different factors which probably have
not been considered from the beginning and that may change, transforming them in
chaotic and unpredictable. This means that the irrelevant variables that a system may
have from the beginning can turn into momentous ones, no matter their behavior,thus
conditioning the operation of the whole system.

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Along with the above mentioned, another important concept arises to face
situations of chaos, which is “good practice”. It is conceived of as a model or activity to
be followed because, thanks to its implementation, it shows that it is especially relevant
since it gives a competitive advantage to the organization with respect to its main
competitors, helping it to reach the first places in the sector it belongs to. “Good practice”
shows itself relevant because it represents a value for any organization that wants to be
competitive and it allows companies to offer the best products or services in the market,
thus contributing to reach the corporate objectives (Fernandez 2014, quoting Chickering
and Gamson 1991)5.
On the other hand, and taking into account that this research is focused on MSEs,
following is an analysis thereon. In Colombia, 94.7% of registered companies are micro
enterprises and 4.9% are small and medium size organizations, hence their importance for
the economy of this country (Cubillos- Calderon, Montealegre-Gonzalez, & Caceres-
Mayorga, 2018). As per the Chamber of Commerce of Bogota (2019), in Bogota, the
capital city, as of November 2018, the city had 788,675 companies and trade
establishments, 91.4% of which are micro enterprises, 6.1% small enterprises and 1.8%
medium size in a dynamic non-linear system. As assured by Marchione (2010, p.7)
quoting Melendez (2018)6
According to Management practices and SME performance (Forth and
Bryson2019)7 they examine the association between management practices and

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SME performance in Britain over the period 2011–2016, using a unique dataset which
links survey data on management practices with firm performance data from the UK's
official business register. We find that SMEs are less likely to use formal management
practices than larger firms. However, such practices appear to have demonstrable benefits
for those SMEs who use them, being positively associated with firm survival, growth and
productivity. Our results add further weight to policy initiatives which seek to encourage
SMEs to improve their management skills and capabilities
Based on the value innovation logic, the company itself is prepared to alter the
essential and initial conditions of the system. In this way, the innovator is in a better
position to face the alterations in a dynamic non-linear system, such as the development
of business, because it is the innovator who causes the enterprises. However, an alarming
situation arises since 85% of the MSEs tend to disappear three years after their
organization. Moreover, management in these organizations shows a high degree of
informality and most of them are characterized for giving importance to setting prices as
the main strategy to survive in a highly competitive market and in many cases, affecting
the profit of the organization. To operate with a proper profit margin allows them to
guarantee self-sustainability over time. (Rincon, 2017)8
Based on a novel dataset, the ‘German Management and Organizational Practices’
(GMOP) Survey Sandra Broszeit, Marie-Christine Laible, Ursula Fritsch,

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Holger Görg 20199, they calculate establishment-specific management scores following
Bloom and van Reenen as indicators of management quality. We find substantial
heterogeneity in management practices across establishments in Germany, with small
establishments having lower scores than large establishments on average. We show a
robust positive and economically important association between the management score
and establishment level productivity in Germany. This association increases with
establishment size. Comparison to a similar survey in the United States indicates that the
average management score is lower in Germany than in the United States. Overall, our
results point toward lower management quality being at least in part to blame for the
differences in aggregate productivity between Germany and the United States.
Retrieved from Business (Intelligence applied in Small Size for Profit Companies,
Faculty of Economics, University of Roma Tre, Rome, Italy, 2018)10. According to this
article, apart from highlighting the role of Business Intelligence in practice, we try to find
a way to apply it also in small size companies focusing on two critical aspects, namely
customer’s profitability and their satisfaction level that, especially if considered in their
reciprocal interaction, may have a great impact on companies’ outcomes though using
simple technologies.
The Human Resource Role in Lean Management
An Increasing number of organizations are resorting, thus to a more simplified
organization design that embodies built in mechanisms to cater to the

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core activities and embrace a theology that abhors waste and with a fierce dedication to
excellence. This has seen the emergence of "Lean" management practices as a
cornerstone of organizational effectiveness.
Lean organizations thrive to provide perfect value through a value creation
process that has zero waste. But in pursuit of cost saving in the guise of "Lean", most
acclaimed lean practicing organizations attempt to over automate and thereby leading to
qualitative industrialization of human resources. Successful leadership and Self-
reinforcing human resources are thus seen as the backbone of a lean production system to
help it generate customer value. With this as the backdrop, the paper seeks to propose
different views on lean management and the role of human resources and leadership in
building a lean culture.
Strategic management is a form of management in which strategies and plans are
devised for the company to move it forward. The strategies are designed in order to deal
with the challenges of the new environment. Plans are usually made to counter any
unavoidable circumstances that may occur due to many reasons.
This need has generated dozens of Initiatives from business and academia
Including the Implementation of balanced scorecards, re-engineering, 360- degree
performance reviews and Total Quality Management, to name a few. Most may provide
partial solutions to the organizational need for continuous improvement. With trade
barriers, information barriers and cost-of-business barriers dropping,

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competitiveness is increasing. Organizations need good products, good brands, good
strategies, good partnerships, good people and good financial sources to succeed. (Hr
Role in Lean Management Practices. (2018, May 03). 11.
According to Kerzner (2016)12, the use of the best project management practices
leads to added business value, greater benefit realization, and better benefit management
activities. Project management practices are required to ensure project success. Several
studies have been conducted to demonstrate the value of project management (Joslin &
Müller, 2015; Lappe & Spang, 2014; Mir & Pinnington, 2014; Thomas & Mullaly, 2008;
Zhai et al., 2009). Several authors have shown that project management delivers several
tangible and intangible benefits to organizations—for example, tangible benefits, such as
better financial ratio of return on investment (Ibbs & Kwak, 2000), and intangible
benefits, such as corporate culture, organization efficiency, and client satisfaction
(Andersen & Vaagaasar, 2009; Eskerod & Riis, 2009; Mengel, Cowan-Sahadath, &
Follert, 2009).
Project management bodies of knowledge are used by practitioners as “best
practice” guides to what the project management discipline comprises. The project
management body of knowledge is the sum of knowledge within the profession of
project management, which includes proven traditional practices that are widely applied,
as well as innovative practices that are emerging in the

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profession, including published and unpublished material (Peng, Junwen, &
Huating, 2017)13.
The attempts to systematize the knowledge required to manage projects through
bodies of knowledge are largely based on the underlying assumption that there are
identifiable patterns and generalizations, from which rules, controls, and guidelines for
“best practices” can be established that are replicable, even if not in every circumstance.
The PMBOK® Guide has been used as the source of this study owing to its extent of use
in the context studied.
Although the project management paradigm is surprisingly well defined through
generic bodies of knowledge, project management is highly contingent on the
organizational context, such as the structure of the business or sector, the size, and the
organization environment (Besner & Hobbs, 2008, 2012a, 2012b; Cooke- Davies,
Crawford, & Lechler, 2009; Hobbs, Aubry, & Thuillier, 2008; Zwikael, 2009)14.
However, the PMBOK® Guide, for example, recognized that “‘Good practice’ does not
mean that the knowledge described should always be applied uniformly to all projects”
(Project Management Institute, 2017, p. 28); the organization and/or project management
team is responsible for determining what is appropriate for any given project.
According to article about Business Size: Concept and Factors Affecting
It,Siddhart Sai 2019)15, Factors Affecting Business Size are : (I) Personal factors,(II)
Commercial factors and (III) Technical factors

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Businesses of all sizes have their own strengths and weaknesses. However, it is
true that the size of business has much to do with the cost of operations and the size of
profits.
Some of the popular measures used to judge the business size are:
Net worth, Total assets, Volume of production/sales, Number of workers
employed, in case of labour intensive industries and Capacity of the plant and machinery,
in case of capital intensive industries; and so on.
In personal factors, some of the personal factors, which have a bearing on the size
of business, may are the following: Financial capacity of owners/capacity of promoters to
raise funds from the market, Managerial capacity of owners/managers i.e. the extent to
which they can successfully and efficiently manage a particular size of business
enterprise and Risk taking capacity of owners
i.e. the type and extent of risk which owners are willing to assume associated with the
scale of business operations.
Some commercial factors determining business size are: sales estimate in which
the size of business depends on the size of the market as revealed by judicious sales
estimates; so that the firm can avoid investing in an establishment that is too large and
expensive to be profitable. In short, the size of business is limited by the size of market
(i.e. the size of demand). The prospects for expansion where the size of business also
depends on what are the in demand, in near future.

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Lastly, in technical factors the following are include: nature of productive
machinery which the size of firm will be large where productive machinery is very large
e.g. in case of steel making or ship building or air-craft manufacturing. Again, where
productive machinery is small and simple, size of firm tends to be smaller
e.g. in case of manufacture of cutlery, or baking of bread or making of ball pens etc.
Next, the variety of production where the more standardized is the product; larger may be
the scale of operations. Firms producing less standardized and fashionable products tend
to be smaller in size.
16
According to Malhotra, Y. (2002) , The concept of knowledge
management is not new in information systems practice and research. However, radical
changes in the business environment have suggested limitations of the traditional
information-processing view of knowledge management. Specifically, it is being realized
that the programmed nature of heuristics underlying such systems may be inadequate for
coping with the demands imposed by the new business environments. New business
environments are characterized not only by rapid pace of change, but also discontinuous
nature of such change. The new business environment, characterized by dynamically
discontinuous change, requires a re- conceptualization of knowledge management as it
has been understood in information systems practice and research. One such
conceptualization is propose in the form of a sense-making model of knowledge
management for new business environments. Application of this framework will
facilitate business model

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innovation necessary for sustainable competitive advantage in the new business
environment characterized by dynamic, discontinuous and radical pace of change.
According to the article about The Characteristics of Small-Business
Employees,347 Monthly Lab. Rev. 13 (2019)17, Small businesses employ slightly more
than half of private-sector workforce; in many ways such as education, race, origin, age
and part-time status, the small business workforce differs from the large
-business workforce. Small firms are often younger, more likely to be in rural areas and
more opt to be in industries with lower economies of scale, such as services. So, therefore
this age, location and industry effects constitute the basic differences between small and
large firms and can lead to different workforce needs and different resources to attract
workers of various education levels and occupations.
According to Bank Risk, Capitalization, and Operating Efficiency. Journal of
Financial Services Research, Kwan, S., Eisenbeis, et. al 2017 18, A positive effect of
inefficiency on the level of capital is attributable to regulatory pressure on
underperforming institutions. At the same time, firms with more capital are found to
operate more efficiently than less well-capitalized banking organizations. A U- shaped
relationship is detected between inefficiency and loan growth, indicating that operating
efficiency improves at a decreasing rate as loan growth rate increases. This supports the
hypothesis that entrenched managers who pursue a growth objective to enhance their own
wealth tend to operate inefficiently.

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According to Kliemann (2018)19, a poorly designed work area and low quality
equipments will lead to disorganization and delays in service. So, it should be designed
properly to make the service flow smooth and quick, enabling baristas to keep up with the
demands of the covers. All these factors are important to improve the productivity and
quality of employee performance in food and beverage outlet to meet customer
satisfaction, needs and wants. The success of a restaurant business depends on superior
service quality, value and customers’ satisfaction then; it will increase production
capacity, improve labor productivity and reduce staff workload.
Based on article about Digital Transformation Process and SMEs,Procedia
20,
Computer Science Digital transformation is a functional use of web in design,
manufacturing, marketing, selling, promotion and is data-oriented management model.
Therefore, capabilities of firms are increased and their processes are improved. Digital
technologies are developments regarding smartphones, cloud computing, big data,
artificial intelligence, robotics systems, internet of things, 3D printing, virtualization,
cyber security, sensor technologies, advanced robotics systems, automation and etc.
which all is intensely used in many fields of economic and social life
They should transform their organizational structures and business making
cultures starting from manufacturing technologies to management percepts as to get a
productive digital transformation process. The fact that SME’s being able to
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perform cost-benefit analysis of digital technologies and being aware of that technology
is significant. This paper provides a comprehensive view of the factors affecting digital
transformation process and describes the digital transformation of the manufacturing
sector in Turkey.
The programs and softwares that SMEs can use to perform digital transformation,
and can benefit from it, are explained. Empirical studies on SMEs shows that SMEs have
erratic behaviors in terms of information and communications technology (ICT)
investment and need external support to integrate digital transformations in the overall
strategy of the firm
According to Simic & Herakovic 2019 21

One of the potentials of small and
medium industries at the local level was developed in an effort to accelerate economic
empowerment. It is commodities eminent in the field of creative
industries. Production process methods represent an ability to optimize existing
production process through detecting and eliminating possible errors and disturbances.
The applicability and sustainability of the developed method for production performance
will be present as useful tool for optimization of the production process. Businesses often
use accounting as a way to keep score. Small businesses often find it important to keep
score since accurately tracking financial information is the best way to determine the
effectiveness and efficiency of their operations.

