MANAGEMENT DEVELOPMENT

PROGRAM 1
SEMINAR WORKSHOP

7-8 December, 2023

Designed by:
DR. BENG MANALANG
INVOCATION
NATIONAL
ANTHEM
EXPECTATIONS
LEVELLING
FOUR QUADRANTS GAME: Draw your
answers to these 4 questions

WHAT I BRING TO WHAT I NEED FROM

THE TEAM THE TEAM

MY BEST TRAIT WHAT I EXPECT

TODAY
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.

PLANNING
 PLANNING
1. Planning is a fundamental property of
intelligent behavior. It involves the use
of logic and imagination to visualise not
only a desired result, but the steps
necessary to achieve that result.
 Who Are Managers?
• Manager
 Someone who coordinates and oversees the work of
other people so that organizational goals can be
accomplished.

© 2007 Prentice Hall, Inc. All rights reserved. 1–9

Classifying Managers
• First-line Managers or Supervisors
 Individuals who manage the work of non-managerial
employees.
• Middle Managers
 Individuals who manage the work of first-line
managers.
• Top Managers
 Individuals who are responsible for making
organization-wide decisions and establishing plans
and goals that affect the entire organization.
Managerial Levels & Type of Plans

1. Strategic

2. Tactical

3. Operational

4. Contingency
Basic Management Functions
Project Planning
• One time planning

• The process of establishing the goals and objectives of a project

and determining the resources and actions needed to achieve those
goals.

• t involves creating a detailed project plan that outlines the steps and
tasks required to complete the project, as well as identifying
potential risks or challenges and developing strategies to manage
them.
• The goal of planning is to create a roadmap for the project that
ensures its successful completion.

• To do this, managers need to have a good understanding of the

current situation and where they want to be in the future.
Rewards and Challenges
of Being A Manager
Quality only
happens when
you plan for it.
Bad quality
happens by itself.
 3 step result-oriented process
for planning

1. Choosing a destination, an end-goal, a

specific realizable end result
2. Evaluating alternative routes
3. Deciding the specific course of the plan,
the most optimal route based on cost,
efficiency & ease of implementation
OPERATIONAL PLANNING
• Operational planning is the process of defining
specific actions and resources needed to
achieve the goals set out in the strategic plan.

• It involves developing detailed plans and

budgets to implement the strategies and tactics
outlined in the strategic plan and identifying and
addressing any potential risks or challenges that
may arise.
5Ws and 1H
 Operational Plan
Name of Plan: ___________________________________
Objective: To achieve an end goal which justifies the end key result of
all activities on the given timeframe ; must be quantitative to be
measurable

EXPECTED PERSON DURATION ESTIMATED

SPECIFIC ACTIVITIES OUTPUT RESPONSIBLE START END COST BENEFIT PROGRESS
1
2
3
4
5
6
7
8
9
10
SPECIFIC ACTIVITIES=What will you do?

1. Each activity must contribute to the end goal

2. Tasks must be stated in sequence
3. Level of detail must be consistent all through
out- maybe be high level , mid range or lowest
level detail
4. The sequence and precedence relationship of
tasks are important in implementation, a Gantt
chart may be useful
5. Use present tense or future tense

© 2007 Prentice Hall, Inc. All rights reserved. 1–20

 EXPECTED OUTPUT = Why will you do it?
1. The WHY behind each activity.
2. If there is no valid reason (or output) for the
activity, do not do it. Delete it from the list of
activities.
3. The Expected Output can either be tangible or
intangible (for example, a signed approval or
an oral approval)
4. If there is no expected output, then it is an
activity that belongs to the lower level of
perspective

© 2007 Prentice Hall, Inc. All rights reserved. 1–21

 PERSON RESPONSIBLE=Who will do it?
1. Assign the task or work to ONLY ONE
PERSON
2. Get his permission before assigning to him or
inform him, afterwards. If he declines, change
the assignee
3. This will form part of his authority,
responsibility and accountability
4. Assigning to a group of people usually does
not enable fulfillment of the task
5. This helps in the organizing part of
management work
© 2007 Prentice Hall, Inc. All rights reserved. 1–22
 DURATION=When will you do it?
1. Define a starting date and an ending date
2. If unsure of actual dates, you may use Day 1
and so on.
3. Time buckets can be in days or weeks
4. Ensure that the duration is sufficient time to
accomplish the task and achieve the expected
output
5. These dates consider the precedence
relationship of the tasks. Some tasks may be
simultaneous thus may have same dates.

