Character Formation With Leadership Decision Making Management and Administration

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Ifugao State University

COLLEGE OF CRIMINAL JUSTICE EDUCATION
Nayon, Lamut, Ifugao
SCHOLARLY WORKS
IN
CHARACTER FORMATION
with
Leadership, Decision
Making, Management and
Administration
Prepared by:
MARVIN M. LUMIGAT
Lectured by:
MARVIN PASTOR MITCHELL
For IFSU Use only!

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ABOUT THIS INSTRUCTIONAL MATERIAL
COURSE DESCRIPTION:
The course covers the topics in personality development, leadership,

decision-making, management and administration in various organizations.
These topics would further provide basic knowledge and skills on management
and administration of the organization.
COURSE OBJECTIVES
At the end of the course, the learner shall be able to:
1. transform the negative values into positive values;

2. develop leadership skills through basic training;
3. discuss the concepts of organization and administration;
4. explain and internalize the basic management;
5. accept and exercise stress and anger management;
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6. value the importance of supervisory role in the management.

7. incorporate the decision making techniques; and
8. apply the parliamentary procedure.
COURSE METHODOLOGY
The course will use group dynamic, lecture & discussion, presentation
and roleplaying for better understanding.
TABLE OF CONTENTS
Chapter 1. Basic Leadership Training

A. Leaders and Leadership
B. Training/ Delivery
C. Theories of Human Motivation
D. Best Practices in Leadership
E. Team Building
Chapter 2. Organization and Administration

A. Organizational Theories
B. VMGO of the Organization
C. Organizational Units
A. Types of Organizational Structures
B. Elements of the Organization
C. Principles of Organization
Chapter 3. Basic Management

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A. Management Principles
B. Means in Management
C. Personnel Management
D. Conflict Management
E. Mediation and Arbitration
F. Communication Protocols in Management
Chapter 4. Stress and Anger Management

A. Stress Management
B. Anger Management
Chapter 5. The Supervisor’s Role in Management

A. Supervisor’s Power
B. Supervisor’s Development
C. Supervisor’s Role
Chapter 6. Decision Making

A. Concepts of Value-Based Decision Making
B. Stages in Decision-Making
C. Values and Administrative Dilemma
D. Best Practices in Decision-Making
E. Basic Parliamentary Procedure
Chapter 1
BASIC LEADERSHIP TRAINING
This chapter presents a brief introduction of leadership regarding a

personal value, qualities of a leader, training/lecture delivery techniques,
leadership theories and processes, styles of leadership, leadership versus
management, motivation defined motivation and performance, theories of
human motivation, and case studies on leadership of selected offices (best
practices in leadership).
As a human being, the basic foundation of leadership is to maintain the

core values such good health, truth, love, spirituality, social responsibility,
economic efficiency, nationalism, and social solidarity.
Learning Outcomes
At the end of the chapter, the students will be able to:

1. maintain and show the core values;
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2. explain the concepts of leadership;

3. prepare the appropriate lesson plan;
4. deliver the training/lecture properly;
5. identify and discuss the theories of leadership;
6. contrast and compare Maslow’s theory and Alderfer’s ERG theory;
7. role-play the characteristics of an effective team;
8. appreciate the importance of team building and training/lecture delivery.
A. LEADERS AND LEADERSHIP
What is Leadership?
Leadership is the ability to direct, guide, influences or controls the

thoughts, behavior, values, and attitudes of other people.
What is Leadership Principles?
Leadership principles is a fundamental guideline for the selection of

appropriate action and orders in the proper exercise of the instruction.
What is Leadership Trait?
A leadership trait is a quality that is direct value to the leader in gaining

the willingness, obedience, respect and loyal cooperation of his men in
accomplishing a mission.
Qualities of a Leader
 Good leader’s enables people to feel and become empowered.
 Good leaders inspire values of caring.
 Good leaders ensure that learning and competence matter.
 Good leaders, particularly those in administration, create an atmosphere
where work is stimulating, challenging and fun.
 Good leader’s help people feel a sense of unity.
 God leader’s help members develop a sense of security and trust not only
in the leader but also in one another.
 A good leader displays reliability and integrity.
 A good leader is honest and trustworthy, and has integrity.
 The best leaders use thinking to help members develop a set of
intentions, outcomes, goals and directions.
Purpose of Leadership
1. Accomplishment of the Mission

2. Looking for the Welfare of Men
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Conceptual Framework of Leadership
 Leadership cannot be manifested in a single vacuum.