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22
According to Tax, S. S., Brown, S. W., & Chandrashekaran, M. (1998). ,
majority of complaining customers were satisfied with recent complaint handling
experiences. Using justice theory, the authors also demonstrate that customers evaluate
complaint incidents in terms of the outcomes they receive, the procedures used to arrive
at the outcomes, and the nature of the interpersonal treatment during the process. In turn,
the authors develop and test competing hypotheses regarding the interplay between
satisfaction with complaint handling and prior experience in shaping customer trust and
commitment. The results support a quasi “brand equity” perspective—whereas
satisfaction with complaint handling has a direct impact on trust and commitment, prior
positive experiences mitigate, to a limited extent, the effects of poor complaint handling.
Synthesis of the Study
The related literature and studies have given the researcher deep understanding of
the different management practices as well as factors may affect. This part shows how the
present study is related to the literature and other studies assessed and examined. Further,
their similarities and differences are cited therein. The review of related literature and
studies provided sufficient background, knowledge and information related to the
problem of the present study. It showed the importance of management practices.

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The study of Siddhart Sai (2019) is significant. It describes the conceptual part
based on review of available literature on various dimensions of lean management and
empirical part that would include the data compiled from the complexities and
interrelationships of such organizations require that continuous improvement efforts be
broad and self- reinforcing.
In addition, the research from (Rincon, 2017) is also significant because
according to this study management in organizations shows a high degree of informality
and most of them are characterized for giving importance to setting prices as the main
strategy to survive in a highly competitive market and in many cases, affecting the profit
of the organization. To operate with a proper profit margin allows them to guarantee self-
sustainability over time.
Research Gap
The management practices in entities have not yet been classified absolutely, so
as a manager/ owner of a business you must be knowledgeable and be effective decision
maker. This is therefore the gap in the research field that the author of this particular
study hopes to be bridged.

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NOTES
1
Adam Augustyn, Yamini Chauhan, Kara Rogers, Shiveta Singh, Amy Tikkanen.
2019 “Café- Definition, Discusiion and History” Britanica Website (2018- 2019)
2
Proceso J. Alcala (2015) secretary of department of agriculture, (sgd.) Janette
loreto garin, md, mba-h, acting secretary of department of health
3
Ibid
4
John Doe, Director of Alumni Relations, Western Michigan University, 1903 W
Michigan Ave, Kalamazoo MI 49008-5404 USA.
5
Dwesch SW, Dynamics and Spillovers of Management Interventions: Evidence
from the Training Within Industry Program, Journal of Political Economy
6
Greer K. Gosnell, John A. List, and Robert D. Metcalfe The Impact of
Management Practices on Employee Productivity: A Field Experiment with Airline
Captains, Journal of Political Economy 128, no.44 (Mar 2020): 1195–1233.
7
Benitez-Amado, J., Llorens-Montes, F., & Fernandez-Perez, V. (2015). IT
impact on talent management and operational environmental sustainability. Information
Technology and Management Inf Technol Manag, 207-220.
8
ibid
9
Rangaswamy, N. (2009), "The non‐formal business of cyber cafés: a case‐ study
from India", Journal of Information, Communication and Ethics in Society, Vol. 7 No.
2/3, pp. 136-145.
11
Ominde, Isaac B. D. (2019) An Analysis of Management Constraints Affecting
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Performance of Micro and Small Enterprises (MSE's) In Kenya A Case Study of
Cyber Cafes in Nairobi's Central Business District (NCBD). Masters thesis, Kenyatta
University
13
Levent Altinay, Eser Altinay & Judie Gannon (2008) Exploring the relationship
between the human resource management practices and growth in small service firms,
The Service Industries Journal, 28:7, 919-937
14
Yankeelov, P. A., Faul, A. C., D’Ambrosio, J. G., Gordon, B. A., & McGeeney,
T. J. (2019). World Cafés Create Healthier Communities for Rural, Older Adults Living
With Diabetes. Health Promotion Practice, 20(2), 223–230.
15
Bloom, Nicholas, Erik Brynjolfsson, Lucia Foster, Ron Jarmin, Megha Patnaik,
Itay Saporta-Eksten, and John Van Reenen. 2019. "What Drives Differences in
Management Practices?" American Economic Review, 109 (5): 1648-83.
16
Yuliya Pin'koveckaya, Evolution of Views on Entrepreneurship and
Entrepreneurs in Scientific Research, Bulletin of Kemerovo State University. Series:
Political, Sociological and Economic sciences, 10.21603/2500-3372-2020- 5-4-543-556,
2020, 4, (543-556), (2021)
17
Tereso, A., Ribeiro, P., Fernandes, G., Loureiro, I., & Ferreira, M. (2019).
Project Management Practices in Private Organizations. Project Management
18
Marcus Biermann, The role of management practices in acquisitions and the
FDI location decision, Review of International Economics
19
University of Roma Tre, Rome, Italy, (2018).Retrieved from
https://doi.org/10.1016/j.procs.2018.04.184 Business (Intelligence applied in Small Size
for Profit Companies, Faculty of Economics
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20
Siddhart Sai (2019)Business Size: Concept and Factors Affecting It
21
Malhotra, Y. (2019). Knowledge Management and New Organization Forms: A
Framework for Business Model Innovation. In V. Sugumaran (Eds.), Intelligent Support
Systems: Knowledge Management (pp. 177-199
22
Tax, S. S., Brown, S. W., & Chandrashekaran, M. (2018). Customer Evaluations
of Service Complaint Experiences: Implications for Relationship Marketing. Journal of
Marketing, 62(2), 60–76.
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CHAPTER 2
RESEARCH METHODOLOGY
This chapter presents the discussions of the research methodology, the
respondents, the sampling technique used, the sources of data and the data gathering
instruments. Also, explained were the statistical tools used in the treatment of the data
gathered.
Research Method
The research method used in this study was the descriptive-evaluative- method.
The purpose of descriptive-evaluative according to Garcia 1 is to appraise carefully the
merit of the current study while descriptive-status is a quantitative technique which
determines the current condition in a group of cases chosen for the study which employed
problem solving approach that seeks to answer questions to real facts relating to existing
situations and descriptive-analysis determines the individual parts and units integrated
into an internal system including the structure and composition that occur as units within
the larger structure.
These methods were used in the analysis and interpretation of the data on the
profile of the respondents, the management practices in the café businesses.

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Respondents
The respondents in this study were the owners or managers of the café
businesses located at Nabua, Camarines Sur this is one of the municipalities in the
province of Camarines Sur where café businesses are strategically located.
These café businesses per record of Office of the Treasurer in the Municipal
Hall of Nabua, Camarines Sur are legitimately operating. These were 8 respondents, who
are engaged into café management practices that gave the researcher wide variety of
insights needed.
Sampling Technique
Actual visit to these café businesses was conducted for data gathering purposes.
Substantiating the findings were the result of data obtained from the questionnaires as
another tool in data gathering.
Data Gathering Tools
In this study, primary and secondary data were used. The primary data was taken
from the respondents of the study through the use of the survey questionnaire. These
were also reviews of secondary data from previous research studies and online resources
including dissertations and thesis
The data-gathering tools used in this study were the questionnaires.

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Questionnaire
After the approval of the thesis committee of the research topic and specific
statement of the problem, the questionnaire was formulated to gather data in relation to
the resolution of the statement of the problems.
A questionnaire according to Good as quoted by Nojara2 is a list of planned
written questions related to a particular topic with space provided for indicating the
response to each question intended for submission to a number of persons for reply.
Preparation of the Questionnaire. The questionnaire was personally
prepared by the researcher based from the approved formulated statement of the problem.
The instrument was composed of two parts. Part I was for the profile of the respondents
while contents of Part II were the major constraints in the specific problem stated.
Validation of the questionnaire. The questionnaire was pre-tested to test the
validity of the instrument so that all required data will be gathered before these were
actually distributed to the respondents. Some of the items that are inconsistent were
deleted and some were modified for appropriateness of form and content.
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Administration and Retrieval of the Questionnaire The researchers were
personally distributed the questionnaires to the respondents and makes sure that all
identified respondents were given questionnaire. They were given enough time to answer
all required information and if the respondents will not able to understand the questions
they may ask the researchers so that the researchers can help or guide them to understand
those questions. Follow ups and coordination were made before the collection of the
questionnaire so that they would be able to fill and answer all the questions being asked
for. They were also informed of the schedule of collection a 100-retrieval percentage.
Statistical Treatment and Data Analysis
Since the collected data will be analyzed and interpreted, the researcher utilized
various statistical tools. These are the frequency distribution count, percentage, weighted
mean and ranking. The four-point Likert`s rating scale was used to determine the extent
of implementation of management practices in the café businesses.
Frequency Distribution Count and Percentage Technique. Specifically
used in the profiles of the respondents.
Formula:
P= f/x *100
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Where:
P= Percentage x= Total number of respondents f=
Score of respondents
Weighted Mean. Weighted mean computation was used for each dependent
variable of the management practices with the corresponding rating scale with an interval
and properly described with verbal interpretations.
Formula:
WM= TWF/ N
Where:
WM= Weighted Mean
F= Frequency of number of respondents W=
Weight of category responses N=Number of
responses
T= Total
Ranking Ordering. This were used to show the sequence standing which was
first, which the next was first and which one, the last.
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The Likert- Scale was utilized in quantifying and interpreting the weighted mean
for each indicator, consisting of the following interpretations:
Range Interpretation
3.26 - 4.0 Highly Implemented (HI)
2.51- 3.25 Implemented (I)
1.51–2.50 Less Implemented (LI)
1.0 - 1.50 Not Implemented (NI)
In quantifying the response on the extent of implementation of management
practices by the operators and managers of the café businesses, there were several
statistical tools were used to treat the data. These are the frequency distribution especially
used in the profile of the respondents.
The weighted mean computation was used for each dependent variable of the
management practices with the corresponding rating scale with the interval and properly
described with verbal interpretations. To put proper order, ranking was also used.
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NOTES
1
Garcia, et al. (2011), Research- Simplified Guide to These writing,(Booklore Publishing
Corp.Philippine Copyright 2019)p130
2
Nojara, MharvinT,Expenditures and savings of enterpreneurs in thesis,Iriga City,unpublished
Master`s Thesis,USANT,March 2018)
3
Cristobal M. Prongoso et al, Fundamental Statistics (Manila: Sinag Tala Publishers
Green Hills,2020) p.26-50
4
Priscilla S. Altares, et al,Elementary Statistics: Modern Approach (Quezon City:Rex
Book Store Inc. .2018)p101

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CHAPTER 3
THE MANAGEMENT PRACTICES OF CAFÉ BUSINESSES IN NABUA,

CAMARINES SUR
This chapter contains the presentation, analysis and interpretation of the data
gathered to answer the problems being sought for in this research along the profile of the
Café businesses and the management practices in the operations. Management Practices
Guidebook is suggested as output of this undertaking which the Café businesses may
consider is useful to the owners or managers on implementing their management
practices and strategies to strive to the market or industry that they are belong.
Business Profile of the Café Businesses in Nabua, Camarines Sur
The Café businesses in Nabua are perceive as one of the vital parts of the
economic and industrial development. They serve as driving force to economic growth,
reduce unemployment rate and poverty. By the management practices that they used they
can operate effectively internal and external environment. In this study, the first part in
presentation of this chapter is the business profile of the Cafes in Nabua was determined
which included are the following: size, legal forms of organization, capitalization,
number of employees, type of equipments/ machineries used, technology or softwares
used in business operations. It also presented the extent of implementation in terms of:
operation, procurement, manpower, production process and customer handling.

