MANAGERS’ ALLOCATION OF ACTIVITIES BY TIME

F. Luthans, R.M. Hodgetts and S. A. Rosenkrantz (1988)

120%

100%

44%
80% 11%

60% 19%
28% 26% 48%
13%
40%
11%
32% 29%
20% 20% 19%

0%
Traditional Communication Human Resource Networking
Management Management

Average Managers Successful Managers Effective Managers

Figure 1. Consolidated Time Allocation of Activities by the Three Types of

Managers (Average, Successful, and Effective Managers)

According to Figure 1, Average Managers spend the most time (32%) on

Traditional Management, demonstrating that they prefer to continue with more
traditional management methods over experimenting with more contemporary ones.
Effective Managers devote the greatest time (44%) to Communication, indicating that

HRM ELEC 3 (3450)

these managers see the value in creating an effective communication system within the

Organizational Behavior
company to meet its objectives. Additionally, when it comes to Human Resource
Management, it is also the Effective Managers who spend the most time on it (26%),
indicating
ROOM 309 that in–addition
MWF to(4:30-5:30
Communication,
PM)these managers value creating a positive
working environment and culture in order to produce the highest-quality output. Finally,
successful managers spend the greatest time (48%) Networking, indicating that they

BEJOC, RONAH ABIGAIL QUIBIDO, MYNETH A. BSA 4 – BLOCK 4

are more focused on earning promotions and making friends with the appropriate
people.

Average Managers

19% Traditional Management

Communicaiton
20%

32% Human Resource Man-

agement

29%
Networking

Figure 2. Time Allocation of Activities by Average Managers

Average managers spend more time (32%) on Traditional Management, which

is centered on decision-making, planning, and controlling, as can be seen from Figure 2
above. On the other hand, they devote the least amount of time (19%) to Networking.
Most of the time, Average Managers concentrate on reliable tools and expertise. In
other words, they don't take into account the unique qualities and strengths of each
person and instead move individuals in the same manner. They place more focus on an
established, inflexible management style within the corporation and less attention on
Networking, which deals with more dynamic business strategies and numerous change
processes—something completely different from Traditional Management. An Average
Manager would typically consider highly analytical habits to be a weakness and
predictable and rigid management style as a strength.
 Successful Managers

Traditional Management
48%
13% Communicaiton

Human Resource Man-

agement
28%
11%
Networking

Figure 3. Time Allocation of Activities by Successful Managers

As shown in Figure 3, Successful Managers spend the most of their time (48%)
on Networking and the least amount (11%), respectively, on Human Resource
Management. A Successful Manager is typically thought of as someone who advances
swiftly within an organization. In order to do this, he would have to venture outside of his
functional area and broaden his network by interacting with other managers. To build
networks that support the organization's goals, he will need to devote more time to
enlisting stakeholders, bringing allies together, and reorganizing boards. In addition,
unlike Networking, Human Resource Management typically concentrates on bridging
the gap between employee performance and organizational goals rather than
concentrating on the large picture or significant connections, which is what a Successful
Manager needs the most.
 Effective Managers

11% Traditional Management

26%
19%
Communicaiton

Human Resource Man-

agement

Networking
44%

Figure 4. Time Allocation of Activities by Effective Managers

As observed from Figure 4, Effective Managers allot most of their time in

Communication (44%), and least of their time in Traditional Management (11%).
Because Effective Managers think that the performance, contentment, and commitment
of everyone in the organization can be used to gauge the quality of their work, they
place a strong emphasis on communication, which includes exchanging information and
processing paperwork. In order to do this, they concentrate on finding ways to inform
and involve their employees. They are the kind of managers who make sure they can
consult the organization's members before making a decision. Effective Managers, on
the other hand, place less emphasis on networking because their work performance is
not primarily determined by the number of promotions or contacts they receive.
 SKYLINE MALL WIDE SALE – EVENT PROPOSAL
EVENT SUMMARY DETAILS
EVENT TITLE Reaching Beyond the Sky: Skyline’s 3-Day Mall Wide Sale
PROPOSED BY Ronah Abigail R. Bejoc, Myneth A. Quibido
EVENT DATE September 28-30, 2020 (Wednesday to Friday)
VENUE Skyline Mall - Magallanes Street, 6000, Cebu City, Philippines
TARGET AUDIENCE People within and outside Cebu City, Philippines
1. To boost Skyline’s revenue through sales
2. To launch a successful Mall Wide Sale that will run for
OBJECTIVES &
three (3) consecutive days
TARGET OUTCOME
3. To contribute to making the Philippines one of the best
shopping destinations in the world
REQUESTED The Requested Budget for the Event is Five Million Pesos
BUDGET (PHP 5,000,000.00) inclusive of all applicable taxes