 Leadership in will attain the purpose with the contribution of the group.
 Leadership is processed to some degree by any member of the group
regardless of his formally designated office of position. Thus, it is
difficult to speak of a leadership of a group. Example: Basketball
 Leadership is a quality of a group of activity.
Ten Essential Words of a Leader
The leaders should remember (IWELSRSJKC):
1. I – The most damaging 1- letter word: Avoid It.

2. We – The most Satisfying 2 – letter words: Use It.
3. Ego – The Most poisonous 3 – letter words: Kill It.
4. Love – The most used 4 – letter words: Value It.
5. Smile – The most pleasing 5 – letter words: Keep It.
6. Rumor – The fastest spreading 6 – letter words: Ignore It.
7. Success – The most enviable 7 – letter words: Achieve It.
8. Jealousy – The evilest 8 – letter words: Distance It.
9. Knowledge – The most powerful 9 – letter words: Acquire It.
10. Confidence – The most essential 10 – letter words: Maintain It.
Principles of Leadership
Here are the basic tools to be an effective leader. These are:
a. Know yourself and Seek Self-Improvement – A leader must conduct self-

assessment to determine our strengths and weaknesses.
b. Be Technically and Tactically Proficient - A leader must be competent in

combat operations and training as well as in the technical and
administrative aspect of his duties.
c. Seek Responsibility and Take Responsibility for your Action – A leader

must have armed with the knowledge gained from honest self-evaluation
and with the sound technical and tactical foundation required to perform
his job, the leader must take initiative to accomplish his unit’s mission.
d. Make sound and Timely Decisions - The leader must be able to make
rapid estimate of the situation and arrive at a sound decision.
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e. Set the Example - A leader must be a good example for his men in integrity,
courage, administrative knowledge, professional competence, personal
appearance and personal conduct. Moreover, he must set the personal and
professional standard for his performance.
f. Know you’re Men and Look out for Their Welfare – A leader must
understand what makes his men tick-their values, ideas, attitude.
g. Keep your Men Informed - This will encourage initiative, improve teamwork
and enhance morale. In the past, soldiers did not expect to be told why they
were required to perform task. They expected the fact that their leader and
they performed as required.
h. Develop a Sense of Responsibility in Your Subordinates - Another way

to show your men that you are interested in their welfare is to give them the
opportunity for professional development. Delegation of authority
commensurate with responsibility develops mutual confidence and respect
between the leader and his subordinates.
i. Insure that the Task Is Understood, Supervised and Accomplished -

Your men must know what is expected of them and must be informed of
specific task requirements through clear, concise orders. Be sure that you
are understood by communicating with your subordinates. Men respond
quickly to orders which are clear and concise. Do not overtake and order by
giving too many details.
j. Train Your Men as a Team - Issuing clear, concise orders and checking on
their execution is only part of being a successful leader. Your men must be
well trained if they are to accomplish any mission. It is the leader’s duty to
train the members of his unit so they will be tactically and technically
proficient and so that they work as a team. Teamwork is a key to mission
accomplishment. It starts in the smallest unit and carries through to the
largest organization.
k. Employ Your Unit in Accordance with its Capabilities - Good training

prepares a unit for its job. The leader must know what his unit is trained to
do, as well as its capabilities. He must employ the unit within its
capabilities. Men get satisfaction from performing task which are reasonable
but challenging, but become dissatisfied if they are given task which they
consider too easy or too difficult to accomplish.
Traits of Leadership
The fourteen (14) common traits are the following:

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1. Bearing - The must leader establishes good general appearance and

control of equipment that affects subordinates, peers and superiors.
2. Courage – The leader must have a quality of mind that gives a man
control over fear, enabling him to accept responsibility and act properly
in a threatening situation.
3. Decisiveness - The leader must possess or establishes a positive

approach, little waste of time, objectively, timely management and
sound judgment of opinions made by others all contribute to the
development of decisiveness in the leader.
4. Dependability - A dependable leader can be relied upon to carry out any

activity with willing effort.
5. Endurance - The mental and physical stamina measured by the ability of

withstand pain fatigue, stress and hardship is some kin to courage.
6. Enthusiasm – The leader must be optimistic and cheerful.
7. Initiative – The taking action in the absence of orders is often required

of leaders.
8. Integrity - The uprightness and soundness of moral principles, the

quality of truthfulness and honesty describe integrity.
9. Judgment - Is the ability to logically weigh what is right and what is

wrong and find possible solution on which to be sound decision.
10. Justice - Giving his due, impartial and consistent in bestowing awards
and punishment in accordance with the merit of the case.
11. Knowledge – Acquired advance information including knowledge of the

job and knowledge of the men.
12. Loyalty - Is the quality of faithfulness to country, the seniors,

subordinates and peers.
13. Tack - Is the ability to deal with others in a respectful manner.
14. Unselfishness – The unselfish leader is one who avoids providing his
personal comfort and personal advancement at the expense of others.
Positive/ authentic Leadership