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Size. Business size refers to the scale of business operations; which determines the
level of production and consequently the volume of sales. A business may be carried on a
large scale or a moderate scale or a small scale. Businesses of all sizes have their own
strengths and weaknesses. However, it is true that the size of business has much to do
with the cost of operations and the size of profits. Viewed in Table 1 is the profile of Café
businesses in Nabua in terms of size.
Table 1
Size
Size Frequency Percentage
Micro 5 62.5%
Small 3 37.5%
Total 8 100%
Refer from the data above, most of the café businesses in Nabua are micro- sized
with 5 or 62.5% and small café businesses are accounted with 3 or 37.5%. From the
survey conducted by the researchers, noticeably, majority are micro- sized cafes which
they only have less than 10 employees which can serve and accommodate enough
number of customers, whereas we all know, Nabua is a municipality, its location is not
like the cities of Iriga or Naga that there`s a large number of customers to accommodate.
Small businesses usually have to limit their

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operations to a relatively small geographical area due to the logistical difficulties of
expanding. Companies that want to expand into new areas usually have to hire new
employees, which usually pushes them into a new size classification.
. According to Siddhart Sai (2019), a number of factors affecting the business size
some are: financial capacity of owners/capacity of promoters to raise funds from the
market and/or managerial capacity of owners/managers example, the extent to which they
can successfully and efficiently manage a particular size of business enterprise and sales
estimate where the size of business depends on the size of the market as revealed by
judicious sales estimates; so that the firm can avoid investing in an establishment that is
too large and expensive to be profitable. In short, the size of business is limited by the
size of market.
One of example is the nature of productive machinery, the size of firm will be large
where productive machinery is very large, variety of production in this case, more
standardized product; larger may be the scale of operations. Firms producing less
standardized and fashionable products tend to be smaller in size and availability of Inputs
the size of business much depends on the availability of necessary inputs for production
example: raw materials, labor, power etc.
Legal forms of Organization. All businesses must adopt some legal
configuration that defines the rights and liabilities of participants in the business’s
ownership, control, personal liability, lifespan and financial structure. The form of
business determines which income tax return form to file and the company’s and
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owners’ legal liabilities. Businesses operate in varied form, these are classified as single
proprietorship, partnership and corporation with special classification like franchise.
Viewed in Table 2 is the profile of café businesses in terms of its legal forms of
organization.
Table 2
Legal forms of Organization
Legal forms of Organization Frequency Percentage
Sole Proprietorship 8 100%
It shows that all or 100% of café businesses in Nabua are sole proprietorship.
Since most of cafés are micro businesses reasonably, among of them are owned by a
single owner/sole proprietor
A sole proprietorship is the simplest and most common structure chosen to start a
business. A sole proprietorship is the easiest type of business to establish or take apart,
due to a lack of government regulation. A sole proprietor is a person who owns and run
his or her business alone. A sole proprietor is a person who runs his or her own business
and is personally responsible for its debts; such a business classification is popular
because it is easy to set up and carries a low cost for a first investment. A sole proprietor
only registers his or her business name for local licenses; then, after that, the business is
ready to be run (Entrepreneurs, 2017).

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However, sole proprietors have another definition. For example, a sole
proprietorship is a one-person entity that is not registered with the state in order to exist,
it is easy to set up and it easily pay local registration requirements. In addition,
researchers conclude that a sole proprietorship means that the owner of a business is just
one person; thus, its coverage of management and administration is limited to small- and
medium-sized business management.
One such conceptualization is proposed in the form of a sense-making model of
knowledge management for business environments. Application of this framework will
facilitate business model innovation necessary for sustainable competitive advantage in
the new business environment characterized by dynamic, discontinuous and radical pace
of change.
Number of Employees. Aside by the customers, one of the most valuable
people in an entity is the employees/workers. They are one of the key factors to operate
the business continuously and effectively. Presented in table 3 is the profile.
Table 3
Number of employees
No. of Employees Frequency Percentage
10 and below 5 62.5%
11-15 3 37.5%
Total 8 100%
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It can be seen from the gathered data that 5 or 62.5% employed 10 and below
workers/employees while there are 3 or 37.5% had 11-15 workers. It seems that majority
of the respondents are micro enterprises, obviously, their employees are just 10 and
below, so, also the number of cafes with 10 and below employees are larger. With this, it
is evidenced that a business don`t need to hire a large number of employees, having the
right number of employees possessing the suited knowledge and skills is enough.
Small businesses employ slightly more than half of private-sector workforce; in
many ways such as education, race, origin, age and part-time status, the small business
workforce differs from the large -business workforce. Small firms are often younger,
more likely to be in rural areas and more opt to be in industries with lower economies of
scale, such as services. So, therefore these age, location and industry effects constitute the
basic differences between small and large firms and can lead to different workforce needs
and different resources to attract workers of various education levels and occupations
(Garcia,2019).
When hiring employees, the business not only need to think about their duties,
responsibilities and pay. It is also need to think about the standards for customer service.
The management shoulder the staff training to enforcing customer service standards,
managing inventory and taking care of financial matters. A café with friendly, smiling
employees will help keep customers coming through the doors.

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Capitalization. Managing financial resources are essential in the operation of
this Café business. This serves as an initial investment to serve as working capital to
finance the daily operation as well as the purchases of supplies and raw materials,
machineries and physical facilities and salaries and/or wages of employees. Reflected in
Table 4 is the profile of café businesses in terms of capitalization.
Table 4
Capitalization
CAPITALIZATION FREQUENCY PERCENTAGE
499,000 and below 3 37.5%
500,000 to 999,000 3 37.5%
1,000,000 to 1,499,000 2 25%
Total 8 100%
In terms of capitalization, it clearly shows that there are 3 or 37.5% entities
operating with a capitalization of 499,000 and below, 3 or 37.5% also with 500,000 to
999,000 and 2 or 25% with the capitalization of 1,000,000 to 1,499,000.
From the survey conducted by the researchers, it seems that most of the
respondents had a capital investment amounting to 499,000 and below and 500,000 to
999,000. Initial funding is required to start or launch a new business. Before a business
can begin producing goods or providing services to customers,

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it will most likely need to purchase a few items, such as inventory, insurance, office
equipment, and hire employees, all of which are business-related expenses that require
monetary investment. Simply said, capitalization is the act of investing in new business in
order to finance and other startup-related expenses. The obtained results were also
consistent with the type of business they had, which was a small- scale business that
required capital to operate. Business operations will be inefficient if it is not present.
According Kwan, S., Eisenbeis, et. al (2017), A positive effect of efficient on the
level of capital is attributable to regulatory pressure on competitive institutions. At the
same time, firms with more capital are found to operate more efficiently than less well-
capitalized organizations. Most of our respondents utilize "bootstrapping" when they first
start out, which means financing their business with whatever personal funds they can
scrape together.
This includes the savings account, credit cards, and any home equity lines of
credit may have. Using own money instead of borrowing or raising money is a great
strategy in many cases; owners continue to bootstrap until their business is profitable.
This can be beneficial because it means they won't have large loans and monthly
payments to bog down, especially if the economic state is in difficulty.
Types of Beverage Equipment Used. A wide range of food and service
equipment is available in the market to suit the requirements of various styles of food
service operations. Food and beverage service equipment play an important

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role to elevate the customer experience to complement the outlet theme and to build their
mood. It must be remembered that the efficiency, of the food service staff, depends on the
equipment available to carry out the work assigned to them.
Viewed in Table 5 is the profile of café businesses in terms of types of beverage
equipment used.
Table 5
Types of beverage equipment used
Types of beverage equipment used Frequency Percentage

Espresso Machine 3 37.5%
Espresso Grinder 3 37.5%
Regular Coffee Grinder 4 50%
Coffee Brewers 4 50%

Decanters, Airpots, and Satellite Servers 5 62.5%
Coffee Roasters 5 62.5%
Frappe and Smoothie Blender 8 100%
Iced Tea Brewers and Dispensers 8 100%
Hot Water Dispenser 8 100%
Overall, the Cafes that uses Espresso Machine were 3 or 37.5%, Espresso Grinder
also have 3 or 37.5%, Regular Coffee Grinder have 4 or 50%, Coffee Brewers also have
4 or 50%, Decanters, Airpots, and Satellite Servers have 5 or 62.5%, Coffee Roasters also
have 5 or 62.5% while Frappe and Smoothie Blender

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have 8 or 100%, Iced Tea Brewers and Dispensers have 8 or 100% and Hot Water
Dispenser also have 8 or 100%.
Cafe business owners must be knowledgeable about their firm’s operations, as to
day-to-day operations, the equipments are integral part of the cafe`s everyday operations.
The investing on equipments decision that a business owner makes impacts the whole
environment of the business.
Noticeably, majority of the cafe businesses in Nabua are micro-sized then their
equipments that they will have been those that are common to use in everyday business
operations like regular coffee grinder, coffee brewers, decanters, Airpots, and satellite
servers, coffee roasters, frappe and smoothie blender iced tea brewers and dispensers and
hot water dispenser that makes every café business be more competitive despite of the
trends and the competition in the market.
According to Kliemann (2018), a poorly designed work area and low quality
equipments will lead to disorganization and delays in service. So, it should be designed
properly to make the service flow smooth and quick, enabling baristas to keep up with the
demands of the covers.
Understanding management operations helps business owners gain awareness of
potential limitations and risks, this may strengthen higher profitability and encourage the
support of potential investors to forward the firm’s long - term

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sustainability. Having a good quality and suited equipment is really important to improve
the productivity and quality of employee to meet customer satisfaction, needs and wants.
The success of a business depends on superior service quality, value and customers’
satisfaction then; it will increase production capacity, improve labor productivity and also
reduce staff workload.
Technology or softwares used. Digital technologies are developments
regarding smartphones, cloud computing, big data, artificial intelligence, robotics
systems, internet of things, virtualization, cyber security, sensor technologies, advanced
robotics systems, automation and etc. which all is intensely used in many fields of
economic and social life. Business Technology as a concept describes all technology that
helps an organization run its business and operational processes. That technology can be
customer-facing applications and solutions, business-critical production and logistics
solutions, or back office financial systems, among others.
Despite the ever-changing environment, cafe businesses continuously strive and
cope to survive with every demand of many. They should transform their organizational
structures and business making cultures starting from technologies to management
percepts as to get a productive digital transformation process.
Viewed in Table 6 is the profile of the café businesses in terms of technology or
softwares used.
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Table 6
Technology or softwares used
Technology or softwares used Frequency Percentage
Online Ordering Systems and Delivery Apps 6 75%
Contactless Ordering and Payments 4 50%
Air Purification Technology 6 75%
Touchscreen Point of Sale (POS) Terminals 5 62.5%
Digital Printers 7 87.5%
Cash Drawer 8 100%
Overall, the Cafes that uses Online Ordering Systems and Delivery Apps have
6 or 75%, Contactless Ordering and Payments is 4 or 50%, Air Purification Technology
have 6 or 75%, Touchscreen Point of Sale (POS) Terminals is 5 or 62.5%, while Digital
Printers have 7 or 87.5% and Cash Drawer have 100%.
. With these results, researchers can safely deduce from the aforementioned data
that the capabilities of café businesses are increased and their processes are improved.
Noticeably, few years ago, some softwares are not commonly used like online ordering
systems and delivery apps and contactless ordering and payments where the popular apps
that usually used are Gcash, food panda and grab. It indicates that entrepreneurs and/or
managers used this strategy/practice to be competitive and to strive in the market.