EVENT DESCRIPTION
The tourism sector in the Philippines depends heavily on the retail experience.
The Department of Tourism's push to increase shopping tourism is straightforward—it's
a component of the equation to promote economic growth, generate millions of jobs,
livelihoods, and businesses, and aid in the Philippines' development as a top travel
destination in the world.
Skyline's 3-Day Mall Wide Sale seeks to draw people who are enthusiastic about
the mall and seeking a unique experience, in addition to luring customers to boost
revenue through sales. This mall-wide sale also seeks to gather useful customer data
for Skyline Mall's next marketing activities. Additionally, this event intends to increase
consumer spending at a time when the world is gradually returning to the "new" normal
following the Covid-19 Pandemic. Through a mall wide sale, Skyline aims to contribute
significantly in making the Philppines as one of the best shopping destinations in the
world.

EVENT COORDINATORS - INFORMATION

Coordinator Name Bejoc, Ronah Abigail Quibido, Myneth
Contact Information 09298742587 09235257934
Email Address bejocronah@gmail.com quibido.myneth@gmail.com
 SKYLINE MALL WIDE SALE – EVENT PLAN
PLANNING PHASE
MANAGEMENT COMPLETION
TASKS RESPONSIBLE LEADER(S)
FUNCTION STATUS
Be the source of Inspiration as to why
Figurehead 
this event is of great importance
Initiate a meeting to discuss important
Leader 
matters
Brainstorm strategies and new
approaches to effectively and efficiently Entrepreneur 
execute the event
Set Dates and Duration for the Sale Leader, Entrepreneur Planning 
Set Desired Goals and Objectives Leader 
Decide & Determine Target Market Leader, Entrepreneur 
Develop Sponsorships Liaison, Spokesperson, Negotiator 
Coordinate with Committees & Share
Leader, Disseminator 
Plans
Prepare Budget Plan Resource Allocator 
ORGANIZING PHASE
MANAGEMENT COMPLETION
TASKS RESPONSIBLE LEADER(S)
FUNCTION STATUS
Assemble the team into committees Leader 
Secure and Retain Tenants Liaison 
Book Date & Location Liaison 
Set up Health Protocols Liaison 
Organizing
Contract with Stores, Suppliers,
Liaison, Spokesperson, Negotiator 
Services
Contract with Security Team Liaison, Disturbance Handler 
Approve Requested Budget Resource Allocator 
 PROMOTION PHASE
MANAGEMENT COMPLETION
TASKS RESPONSIBLE LEADER(S)
FUNCTION STATUS
Design Promotional Materials Disseminator, Spokesperson 
Distribute information through paid
Disseminator, Spokesperson 
campaigns
Monitor, Disseminator, Organizing
Leverage social media 
Spokesperson
Monitor, Disseminator,
Marketing and Public Relations 
Spokesperson
EXECUTION PHASE
MANAGEMENT COMPLETION
TASKS RESPONSIBLE LEADER(S)
FUNCTION STATUS
Final Meeting and Last-minute rechecks Leader 
Ribbon Cutting for Opening Ceremony Figurehead 
Execute the event scope Leader 
Ensure the quality of the output Leader Leading 
Provide exceptional customer
Leader 
experience
Direct the work of committees Leader 
Monitor the setup of stores, stalls, and
Leader 
booths
Recommend changes and corrective
Disturbance Handler Controlling 
actions
Hold status review meetings to make
Leader 
sure everything is according to plan
 WRAP-UP PHASE
MANAGEMENT COMPLETION
TASKS RESPONSIBLE LEADER(S)
FUNCTION STATUS
Gather Feedback from stakeholders
Monitor, Disseminator 
(customers, employees, etc.)
Controlling
Analyze key performance indications to
Leader 
know the event’s success rate
Pay employees and service providers Resource Allocator 
Leading
Sign and close all open contracts Liaison 

Prepared by: Approved by:

Ronah Abigail R. Bejoc

Myneth A. Quibido Ms. Maria Hazel Cabuenas