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Positive or authentic leadership is a genuine or real leadership. This

leadership will start with the leader’s awareness and recognizing their own
strengths and weaknesses that allows him to build positive leadership and
inspire and encourage member/subordinate or employee in the right ways.
Authentic Leadership Characteristics
The most distinct qualities of authentic leaders are listed below:
a. Transparency. All transactions must be open of his/her men for

discussion.
b. Integrity. Gaining respect of people, he must handle private and
confidential situations with integrity and will never betray that
confidence.
c. Consistency. Actions must be consistent in giving service to other
people.
d. Listening. Shows sincere interest in other people and their opinions and
ideas for the betterment of the organization.
e. Vision. The vision and mission should be clear for everyone in the
organization.
f. Motivate. He encourages others and is able to raise them up to a higher
level.
g. Self-aware and sincere. He knows himself, knows what he’s worth and
knows his limitations.
h. Selfless. An authentic leader doesn’t go for power, money, and his ego.
He is on the long term, helping to steer the organization in the right
direction not his own or family interest.
Authentic Leadership Strategies
The following strategies can help to employ the authentic leadership

style:
a. Listen and share. Open mindedness can develop a good relationship

between employees and stakeholders.
b. Principled. A principled attitude shows that the leader sticks to

decisions he made earlier. Unless there’s a good and clear reason to do
so, reversing an earlier decision will hurt his credibility.
c. Constructive. Sensitive topics always need to be handled with integrity

and in a constructive way, preferably face to face.
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d. Realistic. The accomplishment or actions must be based on the

organization’s vision, mission and objectives.
e. Delegate. The task is delegated to employees bases on qualifications,

knowledge and skills not whom you know principle.
Three levels of Leadership
1. The Sergeant
The role of sergeant is the responsible for exercising day to day, general
and technical supervision and support to staff. They are involving in the
delivery of a range of diverse policing services and must perform or supervise
specialized work assignments, ensuring organizational standards are upheld.
2. The Middle Manager
The role of middle manager is the responsible for establishing operational

priorities within the unit, supervising subordinates, coordinating with other
department units, scheduling assignments, preparing precinct budgets,
managing complex crime scenes, responding to news media inquiries, and
reviewing and evaluating data.
3. The Chief
The chief is responsible for interpersonal roles, informational roles, and

decisional roles.
Styles of Leadership
According to Ralf K. White, Ronald Lippit and Lewin, there are basically
three (3) styles of leadership:
 Authoritative or Autocratic Style – the authoritarian or autocratic

leader makes decisions without consulting his subordinates and him
closely controls work performance. The quality of work output is greater.
However, this style of leadership could generate hostility or aggression.
 Democratic Style – the democratic style is group-oriented and promotes

active participation of his subordinates in the planning and execution of
tasks. The quantity of work output is not as great under the
authoritarian style. However, the subordinates are efficient and they
continue to work even in the absence of their leader.
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 Laissez-faire Style – the laissez-faire style takes a “hand-off” approach

in dealing with his subordinates. Under this leadership style, the
subordinates produce less work output, poor work quality and less
satisfying conditions.
B. TRAINING DELIVERY
This topic presents a brief in introduction in training/lecture delivery

regarding fundamentals of instruction, communication, organization of
instruction, methods of instruction, techniques on instruction, training aids
and devices, and test and measurement.
1. Fundamentals of Instruction
Effective learning is premised on the major condition that the desire to

learn should come from the trainee. Knowledge comes easily with interest.
Interest arouses curiosity, which in turn develops thinking. The trainee is the
learning process.
How the Trainee Learns
The trainee learns through his SENSES. The more senses he uses, the
faster he learns.
Efficiency of Learning
1) Ears - 10% of what they hear