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Based on article about Digital Transformation Process and Computer Science
(2019) Digital transformation is a functional use of web in design, manufacturing,
marketing, selling, promotion and is data-oriented management model. Therefore,
capabilities of firms are increased and their processes are improved.
Café businesses can be able to perform cost-benefit analysis of digital
technologies and being aware of that technology is significant. The programs and
softwares that can use to perform digital transformation can be beneficial not just to the
café itself but also to its stakeholders that makes the interaction to the firm be more
convenient.
Extent of Implementation of the Management Practices in the Operations of
Café Businesses
In the operations of the business or an organization, its goals, objectives and
direction is equally important with embracing the principles of total quality management
among others. The quality of the produced product with the design in accordance with the
customer specification further it involved the established measurement standards, the use
of proper material, selection of suitable manufacturing process etc.
Operations are an area concerned with designing and controlling the process of
production and redesigning business operations in the production of

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goods or services. It involves the responsibility of ensuring that business operations and
transactions are efficient in terms of using as few resources as needed and effective in
meeting customer requirements.It is concerned with managing an entire production or
service system which is the process that converts inputs (in the forms of raw materials,
labor, consumers, and energy) into outputs (in the form of goods and/or services for
consumers). Operations produce products, manage quality and create services
Presented on the following pages are the different management practices in the
operations of café businesses and its extent of implementation. Findings per indicator of
each major variable were presented in tabular and graphical form and were inferred,
interpreted and implications were analyzed.
On operations, data reveal that the practices which are implemented by the café
businesses are the following: prioritizing processes and systems to produce quality
products and services with the mean of 3.625 or highly implemented; has a standard
communication system and protocols within the structure of the organization for easy
implementation of all its undertakings 3.125; investing on building construction to house
production equipment and facilities also have 3.125;These 3 has 2.875 mean or
implemented practice by the café businesses in Nabua, embraces total quality
management in all facets of its business operations, has an existing performance standard
developed within planning, at far with its competitors and evaluated periodically and
conducts strategic planning to set out

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goals, objectives and direction setting for the company and its people.The last two have
2.75 also accounted at implemented category: conducts training and education initiatives
for its staff especially in the production in the industry of fast casual dining and embraces
total quality management in all facets of its business operations.The average weighted
mean on operation is 3.0 with descriptive equivalent of implemented.
Table 7
Extent of Implementation of Management Practices in terms of Operations
Indicators WM VI RANK
1. Conducts strategic planning to set out goals, objectives
and direction setting for the company and its people 5
2.875 Implemented
2. Has a standard communication system and protocols

within the structure of the organization for easy 2.5
implementation of all its undertakings 3.125 Implemented
3. Conducts training and education initiatives for its staff

especially in the production in the industry of Fast Casual 7.5
Dining 2.75 Implemented
4. Embraces total quality management in all facets of its

7.5
business operations 2.75 Implemented
5. Has an existing performance standard developed within

planning, at far with its competitors and evaluated 5
periodically 2.875 Implemented
6. Practice the minimum standards granting

5
remunerations in its entire regular labor benefits 2.875 Implemented
7. Prioritize processes and systems to produce quality Highly

1
products and services 3.625 Implemented
8. Invest on building construction to house production

2.5
equipment and facilities 3.125 Implemented
Average Weighted Mean 3.0 Implemented

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Legend:
3.26 - 4.0 Highly Implemented (HI)

2.51- 3.25 Implemented (I)
1.51–2.50 Less Implemented (LI)
1.0 - 1.50 Not Implemented (NI)
The data revealed that this is an utmost importance that prioritizing processes and
systems to produce quality products and services in Café businesses. Organizations that
thrive to provide perfect value through a value creation process that has zero waste. But
in pursuit of cost saving in the guise of "Lean", most acclaimed lean practicing
organizations attempt to over automate and thereby leading to qualitative industrialization
of human resources.
Noticeably that all of indicators regarding operations are highly implemented or at
least implemented by the café businesses in Nabua. Therefore, café businesses perform
competitively specially through their efficient business operations.
The prior outcomes are coherent on the article about HR Role in Lean
Management Practices. (2018) which business or organization may provide partial
solutions to the organizational need for continuous improvement. With trade barriers,
information barriers and cost-of-business barriers dropping, competitiveness is
increasing. Organizations need good products, good brands,

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good strategies, good partnerships, good people and good financial sources to succeed.
In managing service operations several types of decisions are made including
operations strategy, product design, process design, quality management, capacity,
facilities planning, production planning and inventory control. Each of these requires an
ability to analyze the current situation and find better solutions to improve the
effectiveness and efficiency of manufacturing or service operations
This need has generated dozens of Initiatives from business and academia
Including the Implementation of balanced scorecards, re-engineering, 360- degree
performance reviews and Total Quality Management, to name a few. Most may provide
partial solutions to the organizational need for continuous improvement.
Extent of Implementation of Management Practices in terms
of Procurement
Procurement is the purchasing process for goods and services. Materials will
typically be ordered from the supply chain, often from external suppliers with whom the
team may have had past successful dealings, or who may be specified in the contract
documents. Developing the most suitable purchasing strategy will involve selecting
material suppliers according to a range of criteria that are likely

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include speed of delivery, cost, quality, specific project constraints, risk, asset ownership
and financing.
A procurement team or one or more buyers may be responsible for procurement
activities for products, materials and equipments. They typically work for the main focus
of business operations and processes to ensure that supplies are provided in accordance
with the inputs needed, specification and budget.
Table 8
Extent of Implementation of Management Practices in terms of
Procurement
1. Directly buys materials and ingredients through shopping in a big
supplier in Metro Manila or within Bicol Region 2.875 Implemented 5
2. Shop online through the use of credit cards and purchased

Less
materials being delivered to your shop
2.125 Implemented 8
3. Locally procure imported materials available in Nabua

3.25 Implemented 4
4. Production materials are sourced out from a distributor 3.5 Implemented 2
5. Procurement being opened in public 3.5 Implemented 2
6. Materials being supplied by an exclusive brand distributor Less

2.25 Implemented 7
7. As the need arises, materials are procured locally by piece 2.75 Implemented 6
8. Materials or ingredients are purchased in bulk 3.5 Implemented 2

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Extent of Implementation of Management Practices in terms of Procurement
On procurement of materials, the respondents` assessment on the management
practices are as follows: These 3 (three) have the same mean of 3.5 or highly
implemented production materials are sourced out from a distributor, procurement being
opened in public and materials or ingredients are purchased in bulk.
The remaining management practices are in category of implemented by the café
businesses are locally procure imported materials available in Nabua with the mean of
3.25, directly buys materials and ingredients through shopping in a big supplier in Metro
Manila or within Bicol Region has 2.875 mean, materials are procured locally by piece,
2.75; materials being supplied by an exclusive brand distributor 2.25 and last is shop
online through the use of credit cards and purchased materials being delivered to your
shop 2.125. The average weighted mean on operation is 2.97 with descriptive equivalent
of implemented.
Suppliers of goods may be selected from a list of registered suppliers of the
product/material to be purchased. Selection may be on the basis of a competitive tender,
where selected suppliers must submit their most competitive price for the item in
question. In some cases, a supplier may be specified on the basis of criteria such as
product patent and/or uniqueness of offer. Having good working relationships with
suppliers is a very important requirement.

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The data revealed that there is utmost importance that production materials are
sourced out from a distributor, procurement being opened in public and materials or
ingredients are purchased in bulk that’s because local suppliers are typically more
reactive than suppliers who are farther away. They can deliver products quicker, and it is
much easier for a supplier to coordinate a shipment across the neighborhood and the
public. Respect, trust; mutual benefit; fairness; and honesty. building a strong partnership
should take into consideration when selecting suppliers. The track history and reliability
of a supplier will be key in ensuring that procurement can be delivered. It can be worth
agreeing to alter the spec to reduce the potential risk with unknown suppliers thus
reducing costs in the process.
The growing reality is that procurement professionals actually prefer to source
locally, quicker selling with no reject or obsolete inventory, it allows the buyer to address
any concerns and ensure all products meet the products` standards even with a lower cost
of raw materials that purchasing in bulk which the quality of produced products goes with
the rate of pricing, the profits generated follows including all other operational aspects.
Based on the value innovation logic (Rincon, 2017), the company itself is
prepared to alter the essential and initial conditions of the system. In this way, the
innovator is in a better position to face the alterations in a dynamic non-linear

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system, such as the development of business, because it is the innovator who causes the
enterprises.
Successful procurement is not obtaining the lowest price, but in fact by getting
the right specification at the right cost from the right supplier. A focus on total cost
allows a move from just an eye on the purchase price to the complete cost of using an
acquired material or service. Rather than depend on a decision solely based on price
quoted, it is a better idea to consider all costs such as availability, reliability, storage,
transportation and the costs of disposal.
Extent of Implementation of Management Practices in terms of Manpower
When hiring employees, the business not only need to think about their duties,
responsibilities and pay. It is also need to think about the standards for customer service.
A coffee shop with friendly, smiling employees will help keep customers coming through
the doors.
A café business may need a wide variety of employees depending on its size and
the range of its menu. Every café business will need baristas and at least one manager,
but those that sell food may also require a pastry chef or chefs that can cook a full menu.
A barista or other café employees can work either full-time or part time. Students and
even those already employed who would like to earn extra income can take on the job on
a part-time basis. The demand for them is expected to rise simultaneous with the growth
in the tourism and food sector.

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Among the sub sectors involved in tourism, food and bars will continue to
increase in number, resulting to higher demand for workers rendering food and beverage
services in specialty stores such as cafes. Also, local customers are increasingly
patronizing cafes and diners and this has spurred the growth in the business creating job
opportunities for service workers including baristas.
On Manpower, the data show that there`s top 3 management practice that is
implemented by the Café businesses which is on advertisement through online
placements with a mean of 3.5, Hires people who are TESDA-NC II Holders in Food and
Beverage Services with mean of 3.375 where this two practices are in category of highly
implemented and the top 3 is that the café businesses can be trained for the job and
placement of job advertisements in different media channels with the mean of 3.0 which
accounted as implemented practice.
The other five are found less implemented: Directly hire people who are graduates
of the degree program in hospitality management with the mean of 2.375; Using
recruitment agencies in hiring to see to it that only qualified workers will be hired, 1.625;
Pirate highly competent people from competing fast casual dining Industry and offer high
salaries and benefits to get its services also have 2.375; Hire qualified working personnel
through a manpower agency,1.875 and last is on hiring contractual or season workers
only as the need arises with 2.25 mean. The overall mean on manpower hiring is 2.55,
verbally interpreted as Implemented.

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Table 9
Extent of Implementation of Management Practices in terms of Procurement
1. Directly hire people who are graduates of the Less
degree program in hospitality management 2.375 Implemented 4.5
2. Hires people who are TESDA-NC II Holders in Food and

Beverage Services and can be trained for the job 3.375 Implemented 2
3. Use recruitment agencies in hiring to see to it that only Less

qualified workers will be hired 1.625 Implemented 8
4. Pirate highly competent people from competing Fast

Casual Dining Industry and offer high salaries and Less
benefits to get its services 2.375 Implemented 4.5
5. Hire qualified working personnel through a Less

manpower agency 1.875 Implemented 7
6. Hire contractual or season workers only as the need arises Less

2.25 Implemented 6
7. Placement of job advertisements in different media

channels 3.0 Implemented 3
8. Advertisement through online placements 3.5 Implemented 1
AVERAGE WEIGHTED MEAN 2.55 Implemented
Based on data gathered, most of café businesses hires people who are TESDA-NC II
Holders in Food and Beverage Services and can be trained for the job where they the
people who are skilled and suited to the position of being barista and/or café attendant.
Because not as those have bachelor degree, the business can spend lesser amount of
money for wages/salaries. And cafes in Nabua are not

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usually use recruitment agencies in hiring to see to it that only qualified workers will be
hired because it will cause of more expenses.
In accordance to DOLE (Department of Labor and Employment) website, the
basic educational requirement to qualify as barista or café employee, one must have at
least a college level of education and must be professionally trained in preparing different
kinds of espresso coffee and other blended drink.
And in terms of prospects for career advancement, baristas or café employee with
outstanding performance can move to a managerial position as store manager or assistant
store manager, overseeing the food and beverage operations of an espresso bar or cafe.
According to an article entitled, Starting A Coffee Shop. Step 7: Hire the
Right Staff, 2022) Every café business` goal is to serve a truly great cup of coffee,
snacks and other beverages, you should look for employees with the following qualities:
knowledgeable about coffee, other drinks and how to cook, reliable and honest, excellent
people skills, a passion for serving, inventory management skills, excellent pouring and
mixing skills and latte art aficionado. The owners or managers run the day-to-day
operations of a coffee shop.
Every café has its own appeal. Some offer fast service and a variety of imported
flavors, while others create a relaxing and inviting ambiance. Having a