© 2007 Prentice Hall, Inc. All rights reserved. 1–23

EXPECTED COST=How much will it cost?

1. It is critical to estimate costs for each task to

know total cost of project, to be able t evaluate
whether it is worth the investment
2. May require a canvassing from external sources
3. Internal salaries or costs should still be estimated
4. Must consider seasonality of costs; discounts
from bulk purchases or multiple actions taken
together ie reduction of transport costs when
paying in advance 2 years in Real Estate Taxes
5. Provide an allowance for escalation of costs

© 2007 Prentice Hall, Inc. All rights reserved. 1–24

 BENEFIT= What will happen if you do it?
1. Expected benefits of tasks must be envisioned
to rationalize costs taken
2. May be quantitative or qualitative (for example,
full client satisfaction)
3. Better if quantified for easier cost benefit
analysis

© 2007 Prentice Hall, Inc. All rights reserved. 1–25

 Risk Assessment & Sensitivity Analysis
• Identify potential problems that may arise- Solve
problems before they arise
• Total the time duration of whole project; adjust if
not acceptable
• Total the cost and find ways to reduce total cost
• Cost Benefit Analysis: Evaluate the total costs
and benefits. Benefits must exceed costs
• Set Key performance indicators and set
baselines, chart progress accordingly during
implementation

© 2007 Prentice Hall, Inc. All rights reserved. 1–26

 PLANNING WORKSHOP
1. Planning a wedding for an elite bride
2. Planning a conference for DepEd
3. Operational planning for 2024 strategies
 Organizing is the process of arranging the authority,

responsibility and accountability lines of people doing the

activities required to achieve a desired goal. It is based on

overall organizational chart.

ORGANIZING
 ORGANIZING
1. The management function of
determining what needs to be done,
how it will be done and who will do it.

2. It is also establishing relationship lines

among personnel according to rank
and skill level in order to accomplish
organizational or project goals
The Organizational Chart
 Organizing for a project
• Usually follows the ranks in the organization
• If a subordinate leads a project , for purposes
of training, OJT etc., this is usually adhoc,
meaning temporary, and will dissolve once
project is achieved,
• Linkages with superiors and other
departments can be shown through dotted
lines
Sample Project Organization
 Organizing Workshop
Create the Organization for the following:
1. Planning a wedding for an elite bride
2. Planning a conference for DepEd
3. Operational planning for 2024 strategies
 Transformational
Leadership

Leading
 Transformational Leadership Defined
Transformational Leadership Defined

“Transformational leaders are

those who stimulate and
inspire followers to both
achieve extraordinary
outcomes and in the process
develop their own leadership
capacity.”
Transformational
leadership with its
emphasis on vision,
employee empowerment
and challenging the
traditional leadership
hypothesis has become a
well-liked model among
today’s more progressive
companies.
 Maxwell’s 5 Levels of Leadership

https://www.youtube.com/watch?v=3l9NujTuM_g
Maxwell’s 5 Levels of Leadership p 1;
https://www.youtube.com/watch?v=ZxE7LqDg5SE
Part 2
 Transformational Leaders

“Leaders motivate and inspire ! They

relentlessly create the vision and set
strategies for Action! Their ultimate gift is
not to have followers but to develop many
other leaders.”

-Dr. Rick Goodman

Copyright © 2015 Pearson Education, Inc. 40

 My Transformational Journey in the VUCA World
Leadershift #1:
From Soloist to Conductor
The Focus Shift
If you want speed, do not lead. Run alone, run by yourself.

You can be a successful person on your own, but not a

successful leader. The way forward as the leader of an
organization is to utilize the gifts of the entire team.
USE THE WISDOM IN THE ROOM.