2) Eyes – 30% of what they read
3) Eyes – 50% of what they see
4) All Senses – 90% of what they do
Individual Differences
Individual differences have been observed in human beings from the

earliest time. No two persons are alike. Since we are working with human
beings and not with robot, it is necessary to take into consideration the
individual characteristics which make people different from one another. In
order to obtain the best from each individual in the training and learning
process, it is important to know something about each trainee, his individual
traits and qualities. Listed below are some of individual differences:
 Adaptability
 Aptitude
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 Ambition
 Age
 Appearance
 Dependability
 Determination
 Education
 Experience
 Habits
 Health
 Intelligence
 Imagination
 Initiative
 Leadership
 Tolerance
 Temperament
 Taste
 Versatility
The Trainee
How does an instructor effectively stimulate learning? Three qualities are

involved in evaluating effective teaching these are:
 The instructor’ personality

 His teaching methods, and
 His knowledge of the subject matter.
Training Environment
The physical environment for successful learning can range from the sub
line to ridiculous. Everyone is familiar with typical classroom set-up with
tables or desks, chairs, blackboards and other familiar equipment’s.
Classrooms are design for educational work and are the results for centuries of
experimentations with the relationship between the environment and the
absorption of learning. Some instructions should be done in location outside
the classroom. If the learner can be place in work environment, he will
probably learn under simulated circumstances.
ERGONOMICS: is the study of human engineering dealing with man’s

relationship with his environment. When applied to training it is concerned
with the trainer and his training environment. It terms or ergonomics, the
following variables affect his performance:
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 Light/sound
 Physical layout
 Temperature
 Dust
 Fast moving objects
 Man-machine ratio
 Space (viewing distance)
TEROTECHNOLOGY: is the study of planned installation and

maintenance of equipment allied to maximum efficiency in operation and
economic operation life. It is related to the different professional activities in an
organization such as:
 Design
 Accounting
 Purchasing
 Marketing
 Installation and Commissioning
 Operation and maintenance
 Technical communication
 Personnel and Training
Choosing and Setting–up the Training Room
The training room and physical facilities are critical. Ordinarily the
Trainer wants to have movable furniture and privacy for the training events. It
is important to anticipate whether the training event is likely to be interrupting
by non-participant, telephone calls, and other annoyances. The Trainer must
take into account the inside and outside of training.
 INSIDE FACTORS OF THE TRAINING ENVIRONMENT CAN BE: class

location, space location, lighting system, sound system, ventilation
system, furniture facilities, library, director’s office, canteen, etc.
 OUTSIDE FACTORS OF TRAINING ENVIRONMENT: are road

transportation, communication, peace and order, trade union,
government regulations (Political), Trade and Commerce (Economic)
family and community (Social) ecology, religion, nature, etc.
 THE TRAINING ROOM: should be isolated from outside interference. It

must enough chairs, tables, available for writing. The room should be
well ventilated and acoustic. The classroom must be big enough to
accommodate from 40-50 students.
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 ACCESS TO TRAINING MATERIALS: access to training materials and

other aids in terms of availability, budget, and convenience are important
consideration. The trainer needs to develop an inventory material,
equipment’s that are available both outside and within his own resources
flip charts, chalkboards, white boards, overhead projectors and other
audio-visual aids, worksheet and instrument and handouts.
Consideration Relative to Training Environment
 The TRAINER has to choose the training room whose facilities most
closely meet the requirements for successful training. If the room is too
large, use screen to reduce space and make the trainees occupy the front
seats. Do not set up more chair chairs than are need because empty
chairs and vacant space detract from the importance of training.
 The room should have ceiling high enough for good visibility and air
circulation. Check for present and possible noises from the street,
elevators, air-conditioning units. Remove all visual distraction, especially
moving on ones, from the room. Large windows should be behind the
trainees from where they are seated and the entrance at the rear of the
room.
 The trainer and visual materials must be well seen by the trainees.
Check if the air-condoning unit or all electric fans are working. See to it
that there are enough chairs and labels of the right kind in proper
arrangement.
 Ensure there are adequate public address (sound system) facilities for
the training needs and there is a technician to set-up and monitor them.
Provide extension cord if necessary, for lighting and sound system.
 The seating arrangement depends upon the purpose and the kind of
training, the size of the group, and the size of the room. If the training is
conducted in daylight, ensure that the trainees are not facing the
window. See to it that the windows are at the back, or at least, at the
side of the trainees, so that the light is reflected on the trainer and not
on the trainees, otherwise this will distract them.
Six (6) Common Arrangements
1) Classroom
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2) Chevron
3) Solid
4) U-shape
5) Half Round
6) Rectangle
2. Communication
Every time you communicate, you are making an effort to transmit an