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clear idea of the kind of culture that cafes want to have will help to attract the right kind
of employees.
Mostly of cafes are typically busiest in the early morning between the hours of 8-
10am. So, the owners or managers should make sure that the businesses have enough
team members to handle the morning shift. On average, around fifteen percent of
customers visit their preferred cafe two or more times per week. Finding employees who
can leave a positive impression on customers and form warm relationships with your
cafe’s “regulars” will have a significant impact on business’ long-term success.From staff
training to enforcing customer service standards, managing inventory and taking care of
financial matters, managers have a number of job duties, the managers must keep track of
inventory, ensure employees are keep up with their cleaning assignments, handle
customer disputes, supervise employees, find replacements for employees who call out,
and be in charge of coffee shop staff-shift planning.
Extent of Implementation of Management Practices in terms of Production
Process
A production process is the method of using economic input or resources, like labor,
capital equipment or land, to provide goods and services to consumers. The production
process typically covers how to efficiently and productively manufacture products for
sale to reach customers quickly without sacrificing the quality of the product.
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When a business creates products and goods to sell to consumers, they typically
use a strict production process. This involves following various steps, which start at the
input stage of product creation to the output stage as they sell to customers. The right
production process for each organization typically depends on factors like the technology
available, how many products the company needs to produce and organizational
structure.
Practices in production process and its extent of implementation are shown in
table 4. The only one management practice that is highly implemented by the Café
Businesses is that work/production processes and systems are with total quality
management certifications with a mean of 3.625. The next 6 (six) are in category of
implemented practice these are: Managers and employees are given the opportunity to
discuss on how to improve their performance,3.75; Use of low maintenance state of the
art machines and technology 3.375; Uses high quality of raw materials and ingredients
and Production is with flexibility, accuracy, timeliness, and cost effective without
sacrificing quality that both have 3.125 mean; Assigns highly responsible team to
accomplish task and work schedule , 2.875 and Work processes and systems are with
total quality management certifications, 2.5 And the last is the only less implemented is
that Traditional use of substrates for various forms of media with the mean of 2.375.
The overall average mean is 3.10 which verbally interpreted as Implemented.

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Table 10
Extent of Implementation of Management Practices in terms of Production
Process
1.Uses high quality of raw materials and
ingredients 3.125 Implemented 4.5
2.Traditional use of substrates for various

forms of media 2.375 Less Implemented 8
3.Assigns highly responsible team to

accomplish task and work schedule 2.875 Implemented 6
4. Use of low maintenance state of the art

machines and technology 3.375 Implemented 3
5. Managers and employees are given the

opportunity to discuss on how to improve their
performance 3.75 Implemented 2
6. When necessary, adjustments are made to Highly

conform standards 3.625 Implemented 1
7. Work processes and systems are with total

quality management certifications 2.5 Implemented 7
8. Production is with flexibility, accuracy,

timeliness, and cost effective without
sacrificing quality 3.125 Implemented 4.5
The data revealed that cafes highly implemented, when necessary, adjustments are
made to conform standards that`s why in order for the production process to run
according to plan, business need to ensure the availability of their food and beverage
stocks. If they are not able to figure out the inventory shortage early, there could be
delays in the production process. To avoid production delays,

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manufacturers must ensure that their stocks are always at sufficient levels. This will be
easier if they use inventory management software.
The production process typically covers how to efficiently and productively
manufacture products for sale to reach customers quickly without sacrificing the quality
of the product. There are many different types of production processes businesses can
follow, according to their manufacture goals, production numbers and technology tools or
software systems.
Inventory management software makes it easier to monitor the availability of their
food ingredients. It enables them to determine the minimum inventory levels and get
alerts whenever the inventory gets low. A good inventory management system should
provide a supplier management feature that allows manufacturers to place orders with
suppliers immediately when inventory reaches the specified minimum level. With this
software, manufacturers can also easily find out the life cycle of their food and beverage
products; how long the product will last and how their conditions are.
According to Simic & Herakovic 2019 one of the potentials of small and medium
industries at the local level was developed in an effort to accelerate economic
empowerment. It is commodities eminent in the field of creative industries. Production
process methods represent an ability to optimize existing production process through
detecting and eliminating possible errors and disturbances. The applicability and
sustainability of the developed method for

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production performance will be presented as useful tool for optimization of the
production process.
Optimizing the production process will help to improve numerous of things in
their businesses, especially their sales and customer satisfaction. Thus, manufacturers
need to review and improve all processes related to the production process. Softwares can
help also to improve production process by automating labor-intensive, time-consuming
operations and providing complete information on various aspects; including production
planning, purchasing management, inventory management, asset management, customer
management, and supply chain management.
Extent of Implementation of Management Practices in terms of Customer
Handling
Service quality has become essential for the survival of service entities to attract and
retain customers in the present day’s fiercely competing business world. Competent
employees are the key to deliver excellent quality services. The business` ability
to effectively handle customer complaints and problems is vital for customer service
associates. Though providing outstanding service throughout the selling process is
beneficial, customers who do complain and get their problem effectively solved often
develop a strong emotional loyalty to a business. Hiring service employees with certain
abilities and nurturing them is important to company success.

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On Customer handling its data are shown in table 5. If it will observe carefully,
almost half of the practices are highly implemented and only one is less implemented
which it indicates that in terms of customer handling, Café businesses in Nabua,
Camarines are knowledgeable and can manage their relationship to their customers
properly.
Table 11
Extent of Implementation of Management Practices in terms of Customer
Handling
1. Establish a profitable, long term, one-to-one

relationship with customers; understanding their Highly
needs, preferences and expectations 3.875 Implemented 4.5
2. Ability to use positive language 3.125 Implemented 8
3. Gives credence to customer complaints Highly

3.75 Implemented 6
4. Keep standards high and response times low 3.25 Implemented 3
5. Know how to close a conversation 3.25 Implemented 2
6. Make use of clear communication skills Highly

3.625 Implemented 1
7. Mass customization, one-to-one marketing 3.5 Implemented 7
8. Identifies and anticipate needs 3.75 Less Implemented 4.5
Average Weighted Mean Highly

3.52 Implemented
The top 4 practices that are verbally interpreted as Highly implemented are:
Establishing a profitable, long term, one-to-one relationship with customers;

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understanding their needs, preferences and expectations with the mean of 3.875; Gives
credence to customer complaints and identifies and anticipate needs both have 3.75 and
using of clear communication skills, 3.625.
And the last four are in category of implemented are the following: Mass
customization, one-to-one marketing,3.5; Keep standards high and response times low,
3.25; Know how to close a conversation also have 3.25 and last is on having the ability to
use positive language with mean of 3.125.
The overall weighted mean is 3.52 which verbally interpreted as highly
Implemented.
Based on the data above, customer handling of café businesses in Nabua, they
have a positive status. Where most of the management practices that we input are highly
implemented, it indicates that they have the practices that met the customer’s
satisfactions and can handle the customers` complaints.
A helpful attitude means that the business instinctively likes to assist people
dealing with problems or challenges. This desire corresponds neatly with problem-
solving abilities and is sought after in the customer service industry.
This skill set encompasses the ability to listen to a customer's problem, identify
sources of conflict, come up with alternative solutions and put a remedy into action.
Showing to customers a willingness to efficiently sort through the mess is valuable.

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According to Tax, S. S., Brown, S. W., & Chandrashekaran, M. (2018), majority
of customers were satisfied with recent complaint handling experiences. Using justice
theory, the authors also demonstrate that customers evaluate complaint incidents in terms
of the outcomes they receive, the procedures used to arrive at the outcomes, and the
nature of the interpersonal treatment during the process. In turn, the authors develop and
test competing hypotheses regarding the interplay between satisfaction with complaint
handling and prior experience in shaping customer trust and commitment. The results
support a quasi “brand equity” perspective—whereas satisfaction with complaint
handling has a direct impact on trust and commitment, prior positive experiences
mitigate, to a limited extent, the effects of poor complaint handling.
Few skills impact the customer service process more than communication. Great
customer service typically results from effective listening, followed by articulate and
clear verbal messages, listening is the first step in the customer- resolution process. The
business needs to understand the customer's problem while also demonstrating a genuine
desire to help.
Accountability is the willingness to take responsibility when something horrible
problem happen. Some people struggle with taking ownership when "the company"
screws up if they weren't personally involved. However, good service employees realize
that each business representative must accept the negative experiences of a customer and
have a desire to overcome them.

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An atmosphere of accountability causes any front-line service worker to step
forward and take on a customer problem without having to pass the person on to another
employee or manager. This assertiveness in the situation helps prevent fueling of the fire
and causing more frustration for the customer.
Basic business and service competence combined with strong product knowledge
equip service employees to effectively handle problems. If an employee doesn't
understand the nature of the business or the products with which the problem exists, it is
more difficult to confidently handle complaints.
Product knowledge helps service employees answer questions, identify common
errors that arise, troubleshoot and make specific recommendations on how to fix product-
related issues. Overall competence in the company environment helps project a more
confident image.
Summary of Results
In the case of business competitiveness, it emphasizes the organizations` ability to
produce goods or services with a favorable quality-price ratio that guarantees good
profitability while achieving customer preference over other competitors. Subsequently,
good management practices which includes operation, procurement, manpower,
production process and customer handling.
The summary of the respondents` appraisal on the management practices of Café
businesses in Nabua is shown in table in Table 6.

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As seen from the result, considered as highly implemented was on customer
handling honed by an average weighted mean of 3.52. And the remaining extents of
implementation are accounted in category of implemented are the following: production
process (3.10); operation (3.0); procurement (2.97) and manpower with the mean of 2.55.
This conveys that more efforts have to be done by Café businesses owners to be able to
attain optimum operational efficiency.
Table 12
Summary on the Respondents` Appraisal on the Management Practices of

Café Businesses in Nabua, Camarines Sur
Extent of Implementation WM VI RANK
1.Operation 3.0 (I) 3
2. Procurement 2.97 (I) 4
3. Manpower 2.55 (I) 5
4. Production Process 3.10 (I) 2
5. Customer Handling 3.52 (HI) 1
Average Weighted Mean 3.03 (Implemented)
Businesses serving coffee, teas, snacks and other food products compete with one
another for a share of the market and when one business acquires or develops unique
attributes, which are valuable to consumers; it results in a position

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of competitive superiority and greater market share. Simply put, when a business offers a
valuable point of difference, that business can expect to attract a greater share of the
consumers.
The increased competition in the coffee shop market means that small and
medium-sized cafe owners need to continue to implement strategies to improve their
bottom line.
Creating the atmosphere that best suits to the café business by making the most of
visual merchandising. Some wants to portray a cozy environment or after a more modern
look. Re-evaluate the decor of the café to determine whether there is anything that can be
added to give a boost. Enhancing the establishment itself does not need to be expensive.
A well-placed painting could work wonders. To enhance a sense of community,
implement a technique used by boutique hotels. They commission work from local artists
to create a buzz and show support for the community.
Any café should be known as a place where people not only get coffee but the
atmosphere should encourage customers to meet with friends, relax and socialize. Every
detail in cafes should be geared toward creating an inviting environment for customers.
The longer the customer stays, the more they will order, which is good news for the
business bottom line.

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Management Operations Guidebook for Café Businesses
The Management Operations Guidebook proposed by the researcher shall help the
management of the café businesses innovate their management styles. Depending on its
applicability, the industries may refer to the suggested management plans to help improve
their services. This is easy to read techniques in management.
Cafes as a business should have their management practices an increasing number
of organizations are resorting especially in the Municipality of Nabua, thus to a more
simplified organization design that embodies built in mechanisms to cater to the core
activities and embrace a theology that abhors waste and with a fierce dedication to
excellence. This has seen the emergence of management practices as a cornerstone of
organizational effectiveness.
The researchers implement Management Guidebook as the output of the study.
researchers would like to emphasize the importance of having strategies and techniques
in any business operation. The inputs may be an important tool in innovation applicable
to the café businesses.
Specifically, the Management Operations Guidebook for the Café Businesses in
Nabua, Camarines Sur that has been developed will be implemented in order to gain a
competitive advantage and to generate a high profit that will allow any organization to
continue operating in the long run.