*11 Leadershift (John Maxwell) Principles: What is Leadershift?

https://www.youtube.com/watch?v=P-qLldU-Yzo
 Leadershift #2 From Goals to Growth
The Personal Development Shift

It is imperative for leaders to make the personal development

shift from a short-term goal orientation to a long-term growth
orientation. There are three significant changes needed to
achieve the shift:
1) growth outward to growth inward;
2) growth in everything to growth in a few vital things;
and 3) growth with a timeline versus growth without a finish
line.
 Leadershift #3 From Perks to Price
The Cost Shift
• Great leadership isn’t about control, the income or the corner office. It’s about
sacrifice. Great leadership costs us something.
• American missionary Adoniram Judson is rumored to have said, “There is no
success without sacrifice. If you succeed without sacrifice, it is because
someone has suffered before you. If you sacrifice without success, it is because
someone will succeed after you.”

• Great leaders go first. “What sets great leaders apart from all other leaders is this:
they act before others, and they do more than others. Great
leaders face their uncertainty and doubt, and they move through it to pave the
way for others.”

• There are three common costs that every leader needs to take into account to
make the cost shift: reality, example, and consistency
 Leadershift #4 From Pleasing People to Challenging People
The Relational Shift
• You can please some of the people some of the time, but you can’t
please all of the people all of the time. But if you want the best out of
people, you have to challenge them.

• “You have to put doing what’s right for your people and organization
ahead of what feels right for you.” This means keeping your eye on the
big picture. Sometimes you have to have tough conversations, but you
must balance care with candor.

• You can never really lead your organization, serve your people, or reach
your leadership potential if you are always trying to make others
happy. The stark reality is that you cannot lead people if you need
people.
 Leadershift #5 Maintaining to Creating
The Abundance Shift
• Maintaining isn’t always easy, but it is the easiest mindset to slip into. It’s not
about change for change sake, but it’s about “can we do better?” Create a
creative environment where people gather ideas and value multiple
perspectives.

• “Being inflexible and sticking to my plan put a lid on me and my organization.”

• Larry Stockstill said, “I live on the other side of ‘yes.’ That’s where I find
abundance and opportunity. It’s where I become a better and bigger self. The
opportunity of a lifetime must be seized within the lifetime of the opportunity.
So I try to say ‘yes’ whenever I can.”

• If you want to shift from maintaining to creating in your life and leadership,
then you need to learn and live by a few creative principles including building a
creative culture, making everything better, making plans but looking for
options, and more
 Leadershift #6 Ladder Climbing to Ladder Building
The Reproduction Shift
• Change from being a personal producer to an equipper of others.
We being with ladder climbing (How high can I go?), then we shift
to ladder holding (How high will others go with a little help?), then
ladder extending (How high will others go with a lot of help?) to
finally, ladder building (Can I help them build their own ladder?).

• “If you want learners to follow directions, you only need

to provide the what. If you want them to lead others and
give directions, they must also have the why.”

• When it comes to investing in and helping someone by holding,

extending, and building his or her ladder, it is important who you
choose to mentor.
 Leadershift #7 Directing to Connecting
The Communication Shift

• You must learn to connect with people to be the best leader

you can be. To move from directing people—talking, ready
answers, your way—to connecting—listening, asking,
empowering.

• Be a person people can trust. Lift others up.

• “When you interact with others as a leader, what is your

mindset? Is your intention to correct them or connect with
them?”
Leadershift #8 Team Uniformity to Team
Diversity
The Improvement Shift

• If everyone around you thinks like you, you need to

expand your network.

• A diverse team will fill in gaps in knowledge, perspective,

and experience.

• “Malcolm Forbes said diversity is the art of thinking

independently together.”
 Leadershift by John Maxwell
• This leadershift is about changing from being a
personal producer to an equipper of others.
When it comes to investing in and helping
someone by holding, extending, and building
his or her ladder, it is important who you
choose to mentor.
Leadershift #9 Positional Authority to Moral Authority
The Influence Shift
• Moral authority is not about position it’s about
who you are. People follow moral authority
before they follow positional authority.

• Maxwell lists four areas a leader needs to

develop to have moral authority: competence,
courage, consistency, and character.