idea or emotion from your mind or feelings to one or more people with a
minimum of distortion.
What is Communication?
Communication may be defines as meeting of the mind; an exchange of

perception; a transfer of a thought or idea; an agreement of meeting; and
intercourse of feelings and emotions.
Purposes
Communication is intended:
 To inform
 To express
 To educate
 To entertain
 To elicit action
Elements of Communication
Sender Message Channel Receiver Feedback
Source Object Medium Destination Received
Example
:
Manager Security Written Security Successful execution
Plan Plan Personnel of plan
Qualities of Good Communication

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 Sender/Source – a good command of the language used, audible,

readable, credible, clear voice, readable handwriting.
 Message – subject/object is good, interesting, informative, appealing
beneficial, entertaining, motive is good.
 Channel/Medium – accessible, appropriate, perceivable, dependable,
conducive and timely.
 Receiver – perspective, alert, unbiased, has good command of language
used, has good background, knowledge of message.
 Feedback – hear, received, acknowledged, read and understood.
Pitfalls of Communication
 Miscommunication
 Clashes of Opinions
 Conflict of Interest
 Disagreement of feeling or emotion
Why Communication Fails (Underlying factors of ineffective communication)
 Sender/Facilitator – poor speaker, oppressive, lack of credibility

 Message – irrelevant, not important, obscure meaning
 Channel – inappropriate, static or noisy, untimely, overdue
 Receiver – wrong person, not received, heard or understood,
unresponsive.
Other Barriers or “Communication Blocks”
a. Different Communication Style

 Some are talkative, shy and timid
 Some are write better and speak better
b. Interest in the Subject
 Different people, different personality
 Different views, different opinions
c. Pressure in the Situation
 Authoritarian, demanding, coercive, threatening, dictatorial
d. Language Spoken or Written
 Tone, intonation, meaning, cultural difference, illegible writing,
inaudible sound
e. Unspoken Agreement
 Unclear message
 Hidden meaning
Sharpening Communication Ability

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To sharpen your communication ability, make up your mind to communicate:
 Know what you want to say

 Be prepared. PREP Formula
P - Point your wish and state is clearly
R – Reason for your choice of words
E – Exemplify or give examples to illustrate a point
P – Point out the restated thought
Types of Trainer
1. Trainer Centered
2. Trainee Centered
Comparison between a Trainer-Centered and Trainee-Centered
The Trainer-Centered The Trainee-Centered

1. Dictates actions to take in the 1. Involves trainee in formulating
learning situation action plans and gains
participation.
2. Does most of the talking 2. Trainee does as much as talking
and participating.
1. Much of the time is spent giving 3. He creates opportunities for trainee
direct information, instructions to experience the application of
and rationale of procedures. concepts.
C. THEORIES
a. Content/Needs Theories
1. Maslow’s Needs Hierarchy
These are the five categories of needs according to Maslow:
 Physiological/Biological Needs
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To fulfill our aspirations and expectations in life, we need water, air,

breathing, foods, shelter, and rest in order to survive.
 Safety Needs
To fulfill our aspirations and expectations in life, we need secured

shelter, secured workplace, and secured economic as well as in the community.
 Social Needs/Love and Belongingness Needs
To fulfill our aspirations and expectations in life, we need love and

belongingness, affections, and strong bonds such as attachment, commitment,
involvement, and belief of our family, friends and community as a whole.
 Esteem Needs
If a feeling of self-esteem, a feeling of recognition by other people

regarding your accomplishment or activities, it motivates us to perform well
and accomplish something.
 Self-Actualization/Self-Satisfaction/Self Realization Needs
To reach our aspirations and expectations in life, we need self-fulfillment,

pursue talent, personal growth, and peak of experience.
2. Alderfer’s Existence Relatedness Growth theory
What is the ERG theory?
The five human needs described in Maslow’s Hierarchy of Needs, have

been reduced to three levels by Clayton Alderfer: Existence Needs, Relatedness
Needs and Growth Needs.
The Three level of ERG theory.
1. Existence: Relates to a person's physical needs such as food, clothing,

and shelter.
2. Relatedness: Relates to a person's interpersonal needs within his
personal as well as professional settings.
3. Growth: Relates to a person's needs of personal development.
Comparison of Maslow’s Needs vs. Alderfer’s ERG Needs
Maslow's Needs Alderfer's ERG Theory