UNIVERSITY OF SAINT
ANTHONY
City of Iriga
8
NOTES
THESES AND DISSERTATIONS
1
Benitez-Amado, J., Llorens-Montes, F., & Fernandez-Perez, V. (2015). IT
impact on talent management and operational environmental sustainability. Information
Technology and Management Inf Technol Manag, 207-220.
2
Rangaswamy, N. (2009), "The non‐formal business of cyber cafés: a case‐ study
from India", Journal of Information, Communication and Ethics in Society, Vol. 7 No.
2/3, pp. 136-145. Simpson, T. (2008). The commercialization of Macau’s cafés.
Ethnography, 9(2), 197–234.
https://doi.org/10.1177/1466138108089468
3
Performance of Micro and Small Enterprises (MSE's) In Kenya A Case Study of Cyber
Cafes in Nairobi's Central Business District (NCBD). Masters thesis, Kenyatta University
4
The Service Industries Journal, 28:7, 919-937, DOI: 10.1080/02642060701846804
5
Yankeelov, P. A., Faul, A. C., D’Ambrosio, J. G., Gordon, B. A., & McGeeney,
T. J. (2019). World Cafés Create Healthier Communities for Rural,

UNIVERSITY OF SAINT
ANTHONY
City of Iriga
8
Older Adults Living With Diabetes. Health Promotion Practice, 20(2), 223–230.
https://doi.org/10.1177/1524839918760558
6
Bloom, Nicholas, Erik Brynjolfsson, Lucia Foster, Ron Jarmin, Megha Patnaik,
Itay Saporta-Eksten, and John Van Reenen. 2019. "What Drives Differences in
Management Practices?" American Economic Review, 109 (5): 1648-83.
7
Yuliya Pin'koveckaya, Evolution of Views on Entrepreneurship and
2020, 4, (543-556), (2021)
8
Project Management Practices in Private Organizations. Project Management Journal,
50(1), 6–22. https://doi.org/10.1177/8756972818810966
9
Marcus Biermann, The role of management practices in acquisitions and the FDI
location decision, Review of International Economics, 10.1111/roie.12561, 30, 1, (137-
165), (2021).
10
Ibid
11
Ibid
UNIVERSITY OF SAINT
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12
Systems: Knowledge Management (pp. 177-199). IGI Global.
13
Kwan, S., Eisenbeis, R.A. Bank Risk, Capitalization, and Operating Efficiency.
Journal of Financial Services Research 12, 117–131 (2017).
14
Simic & Herakovic 2019, Advanced Approach for Production Process
Optimization
15
Tax, S. S., Brown, S. W., & Chandrashekaran, M. (1998). Customer Evaluations
Marketing, 62(2), 60–76.

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ANTHONY
City of Iriga
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CHAPTER 4
SUMMARY, FINDINGS, CONCLUSION, AND RECOMMENDATIONS
This is the last chapter of the research manuscript. The first part of this chapter
provides an overview of the entire research procedure. It also revisits the goals of the said
study. The second section answers in detail the research questions posed in the statement
of the problem (SOP), which are found in the first chapter of this research study. In view
of such findings, conclusions and logical deductions will be drawn. Similarly,
suggestions and recommendations will also be given for improvement.
Summary
This study determined to evaluate the management practices of Cafes in Nabua,
Camarines Sur. specifically, this answered the following questions: 1. what is the
business profile of the Cafes in Nabua, Camarines Sur in terms of size, legal forms of
organization, capitalization, number of employees, type of equipments / machineries
used, and technology or softwares used in business operations. 2. What is the extent of
implementation of management practices in terms of operation, procurement, manpower,
production process and customer? 3. What management guidebook can be designed
based from the findings of the study?

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The study was premised on the following assumptions: 1.The business profile of
the cafes in Nabua, Camarines varies. 2. The extent of implementation of the
management practices in terms of operation, procurement, manpower, production
process, and customer handling varies. 3. A Management Operations Guidebook based
on the findings will be develop that may enhance the management and daily operations of
the café businesses.
Having said such, it is imperative to continuously monitor and evaluate
management practices for the betterment of the entire business operations. This study, in
particular, took into account the Cafes in Nabua, Camarines Sur. A descriptive-evaluative
method of research was utilized in the study. The study involved 8 respondents, who are
engaged into café management practices. Profiling of the participating Cafes was done
which focused on the size, legal forms, capitalization, number of employees, type of
equipment / machineries used as well as the technology or software used in business
operations
The data gathering procedure using a validated questionnaire was aimed at
investigating the extent of implementation of management practices. Statistical tools were
also employed for the purpose of determining whether a significant relationship exists
between the business profile and the management practices adopted by the Café
businesses in Nabua, Camarines Sur.
As a result of the study, the researchers have high hopes of coming up with
management guidebook designed based on the findings obtained.

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Findings
From the statistical treatment of the data with the corresponding analysis and
interpretation thereto, the following findings have surfaced:
1. On the business profile of the participating Cafes in Nabua consists eight
(8) participating cafes were profiled in terms of the size, legal forms of organization,
capitalization, number of employees, types of beverage equipment used as well as the
technology or software used in business operations. a. under size, the micro enterprises
were accounted for 5 or 62.5% and small enterprises with 3 or 37.5% of the Café
businesses in Nabua, Camarines Sur. b. under legal forms of organization, majority of
Café Businesses in Nabua, Camarines are sole proprietorship there are 7 (87.5%) and
only 1 (12.5%) is operating under Franchise contract. c. in terms of capitalization, there
are 3 or 37.5% entities operating with a capitalization of 499,000 and below, 3 or 37.5%
also with 500,000 to 999,000 and 2 or 25% with the capitalization of 1,000,000 to
1,499,000. d. in terms of the number of employees, the data gathered shows that 5 or
62.5% employed 10 and below workers/employees while there are 3 or 37.5% had 11-15
workers. It seems that majority of the respondents are micro enterprises, obviously, their
employees are just 10 and below, so, also the number of cafes with 10 and below
employees is larger. e. in terms of types of beverage equipment used, the Cafes that uses
Espresso Machine were 3 or 37.5%, Espresso Grinder also have 3 or 37.5%, Regular
Coffee Grinder have 4 or 50%, Coffee Brewers also have 4 or 50%,

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Decanters, Airpots, and Satellite Servers have 5 or 62.5%, Coffee Roasters also have 5 or
62.5% while Frappe and Smoothie Blender have 8 or 100%, Iced Tea Brewers and
Dispensers have 8 or 100% and Hot Water Dispenser also have 8 or 100%. And lastly f.
in terms of technology and software used, the Cafes that uses Online Ordering Systems
and Delivery Apps have 6 or 75%, Contactless Ordering and Payments is 4 or 50%, Air
Purification Technology have 6 or 75%, Touchscreen Point of Sale (POS) Terminals is 5
or 62.5%, while Digital Printers have 7 or 87.5% and Cash Drawer have 100%.
2. On the extent of implementation of Management Practices. In the context of
this study, the management practices of the Cafes in Nabua were described in terms of
operation, procurement, manpower, production process, and customer handling. a. On
operations, data reveal that Coffee shops have a standard communication system and
protocol built into their organizational structure to facilitate the implementation of all
their initiatives, according to data collected on operations. They also prioritize processes
and systems that produce quality products and services, on average at 3.625 or highly
implemented. They invest in building construction to house production equipment and
facilities. Three of these have 2.875 mean or implemented practice in the Nabua café
businesses, embrace total quality management in all aspects of their business operations,
have an existing performance standard developed in planning, far away from their
competitors and evaluated periodically, and conduct strategic planning to set goals,
objectives and direction setting for the company and its people. In addition,
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the company conducts training and education initiatives for its employees, particularly in
the fast-casual dining industry, and adopts total quality management in all aspects of its
business operations. The average weighted mean on operation is 3.0 with descriptive
equivalent of implemented. b. In procuring materials, In terms of material procurement,
the respondents rated the management practices as follows: In all three cases, the mean
score is 3.5, which means that production materials are sourced from a distributor,
procurement is open to the public and materials or ingredients are bought in bulk. 3.25,
directly buys materials and ingredients from a big supplier in Metro Manila or within
Bicol Region, 2.875, materials are procured locally by piece, 2.75; materials supplied by
an exclusive brand distributor, 2.25, and lastly shop online using credit cards and
purchased materials being delivered to your shop 2.125 In operation, the descriptive
equivalent is 2.97. c. In terms of manpower, the data show that the top 3 management
practices used by Café businesses are online advertising (3.5), these two practices are
highly implemented, and the top three are that café businesses can be trained for the job
and placing job advertisements in different media channels with a mean of 3.0 which
accounted as implemented practice. The other five are less implemented: Use recruitment
agencies to ensure only qualified workers are hired, 1.625. Pirate highly competent
people from competing fast casual dining industry and offer high salaries and benefits
to get their services,
2.375. Hire qualified workers through a manpower agency, 1.875. The overall mean for
manpower hiring is 2.55, interpreted as implemented. d. In terms of

UNIVERSITY OF SAINT
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production processes, the data shows that work or production processes and systems are
with total quality management certifications with a mean of 3.625. The following six
(six) are examples of implemented practice: Managers and employees can discuss ways
to improve their performance. 3.75; Use of low- maintenance cutting-edge technology
3.375; high-quality ingredients and raw materials Achieves task and work schedule with
flexibility, accuracy, timeliness and cost effectiveness without compromising quality.
With total quality management certifications for work processes and systems, 2.5.
Finally, the traditional use of substrates for various media with a mean of 2.375. The
overall average mean is 3.10, which verbally interpreted as Implemented. Finally, e. on
the area of handling customers, the data gathered shows the top 4 practices that are
verbally interpreted as Highly implemented are: Establishing a profitable, long term, one-
to-one relationship with customers; understanding their needs, preferences and
expectations with the mean of 3.875; Gives credence to customer complaints and
identifies and anticipate needs both have 3.75 and using of clear communication skills,
3.625. And the last four are in category of implemented are the following: Mass
customization, one-to-one marketing,3.5; Keep standards high and response times low,
3.25; Know how to close a conversation also have 3.25 and last is on having the ability to
use positive language with mean of 3.125. The overall weighted mean is 3.52 which
verbally interpreted as highly Implemented
3. Based on the study's findings, a management operations guidebook for café`s
management practices can be created.

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In summary, of the 5 areas investigated, customer handling garnered the highest
weighted mean of 3.52 which may be interpreted as highly implemented. All other areas
revealed that the implementation is done in moderation. Existing literature and studies
seem to agree with the findings presented in this section
Conclusion
The thorough analysis of the data found in the previous section has enabled the
researchers to arrive at a conclusion. This section shall focus on the appropriate logical
deductions based on the pieces of information the researchers have gathered during the
survey.
1. More than half of the cafes are micro enterprises which are managed on the
basis of sole proprietorship. Less than half can be classified small, while none fits the
parameters of a medium enterprise. While a few numbers of cafes were based on
franchise, there was none which was managed by a neither partnership nor corporation.
2. a. Under operation, it was found that management practices were
implemented. b. The production materials are sourced out from distributors, and are
purchased in big or bulky amounts to avoid delays in shipping. The cafes had links with
several distributors that is why sticking to an exclusive distributor brand is less
implemented. c. The participating cafes have also claimed that pirating of highly
competent individuals from its competitors in the food industry is less

UNIVERSITY OF SAINT
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practiced. In general, management practices in terms of manpower were found to be
implemented. d. Considering the tight competition in the industry, the cafes in Nabua had
to utilize low maintenance state of the art machines and technology. This is for the
business to be at par with the other competitors. In line with this, the use of traditional
substrates is no longer favoured, thus, is less implemented among the participating cafes.
e. By understanding customer preferences and expectations, the café can improve the
products it offers. However, it can also be noted that the identification and anticipation of
client needs are less implemented by the café.
3. The Management Operations Guidebook for the Café Businesses in Nabua,
Camarines Sur was developed based on the findings of the study.
Recommendations
The following are the points identified by the researchers as a result of the data
obtained through the survey. These suggestions are essential in improving the
management practices of the cafes in Nabua. The concerned persons and institutions are
hereby addressed:
1. In the light of the business profile, it is suggested that, a. Business owners
may explore other forms of business ownership such as partnership and corporation.
Doing so will surely bring additional resources for the business as well as a fresh new
load of ideas as to how the café should be managed. Moreover, it