• “Every leader who possesses moral authority

has had to stand alone at some point in time.
Such moments make leaders.”
 Leadershift #10 Trained Leaders to
Transformational Leaders
The Impact Shift
• Maxwell believes that if you only make one shift in your
leadership, this is the one because it “will bring the
greatest change to your life and the lives of those around
you.”

• Transformational leaders inspire others to become more.

• But that’s because they have worked to become more

themselves. “If you want to see positive changes in your
world, the first person you must change is you.

• As leaders, you and I have to be changed to bring change.

We teach what we know, but we reproduce who we are.”
 Leadershift #11 Career to Calling
The Passion Shift
• This is the shift from just doing a job to do
what you are gifted to do. Aristotle wrote,
“Where our talents and the needs of the
world cross, there lies our vocation.” Your
calling is not about you. “
• A calling moves us from the center of
everything in our world to becoming the
channel through which good things come to
others.”
 “Leaders motivate and inspire. They
relentlessly create the vision and set
strategies for Action! Their ultimate gift
is not to have followers but to develop
many other leaders.”

-Dr. Rick Goodman

 Transformational Leaders
Vs
Transactional Leaders

• Transformational • Transactional
leaders look to satisfy leadership is based on
the greater need of rewards versus
the individual. punishment.
• Transactional leaders • Transactional
make many deals leadership is based on
with those being led. quid pro quo or this for
that!
Benefits of Transformational Leadership

• Higher Levels of Productivity

• Increased Employee Satisfaction

• Improved Employee Retention

• Stronger Trust Based Relationships

Common Traits of Transformational Leaders

• They possess a clear vision of their goals and

expectations.
• They are Energetic, Enthusiastic and
Passionate.
• They are focused on helping everyone to
succeed.
Examples of Transformational Leaders

Bill Gates Steve Jobs

 Transformational Leaders
Mark Zuckerberg Jack Dorsey
Companies That Are Transformational Leaders

Google Amazon
 “The single biggest way to impact an
organization is to focus on transformational
leadership. There is almost no limit to the
potential of an organization that recruits
good people, raises them up as leaders and
continually develops them”
-John Maxwell
Transformational Leadership Mottos
• Become Change Oriented.

• Good Enough Never Is!

• What Works Can Always Be Better.

 Mastering Your Emotions
• Transformational leaders understand how
someone will respond to a persuasive or
motivational attempt.

• They have empathy to adjust to the

challenges that had not been anticipated by
their team.
 Transformational Core Competencies
• Self-Mastery

• A Transformational Mindset

• Influence

• Skill Development
 Self-Mastery
• Your mindset is your world view.

• It defines what you believe and how you think.

• It’s your attitudes values and feelings.

 Transformational Mindset
• Most of your scripts were developed early in life.

• They are installed without our awareness and we

absorb the culture.

• Our role in education plays a significant part.

• Great leaders form their own beliefs about change

and transformation.
 SOCIAL INFLUENCE
• Managers rely on authority, Leaders rely on
Influence.
• Managerial authority does not translate well
into leadership.
• You can’t order people to change but you can
influence them!
 Skill Development
• Transformational leadership requires a great
deal of skills.
• Leaders cannot build skills by reading about it
they must practice them and take action.
 Three Habits of Transformational Leaders

• Speak from your heart and quiet your mind.

• Transformational leaders are curious and play full out!

• They tell relevant stories that can generate ideas and

make a shift in one’s mindset.
 Four Steps to Becoming a
Transformational Leader

1. Create an inspiring vision.

2. Motivate people to buy into and deliver the
vision.
3. Manage delivery of the vision.
4. Build ever stronger trust-based relationships
with people.
Copyright © 2015 Pearson Education, Inc. 70
 Controlling is the function that brings
management to full cycle.