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Self-Actualization Growth
Self-Esteem Relatedness
Social Needs
Safety Needs Existence
Physiological Needs
2. Herzberg’s Motivation-Hygiene Theory
Motivation-Hygiene theory was proposed by Frederick Herzberg in the

late 1950’s. Also called two factor theory, the motivating factors or satisfiers
and the hygiene factors or dissatisfies.
Hygiene factors needs to be present to ensure reasonable level of

satisfaction. If these factors are present it’s not a source of long-term
satisfaction but if not present it could be a source of extreme dissatisfaction.
Four Combinations of Hygiene and Motivation Factors
1. High hygiene + High motivation - The employees are greatly motivated

and have a small number of criticisms.
2. High hygiene + Low motivation – The employees have small number of
complaints, but on the other hand they are not greatly motivated.
3. Low hygiene + high motivation – The employees are motivated but
have great deal of complaints.
4. Low hygiene +low motivation - The employees are not motivated and
have lot of complaints.
How to Eliminate Job Dissatisfaction?
It is very important to correct poor job content through;

a. set company standards
b. providing effective control
c. building and maintaining a culture of respect for all people
d. wages are in accordance with the labour code
e. ensure employment safety and security
How to Maximized Job Satisfaction?

a. providing opportunities for superior accomplishment
b. identify team efforts
c. work must be based on people’s expertise
d. providing advance training and development opportunities to
chase the positions people want within the organization.
4. McClelland’s Theory of Learned Needs

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McClelland’s theory sometimes is also referred as the three needs

theory or as learned needs theory.
 Achievement – People prefer to work alone or with high caliber to

achieve their high expectations or target.
 Affiliation – People prefer to affiliate with other people or organization to

achieve their expectations or target.
 Power – People need personal and institutional powers in order to

organize their efforts.
b. Process Theories
1. Expectancy theory
Expectancy Theory- developed by Victor Vroom in1964. It is also called

“Motivational Force”
Three (3) Elements of Expectancy Theory;
1) Expectancy – This refers to the target of a person to accomplish

something.
2) Instrumentality – This refers to the performance of the person.
3) Valence – This refers to rewards/outcome of a person.
2. Equity Theory
Adam’s Equity Theory, also known as the Equity Theory of Motivation,

was developed in 1963 by John Stacey Adams, a workplace behavioral
psychologist. An Equity Theory states that if an individual learned that there is
an inequity when it comes to benefits, they will not work ward or they may
choose to do less work. Inequity creates poor output or performance.
Referent groups that people uses
 Self-inside - own experience in your current organization.
 Self-outside - own experience within another organization.
 Others-inside - other people within your current organization.
 Others-outside - other people outside your current organization.
Assumptions of Equity Theory applied to business

 Equity norm - Employees expect an appropriate return for what they have
done to their jobs.
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 Social comparison - Employees try to compare their accomplishments

with their colleagues or co-worker and observe if there is inequity
practices in their workplace.
 Cognitive distortion - Employees try to change or alter their
accomplishment if they perceive that there are irregularities in their
workplace or they will seek a greener pasture.
3. Procedural Justice Theory
A Procedural Justice Theory states that the organization must deliver fair
services to all employees.
Models of Procedural
1) Outcomes model. The theory of procedural justice is controversial, with

a variety of views about what makes a procedure fair.
2) Balancing model. The idea of the balancing model is that a fair
procedure is one which reflects a fair balance between the costs of the
procedure and the benefits that it produces.
3) The participation model. The idea of the participation model is that a
fair procedure is one that affords those who are affected by an
opportunity to participate in the making of the decision
4) Group engagement model. This model suggests that a group's
procedural justice process influences members' identification with the
group, which in turn influences their type of engagement within the
group.
Procedural Justice Concept
 Consistency: all employees are treated the same