UNIVERSITY OF SAINT
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is also recommended that the b. management allocate additional funds for the
procurement of additional café equipment such as decanters, air pots, satellite servers and
coffee roasters so that additional products may also be offered to the clientele. Similarly,
the c. executives should take into consideration the use of QR codes and online
reservation systems as these are essential in today’s COVID situation. The d. employees
are hereby encouraged to be flexible and resilient when it comes to their job considering
that there are only few of them in the café. They should exude openness to learn and be
trained so they may improve the quality of service they render. As the world leans
towards the digitalization of business transactions, it is recommended for e. workers to
embrace the change by becoming technology literate themselves.
2. In the light of the management practices, it is therefore recommended that, a.
the management should continue the quality assurance operations of the café b. the
executives should see to it that professional development opportunities are offered to the
employees in order to augment the standards of their services. Similarly, the strategic
plan of the business should include all its members, from the top executives down to the
rank-and-file workers. As most of the transactions nowadays are done through online
using cashless methods, c. the business owners should shift to the use of cards as mode
of payment when procuring supplies for the café. Additionally, d. the management
should also consider patronizing the products sold in the local market as this small
business are the pillars of the economy in Nabua. Transactions made in the local market
of Nabua
UNIVERSITY OF SAINT
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will surely go a long way in the lives of the vendors. It is also recommended for e.
suppliers and distributors to be time-conscious when it comes to the shipment of the
orders made by the café. By ensuring that the materials ordered are shipped on time, the
café operations will not be altered or not affected.
3. Specifically, the Management Operations Guidebook for the Café Businesses
in Nabua, Camarines Sur that has been developed will be implemented in order to gain a
competitive advantage and to generate a high profit that will allow any organization to
continue operating in the long run.
Suggested Topics for Further Research
Based on the findings of this study, and a selected view or related literature, the
following recommendations for further research are suggested:
1. Marketing Strategies of Successful Coffee Shop Owners
2. Attributes of the coffee shop business related to customer satisfaction
3. Coffee Shop Marketing Plan: Strategies for Your Business

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BIBLIOGRAPHY
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A. ONLINE SOURCES
Adam Augustyn, Yamini Chauhan, et al. 2019 “Café- Definition, Discusiion and
History” Britanica Website (2018-2019)
Benitez-Amado, J., Llorens-Montes. (2015). IT impact on talent management and

operational environmental sustainability. Information Technology and Management Inf
Technol Manag, 207-220
Bloom, Nicholas, Erik Brynjolfsson, Lucia Foster, Ron Jarmin, Megha

Patnaik, Itay Saporta-Eksten, and John Van Reenen. 2019. "What Drives
Differences in Management Practices?" American Economic Review, 109 (5): 1648-83.
Broceso J. Alcala secretary of department of agriculture, (sgd.) Janette loreto garin,

md, mba-h, acting secretary of department of health
Business Dictionary : Technology and Softwares in businesses. Retrieved from

https://www.sciencedirect.com/science/article/pii
Business Dictionary: Concept and Factors Affecting Business Size. Retrieved from
(https://www.yourarticlelibrary.com/business/business-size/business-size- concept-and-
factors-affecting-it
Cristobal M. Prongoso et al, Fundamental Statistics (Manila: Sinag Tala

Publishers Green Hills,1992) p.26-50
Domsen XZ. (2020) Dynamics and Spillovers of Management Interventions: Evidence

from the Training Within Industry Program, Journal of Political Economy
Drosck JV. Digital Transformation Process and SMEs,Procedia Computer Science,Volume

158,2019 https://doi.org/10.1016/j.procs.2019.09.101.
UNIVERSITY OF SAINT
ANTHONY
City of Iriga
10
Garcia, et al. (2011), Research- Simplified Guide to These writing,(Booklore
Publishing Corp.Philippine Copyright 2011)p130
Greer K. Gosnell, John A. List, and Robert D. Metcalfe. The Impact of

Management Practices on Employee Productivity: A Field Experiment with Airline
Captains, Journal of Political Economy 128, no.44 (Mar 2020): 1195–1233.
Kwan, S., Eisenbeis, R.A. Bank Risk, Capitalization, and Operating Efficiency. Journal
of Financial Services Research 12, 117–131 (2017). Retrieved from
https://doi.org/10.1023/A:1007970618648
The Service Industries Journal, 28:7, 919-937, DOI: 10.1080/02642060701846804

Systems: Knowledge Management (pp. 177-199). IGI Global.
https://doi.org/10.4018/978-1-931777-00-1.ch014
Marcus Biermann, The role of management practices in acquisitions and the FDI
location decision, Review of International Economics, 10.1111/roie.12561, 30, 1, (137-
165), (2021).
Nojara, Mharvin T. Expenditures and savings of enterpreneurs in thesis,Iriga
City,unpublished Master`s Thesis,USANT,March 2014)

Performance of Micro and Small Enterprises (MSE's) In Kenya A Case Study of Cyber
Cafes in Nairobi's Central Business District (NCBD). Masters thesis, Kenyatta University
Priscillo S. Altares, et al, Elementary Statistics: Modern Approach (Quezon City:Rex

Book Store Inc. .2006)p101
Rangaswamy, N. (2009), "The non‐formal business of cyber cafés: a case‐study from

India", Journal of Information, Communication and Ethics in Society, Vol. 7 No. 2/3, pp.
136-145.
UNIVERSITY OF SAINT
ANTHONY
City of Iriga
10
Simic & Herakovic (2019), Advanced Approach for Production Process Optimization
Simpson, T. (2008). The commercialization of Macau’s cafés. Ethnography, 9(2), 197–

234. https://doi.org/10.1177/1466138108089468
Taz, S. S., Brown, S. W., & Chandrashekaran, M. (2018). Customer Evaluations

Marketing, 62(2), 60–76.
Project Management Practices in Private Organizations. Project Management Journal,
50(1), 6–22. https://doi.org/10.1177/8756972818810966
Yankeelov, P. A., Faul, A. C., D’Ambrosio, J. et al. (2019). World Cafés Create
Healthier Communities for Rural, Older Adults Living With Diabetes. Health Promotion
Practice, 20(2), 223–230.
Yuliya Pin'koveckaya, (2019) Evolution of Views on Entrepreneurship and

2020, 4, (543-556)
B. THESES
a. Jonathan S. Dela Cruz, “The Management Practices of Wide- Format

printing industry in the cities of Naga and Iriga, Unpublished Master`s Thesis,
University of Saint Anthony, Iriga City, March 2015
b. Artiaga, Ruby Joy C., “Transformative Activities of Human Resource

Managers of Business Establishments in Rinconada, Camarines Sur.
Unpublished Master`s Thesis, University of Saint Anthony, Iriga City, March 2014
c. Ceguerra, Julio Victor Mario D. “ Operations Management of JVM

Ceguera Construction and Supply, Iriga City”. Unpublished Master`s Thesis,
University of Saint Anthony, Iriga City, March 2013
UNIVERSITY OF SAINT
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APPENDICES
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APPENDIX A
PERMIT TO CONDUCT STUDY
HON. FERNANDO D. SIMBULAN
Municipal Mayor Nabua
Camarines Sur Sir;
Good day!
We are Marinel Sacueza and Eula Denice Vargas requesting a

permission from your good office to conduct a study entitled, THE
MANAGEMENT PRACTICES OF CAFE BUSINESSES IN NABUA
CAMARINES SUR, in connection with the research being undertaken by the
undersigned in partial fulfilment of the requirements for the Degree of Bachelor of
Science in Management Accounting at the University of Saint Anthony, Iriga City.
Please be assured that all data collected will be treated with strict confidentiality
and that no respondent will be in any way identified in the final report. It is of great hope
that the completion and findings of this study will be significant to the province of
Camarines Sur and also to the whole business entrepreneurs of the locality.
Your favourable action on the above request will be highly appreciated and
considered with utmost gratitude. Thank you very much and more power.
Very truly yours,
MARINEL SACUEZA
EULA DENICE VARGAS
(Researchers)
Noted by:
MRS. JENNIFER A. MENDOZA, CPA, MBA
Dean of College of Accountancy

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APPENDIX B
Date:
Dear
The 4th year Management Accounting students of College of Accountancy Department in

University of Saint Anthony-Iriga City are conducting a research study in partial fulfillment with the
requirements in Accounting 9 (Accounting Research) subjected entitled “THE MANAGEMENT
PRACTICES OF CAFÉ BUSINESSES IN NABUA, CAMARINES SUR”.
In this regard, the researchers choose you as one of their respondents in gathering data to
complete the above-mentioned study. Your answers will have a great impact in the said data gathering
which will be treated with utmost confidentiality.
We are hoping for your consideration. Thank you and God Bless.
Sincerely,
Sacueza, Marinel C.
Vargas, Eula Denice P.
Researchers
I. Profile of the Respondents
Name: Age:
Address: Gender:
Size: Type of business:
Small Single Proprietorship
Medium Partnership
Large Corporation
Others
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16 to 20
Number of Employees: 21 to 25
10 and below 26 to 30
11 to 15 31 and above
Capitalization: 2,000,000 to
499,000 and below 2,499,000
500,000 to 999,000 2,500,000 to
1 million to 1,499,000 2,999,000
1,500,000 to 3,000,000 to
1,999,000 3,499,000
3,500,000 and above
Types of Beverage Equipment Used: Coffee Roasters

Espresso Machine Frappe and Smoothie
Espresso Grinder Blender
Regular Coffee Iced Tea Brewers and

Dispenser
Grinder
Coffee Brewers Hot Water Dispenser
Decanters, Airpots,
and Satellite Servers
Technology or Softwares Used:

Online Ordering Systems and Delivery App Cash Drawer
Contactless Ordering and Payments
Online Table Reservation System
Automated Inventory Management Software
QR Codes
Air Purification Technology
Touchscreen Point of Sale (POS) Terminals
Digital Printer
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II. Management Practices and the Extent of its Implementation
Please check the rating scale (4, 3, 2, 1) corresponding to the extent of the
implementation of every indicator in each management practices.
Implemented - 4
Moderately Implemented - 3
Least Implemented - 2
Not Implemented - 1
Extent of Implementations of Operations

Indicators
4 3 2 1
1. Conducts strategic planning to set out goals, objectives and
direction setting for the company and its people
2. Has a standard communication system and protocols within the
structure of the organization for easy implementation of all its
undertakings
3. Conducts training and education initiatives for its staff

especially in the production in the industry of Fast Casual
Dining
4. Embraces total quality management in all facets of its
business operations
5. Has an existing performance standard developed within planning,
at far with its competitors and evaluated periodically
6. Practice the minimum standards granting remunerations in its
entire regular labor benefits
7. Prioritize processes and systems to produce quality
products and services
8. Invest on building construction to house production
equipment and facilities
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Extent of Implementations in the Procurement of Materials
Indicators 4 3 2 1
1. Directly buys materials and ingredients through shopping in a
big supplier in Metro Manila or within Bicol Region
2. Shop online through the use of credit cards and

purchased materials being delivered to your shop
3. Locally procure imported materials available in Naga City and

Iriga City
4. Production materials are sourced out from a distributor

5. Procurement being opened in public
6. Materials being supplied by an exclusive brand distributor
7. As the need arises, materials are procured locally by piece
8. Materials or ingredients are purchased in bulk
Extent of Implementations in Manpower Hiring

Indicators 4 3 2 1
1. Directly hire people who are graduates of the degree
program in hospitality management
2. Hires people who are TESDA-NC II Holders in Food and

Beverage Services and can be trained for the job
3. Use recruitment agencies in hiring to see to it that only

qualified workers will be hired
4. Pirate highly competent people from competing Fast Casual

Dining Industry and offer high salaries and benefits to get its
services
5. Hire qualified working personnel through a manpower
agency
6. Hire contractual or season workers only as the need arises
7. Placement of job advertisements in different media channels
8. Advertisement through online placements

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Extent of Implementations in Production Process
Indicators 4 3 2 1
1. Uses high quality of raw materials and ingredients
2. Traditional use of substrates for various forms of media
3. Assigns highly responsible team to accomplish task and work
schedule
4. Use of low maintenance state of the art machines and technology
5. Managers and employees are given the opportunity to discuss
on how to improve their performance
6. When necessary, adjustments are made to conform standards
7. Work processes and systems are with total quality management
certifications
8. Production is with flexibility, accuracy, timeliness, and cost
effective without sacrificing quality
Extent of Implementations in Customer Handling