CONTROLLING
 CONTROLLING
1. The steering mechanism that links
all the preceeding functions of
Organizing, Staffing and Directing to
the goals of Planning.
 Controlling
• When indicated, it is
the activity that
triggers new plans --
one that are more
consistent with the
resources of the
organization and the
environment in which
it operated.
 Controlling
• Sets standards and
measures progress
against them.
 Controlling
• Corrective action is
taken when the gap
between what was
planned and what is
actually happening
becomes too large.
 Controlling
• Controls may be
exerted before, after
or at any stage within
the conversion
process.
 Controlling
• Controls are most
effective when
applied selectively at
critical make or fail
points.
 Controlling
• In practice, the major
controls are
concerned with
 Operations
 Finance, and
 Human Resources
Key Concepts
• Management control is the systematic effort
taken to set standards, compare progress with
them and take corrective action when necessary
to bring performance into line with what was
actually planned and expected.
Key Concepts

• Controls are most economic and effective when

applied selectively at the crucial points most
likely to determine the success or failure of an
operation or activity.
Key Concepts
• Financial controls focus on the accumulation of
funds needed to sustain an organization, and on
proper disbursement of funds so as to assure
its survival and growth.
Key Concepts
• Operating controls monitor progress of and
results from the activities associated with the
conversion process of an organization.
Key Concepts
• Human resources controls are concerned with
inducing and maintaining satisfactory
performance by an organization’s workforce.
Key Concepts
Human
resource
Fiscal Operating controls
Controls controls are controls focus on
Managers are applied implemente focus on vital
set selectively d by materials, employment
standards to at strategic revenue schedules and
control points. and and quality. performanc
performanc expense e criteria.
e. budgets.
Key Terms
• Control process
• Preliminary or preventive controls
• Concurrent or steering controls
• Feedback or post performance controls
• Key-point (strategic) controls
• Balance sheet
Key Terms
• Income statement
• Statement of cashflow (flow of funds)
• Budget
• Variable budget
• Overhead budget
• Flexible budget
Key Terms
• Variance report
• Economic order quantity
• Perpetual inventory control
• Material requirements planning
• Just-in-Time inventory control
• Kanban
Key Terms
• Production and operations management
• Sequential scheduling
• Parallel scheduling
• Gantt chart
• Network planning methods (PERT & CPM)
• Inspection
Key Terms
• Quality control (or assurance)
• Statistical quality control
• Tolerance
• Table of organization
• Indirect labor ratio
Four Steps in the Control Process

1. Establish performance standards

2. Measure actual performance
3. Compare actual performance with
the standard
4. Take corrective action
The Control Process

3
Feedback Compare actual
performance with
standards

4
Take
corrective
1 action 2

Measure Actual
Establish Standards
Performance
Locus of Control

• Preliminary controls or preventive controls

• Concurrent controls or steering controls
• Feedback controls and post performance
controls
• Key-point (Strategic) controls
Key-point (Strategic) Controls

• Financial conditions
 Controls focus on capital acquisition and structure,
revenues, expenditures and cash management.
Key-point (Strategic) Controls

• Operating conditions
 Controls focus on supplies and inventories,
schedules, production and cost standards and
product and performance quality.
Key-point (Strategic) Controls

• Human resources
 Controls are mainly concerned with employee
headcount, payroll costs, absences and lateness,
greivances and performance.
Financial Controls

• Capital structure and Financial Statements

 Balance Sheet
 Income Statement
 Statement of Cash Flows (or Flow of Funds)
• Budgets
• Flexible budgets
• Variance Reports
Production Controls

• Materials Controls
 Economic Order Quantity
 Perpetual Inventory Control
 Materials Requirements Planning
 Just in Time Inventory Control
Production Controls
• Production Controls
 Simple, step by step, or Sequential Scheduling
 Parallel Scheduling
 Network Planning Methods (PERT and CPM)
• Quality Control
Human Resources Controls
• Table of Organization
• Indirect Labor Ratio
• Absence and Lateness
• Performance Appraisal
Human Problems with Controls

• Beating the system

• Providing inaccurate or inadequate information
• Projecting an illusion of control
• Slowdowns or outright sabotage
CISIONMAKING
MANAGEMENT DEVELOPMENT PROGRAM 1

DECISION MAKING & PROBLEM

ANALYSIS WORKSHOP
 Blessings!

annamanalang@gmail.com
09178141810