 Lack of bias: no person or group is singled out for discrimination or ill-
treatment
 Accuracy: decisions are based on accurate information
 Representation of all concerned: appropriate stakeholders have input
into a decision
 Correction: there is an appeals process or other mechanism for fixing
mistakes
 Ethics: norms of professional conduct are not violated.
4. Reinforcement Theory
These theories explain that individual behavior can be shaped through

combination of rewards and punishments.
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Types of Reinforcement Theory
1. Positive Behavior Theory – When people possess a positive behavior, it

followed by positive consequences.
2. Negative Behavior Theory – When people possess a negative behavior,
it followed by removal of negative consequences.
3. Punishment Theory – When people possess a negative behavior, it
followed by negative consequences.
4. Extinction Theory – When people possess a negative behavior, it
followed by removal of positive consequences.
Two (2) Broad Types of Reinforcement Schedule:
1. Continuous - the fastest way to establish new behaviors or to eliminate

undesired behaviors.
2. Intermittent - reinforcement means that each instance of a desired
behavior is not reinforced
Four (4) Types of Intermittent Reinforcement Schedules
1. Fixed interval - reinforcement occur when desired behaviors are

reinforced after set periods of time. The simplest example of a fixed
interval schedule is a weekly paycheck.
2. A set number of occurrences of the desired behaviors. One

organizational example of this schedule is a sales commission based on
number of units sold. Like the fixed interval schedule, the fixed ratio
schedule may not produce consistent, long-lasting, behavioral change.
3. Variable interval - are employed when desired behaviors are reinforced

after varying periods of time.
4. Variable ratio - schedule applies reinforce after a number of desired

behaviors have occurred, with the number changing from situation to
situation.
D. BEST PRACTICES IN LEADERSHIP
These are the recommended best practices in leadership.
1. Know Your Audience. The leader must know the personality of his men not
the private lives. You can’t lead what you don’t know, that’s why the first thing
is to diagnose the problem before treating it.
23
2. Earn Respect and Win Trust. The leader must lead his men with equity,
transparency, commitment, attachment, respect, and trust.
3. Be a Motivator. The leader must always motivate his/her men or audience

through recognition of efforts and awards.
4. Respecting the Importance of Personal Time. As a leader consider the

rest time of your men to manage their stress, inhibit creativity and potentiality.
5. A Dedication to Delegation. The leader must delegate the task based on

knowledge and skills for the betterment of the organization.
6. Balancing Focus on the Big and the Small. The leader must lead the
organization on a macro vision not to focus on micro vision.
7. Ignoring Illusive Rivalries. The leader must lead the company through
quality of service not destroying the integrity of competitor. Compete in a legal
means.
8. Learning the Business from All Levels. The most effective leaders are
insatiable learners. They are endlessly curious about causes and effects, how
operations can be optimized and how the actions of their organization shape
the experiences for everyone in its orbit. It's great to be curious, especially
when it comes to the inner workings of your own company.
E. TEAM BUILDING
The essential factors to develop a team are accord on shared goals and
objectives, utilization of resources, trust and conflict resolution, and shared
leadership.
The Characteristics of an Effective Team
 The team members should share in achieving organizational goals.

 The team should show interest and aware of the standard operating
procedures within the team.
 The team identifies their resources and its uses.
 The team willingly accepts the ideas, thoughts, and opinions of the
members if it is relevant to the immediate task.
 The team members should be open minded and listen what others say
and feel.
 The team should solve any conflicts that affect the effectiveness of the
team.
 The team should tolerate any problems to be raised.
24
 The team should learn from own mistake or mistake will charge to
experience.
 Team members are committed to undergo performance evaluation.
 The team work must be professional in nature.
 The team should work hand - in - hand to develop trust and confidence.
The Characteristics of Effective Team Leader
Effective team leaders shall:
 communicate
 open, honest, and fair
 make decisions with input from others
 act consistently
 give the team members the information they need to do their jobs or task
 set goals and emphasize them
 keep focused through follow-up
 listen to feedback and ask questions
 show loyalty to the company and to the team members
 create an atmosphere growth
 have wide visibility
 give praise and recognition
 criticize constructively and address problems
 develop plans
 share their mission and goals
 display tolerance and flexibility
 demonstrate assertiveness
 exhibit a willingness to change
 make themselves available and accessible
 accept ownership for team decisions
 set guidelines for how team members are to treat one another
 represent the team and fight a “good fight” when appropriate
The Characteristics of Effective Team Members
Effective team members shall:
 support the team leader

 help the team leader to succeed
 ensure that all viewpoints are explored
 express opinions, both for and against
 compliment the team leader on team efforts
 provide open, honest, and accurate information
 support, protect, and defend both the team and the team leader
 act in a positive and constructive manner
25
 proved appropriate feedback