Indicators 4 3 2 1
1. Establish a profitable, long term, one-to-one relationship with
customers; understanding their needs, preferences and expectations
2. Ability to use positive language
3. Gives credence to customer complaints
4. Keep standards high and response times low
5. Know how to close a conversation
6. Make use of clear communication skills
7. Mass customization, one-to-one marketing
8. Identifies and anticipate needs
Thank You,
Researchers.
UNIVERSITY OF SAINT
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11
CURRICULUM VITAE
MARINEL C. SACUEZA
Sta. Cruz, Bato, Camarines Sur, 4435
Phone: 09514979543
Email: nelsacueza@gmail.com
OBJECTIVE
To exercise the knowledge and skills that I've possessed to contribute positively to the
company and to gained more experiences
PERSONAL INFORMATION
Age: 22
Gender: Female
Civil Status: Single
Birthdate: October 15, 1999
Birthplace: Sta.Cruz, Bato, Camarines Sur
Religion: Roman Catholic
EDUCATIONAL BACKGROUND
TERTIARY: Bachelor of Science in Management Accounting

San Miguel, Iriga City, Camarines Sur
Present
SECONDARY: Senior High School

San Miguel, Iriga City, Camarines Sur
2016-2018
Junior High School

BATO NATIONAL HIGH SCHOOL
UNIVERSITY OF SAINT
ANTHONY
City of Iriga
11
San Vicente, Bato, Camarines Sur
2012-2016
ELEMENTARY: BATO NORTH CENTRAL SCHOOL

Tres Reyes, Bato, Camarines Sur
2006-2012
WORK EXPERIENCE
Work Immersion: Iriga City Hall (Tourism Office)
Sta. Cruz Sur Iriga City
2017
‘
SKILLS AND STRENGTHS
Active listening Computer Literate
Communication Customer Service
Management Skills Time Management
AFFILIATION
National Federation of Junior Philippine Institute of Accountants (NFJPIA)

Member 2018-
Present
Junior Philippine Institute of Accountants (JPIA) USANT Chapter

Member 2018-
Present
ACTIVITIES/SEMINARS ATTENDED
Philippines Chapter: Data Analytics in Business: Perspectives of a CFO and CIO

IMA PHILIPPINES CHAPTER
JULY 23,2021
UNIVERSITY OF SAINT
ANTHONY
City of Iriga
11
Creative Industries during the COVID 19 Pandemic
Ubaya Online Summer Program
July 5-9. 2021
Financial Wellness Seminar

(PRU LIFE UK)
June 4, 2021
JA CAREER EDGE FOR CAREER ADVANCEMENT

JA PHILIPPINES
AUG 21,2021
Investor Education, Investments Promotion and Scam Prevention

(SEC)
May 14, 2021
Crypto currency Basics for Accountants

(Accounting Max 2021)
May 1, 2021
E-SIPAT TUKLAS BSA`s Rising (TAXATION LECTURE on Special Topics) w/ CPAs

(NFJPIA)
April 25, 2021
Entrepreneur Mind
(Accounting Max 2021)
April 24, 2021
Catalyzing Post-Pandemic Nation building, EXCEED 2021 Accounting Convention:

Plenary, Simultaneous Classes and/or Symposium
(DLSU)
April 17&24, 2021
Utilizing the Tax Incentives Under the CREATE Law

ZALAMEA WEBINAR
April 7,2021
e-SIPAT'TUKLAS RFBT Lecture Credit Transactions

(NFJPIA)
MARCH 20,2021
UNIVERSITY OF SAINT
ANTHONY
City of Iriga
11
23rd National Midyear Convention Forensic Accounting and FAAS Lecture.

(NFJPIA)
MARCH 20, 2021
Teaching Social Entrepreneurship: Encouraging Students to address Social

Challenges
(BEC)
March 19, 2021
Career Orientation Webinar and Lecture Series: Marketing Me Live @ USANT

(Jobs180.com)
March 9, 2021
PUP Symposium
(PUP)
March 2021
The Importance of Accountability as one of the essence in Business Sustainability

(Universitas Muhammadiyah Button)
February 24, 2021
SAP FUNDAMENTALS OF ACCOUNTING (SOLE PROPRIETORSHIP)

SAP BUSINESS ONE
March 2019
AWARDS AND RECOGNITION
SGO SCHOLAR
College of Accountancy
1st semester 2018-2019
Academic Competition: Third Year New Courses -3rd Place

2020 JPIAN`S WEEK
August 7, 2020
Academic Competition: Third Year New Courses -2nd Place

2021 JPIAN`S WEEK
August 21,2021
UNIVERSITY OF SAINT
ANTHONY
City of Iriga
11
CHARACTER REFERENCES
Mrs. Jennifer A. Mendoza, CPA, MBA
Dean, College of Accountancy USANT
(+63) 9109797887
Mr. Roland Neo Delhi E. Bona, CTT.CPA

Faculty Member, College of Accountancy
USANT
(+63) 9501054242
I hereby certify that the above information is true and correct to the best of my
knowledge and belief.
MARINEL SACUEZA
UNIVERSITY OF SAINT
ANTHONY
City of Iriga
11
EULA DENICE P. VARGAS
San Antonio Subdivision, San Roque
Iriga City, Camarines Sur, 4431
Contact Number: (+63) 9382904777
Email: eulavargas808@gmail.com
OBJECTIVE
To further my career in light of my experience by working in a reputable firm or
organization with honesty and dignity, where success is achieved through innovation,
hard work, sincerity, learning, and devotion to duty, as well as the opportunity to gain
knowledge and contribute.
PERSONAL INFORMATION
Birthdate: May 15, 2000
Birthplace: Iriga City
Nickname: Eula
Age: 21
Height: 5’2
Weight: 45 kls.
Citizenship: Filipino
Religion: Roman Catholic
Gender: Female
Civil Status: Single
Language/Dialects: Tagalog, English, Rinconada
Parents: Eduardo V. Vargas Jr. (Father)
Alice P. Vargas (Mother)
EDUCATION:
TERTIARY: Bachelor of Science in Management Accounting
San Miguel, Iriga City
S/Y: 2018-Present
SECONDARY:
High School
Graduate, 2016
UNIVERSITY OF SAINT
ANTHONY
City of Iriga
11
Senior High School
Graduate, 2017
PRIMARY: University of Saint Anthony

Graduate, 2012
Iriga Central School San

Nicolas, Iriga City S/Y
2006-2010
WORK EXPERIENCE
Work immersion: University of Saint Anthony (Accounting Office)
2017
SKILLS AND STRENGHTS

 Able to deal under time pressures
 Knowledge in accounting
 Dedicated and willing to learn
 Punctual, competent, and accountable
 Able to understand and carry out oral and written instructions and request
clarification when needed
AFFILIATION
 Member, National Federation of Junior Philippine Institute of Accountants
(NFJPIA) 2018 – PRESENT
 MEMBER, Junior Philippine Institute of Accountants ( JPIA ) – USANT
Chapter
ACTIVITIES/SEMINARS ATTENDED:
 BUSINESS WEBINAR “TEACHING SOCIAL ENTREPREBEURSHIP:
ENCOURAGING STUDENTS TO ADDRESS SOCIAL CHALLENGES”
UNIVERSITY OF SAINT
ANTHONY
City of Iriga
11
College of Business Administration-USANT
March 19, 2021
 UM Buton Webinar: THE IMPORTNACE OF ACCOUNTABILITY AS ONE
OF THE ESSENCE IN BUSINESS SUSTAINABILITY
University of Malaysia-Buton
February 24, 2021
 EXCEED2021 Accounting Convention- February 2021
 PUP Symposium – March 2021
 E-SIPAT'TUKLAS BSA's Rising with CPAs TAXATION Lecture on Special
Topic in Taxation- April 2021
 Financial Wellness Seminar- June 2021
AWARDS AND RECOGNITION

 SGO Scholar
College of Accountancy-USANT
1st semester-2018-2019
CHARACTER REFERENCES:
Mrs. Jennifer A. Mendoza, CPA, MBA
Dean, College of Accountancy USANT
(+63) 9109797887
Mr. Roland Neo Delhi E. Bona, CTT, CPA

Faculty Member, College of Accountancy
USANT
(+63) 9501054242
I hereby certify that the above information is true and correct to the best of my
knowledge and belief.
EULA DENICE P. VARGAS

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UNIVERSITY OF SAINT ANTHONY

(Dr. Santiago G. Ortega Memorial)

THE MANAGEMENT PRACTICES OF CAFÉ BUSINESSES IN

JENNIFER A. MENDOZA, CPA, MBA

PAUL GABRIEL A. CASTROVERDE, CPA, MBA ELMER C. SAQUIDO, CPA, MBA

JENNIFER A. MENDOZA, CPA, MBA

PAUL GABRIEL A. CASTROVERDE, CPA, MBA ELMER C. SAQUIDO, CPA, MBA

JENNIFER A. MENDOZA, CPA, MBA

especially those mentioned below:

As a result of our College of Accountancy Dean, Mrs. Jennifer A. Mendoza's

we were able to meet all of our deadlines for this study.

complete this project.

support of our colleagues, as well as their wisdom and guidance.

out our research.

THE MANAGEMENT PRACTICES OF CAFÉ BUSINESSES IN

organization, c. capitalization, d. number of employees, e. type of equipments / machineries used

implementation of Management Practices in terms of a. operation, b. procurement, c. manpower,

designed based from the findings of the study?

in terms of operation, procurement, manpower, production process, and customer handling

enhance the management and daily operations of the café businesses.

guidebook designed based on the findings obtained.

organization, capitalization, number of employees, types of beverage equipment used as well as

Nabua, Camarines Sur. b. under

Purification Technology have 6 or 75%, Touchscreen Point of Sale (POS) Terminals is 5 or

of the Cafes in Nabua were described in terms of operation, procurement, manpower,

at 3.625 or highly implemented. They invest in building construction to house production

operation is 3.0 with descriptive equivalent of implemented.b. In terms of material procurement,

interpreted as highly implemented are: establishing a profitable, long term, one-to-one

relationship with customers; understanding their needs, preferences

practiced. In general, management practices in terms of manpower were found to be

thus, is less implemented among the participating cafes. e. By understanding customer

based on the findings of the study.

digitalization of business transactions, it is recommended for e. workers to embrace the change

by becoming technology literate themselves; 2. In the light of the management practices, it is

recommended for e. suppliers and distributors to be time-conscious when it comes to the

will allow any organization to continue operating in the long run.

CHAPTER 1: THE PROBLEM

Statement of the Problem-------------------------------------------------------12

Scope and Delimitation of the Study-----------------------------------------13

Significance of the Study-------------------------------------------------------13

Synthesis of the State-of-the-Art----------------------------------------------40

CHAPTER 2: RESEARCH METHODOLOGY

Data Gathering Tool------------------------------------------------------------46

Preparation of the questionnaire-------------------------------------47

Validation of the questionnaire--------------------------------------47

Administration and retrieval of the questionnaire-----------------48

Statistical Treatment and Data Analysis--------------------------------------48

CHAPTER 3: THE MANAGEMENT PRACTICES OF CAFÉ BUSINESSES IN NABUA,

Business Profile of the Café Businesses in Nabua, Camarines Sur---------------52

Legal forms of Organization--------------------------------------------------54

Types of Beverage Equipment Used----------------------------------------59

Technology or Softwares Used----------------------------------------------62

Extent of Implementation of the Management Practices in the Operations of Café

Extent of Implementation of Management Practices in terms of Procurement - 68 Extent

of Implementation of Management Practices in terms of Manpower----------------------70

Extent of Implementation of Management Practices in terms of Production Process - - - -

Extent of Implementation of Management Practices in terms of Customer Handling - - - -

Management Operations Guidebook for Café Businesses-----------------------------------87

CHAPTER 4: SUMMARY, FINDINGS, CONCLUSIONS AND RECOMMENDATIONS

Suggested Topics for Further Research----------------------------------------------100

A. Permit to Conduct Study------------------------------------106

Table Description Pages

1 Business profile in terms of size 53