 understand personal and team roles
 bring problems to the team (upward feedback)
 accept ownership for team decisions
 recognize that they each serve as a team leader
 balance appropriate levels of participation
 participate voluntarily
 maintain confidentiality
 show loyalty to the company, the team leader, and the team
 view criticism as an opportunity to learn
 state problems, along with alternative solutions/opinions
 give praise and recognition when warranted
 operate within the parameters of team roles
 confront the team leader when his or her behavior is not helping the
team
 share ideas freely and enthusiastically
 encourage others to express their ideas fully
 ask one another for opinions and listen to them
 criticize ideas, not people
 avoid disruptive behavior such as side conversations and inside jokes
 avoid defensiveness when fellow team members disagree with their ideas
 attend meeting regularly and promptly
Activity 1
HUMAN VALUES DEVELOPMENT
Student’s Name: Score:

Professor: Year/Section:
Instructions:
26
1. The professor/instructor will conduct an impromptu evaluation in a

month.
2. Please present your FORM during evaluation. NO form shall be
considered absent and no proxy.
Rubrics:
Cleanliness Courtesy & Honest Adherence to

(5 pts) Manner (5 pts) School Policy
(5 pts) (5 pts)
Show Show Show Show No record Caught No With
cleaned untidy respect disrespe in cheating violatio violatio
uniform, uniform, to ct to cheating in any n n of
teeth, chewing employe employe in every subject reporte reporte
fingernai “moma”, es, es, subject and d.
d.
ls, and long & visitors, visitors, and utters (5 pts)
proper dirty and and utters false
(1 pt)
haircut fingernai fellow fellow true informati
(5 pts) ls, and students students informati on.
imprope . . on. (1 pt)
r (5 pts) (1 pt) (5 pts)
haircut.
(1 pt)
Month of January ___________.

CORE VALUES BEHAVIORAL STATEMENTS Date Pts Remarks
Honor Cleanliness
Courtesy & Manner
Honest
Standard of Conduct Discipline
Adherence to School Policy
Total Score
Month of February ___________.

Honor Cleanliness
Courtesy & Manner
Honest
27
Total Score
Month of March ___________.

Honor Cleanliness
Courtesy & Manner
Honest
Total Score
Month of January April ___________.

Honor Cleanliness
Courtesy & Manner
Honest
Total Score
Month of May ___________.

Honor Cleanliness
Courtesy & Manner
Honest
Total Score
Evaluated by:
__________________________________
Signature over Printed Name
Activity 2
DEMONSTRATION

Instructions:
28
1. Submit your lesson plan at least three (3) days before the demonstration
day.
2. Prepare your training environment at least thirty (30) minutes before the
demonstration.
3. Come with presentable dress code.
4. Administer written test (essay type, objective type, true/false, multiple
choice, fill in the blanks/identification, etc.)
5. Subject instructor will observe your training/lesson delivery using the
rubrics identified below.
Rubrics:
Lesson Mastery of Gesture & Dress PowerPoint

Plan Subject Matter Code Presentation
(10 pts) (10 pts) (10 pts) (10 pts)
No Wit With No Applies Not Presentable Not
erro h master master proper applies PowerPoint presentable
r erro y of the y of the gesture proper presentatio PowerPoint
(10 r subject subject s and gesture n. presentatio
pts) (5 matter. matter. with s and (10 pts) n.
pts) (10 pts) (5 pts) proper not in (5 pts)
dress proper
code. dress
(10 pts) code.
(5 pts)
Evaluated by:
__________________________________
Activity 3
ROLE PLAYING ON TEAM BUILDING
Team’s Name: Score:

Instructions:
29
1. Come up with Team of Ten (10) members.

2. Select your team leader.
3. Come up with a sample of team building and role-play the characteristics
of an effective team.
4. Submit your script to your professor/instructor one day before the role
play.
Rubrics:
Participation Completeness of Timeliness

Script
All Not all the Performed Not Perform the Perform the
members members all the performed script in a script in a
are are script by all the prescribed beyond the
participated participated 100%. script. time by the prescribed time
in the role in the role (10 pts) (5 pts) instructor. by the
play. play. (10 pts) instructor.
(10 pts) (5 pts) (5 pts)
Evaluated by:
________________________________________
Chapter 2
ORGANIZATION AND ADMINISTRATION
This chapter presents a brief in introduction to organization and

administration regarding organizational and administrative concepts and
principles, mission, vision, goals, and objectives of the organization that may
somehow explain character.
30
Learning Outcomes
At the end of the unit, the students will be able to:

1. differentiate organization from administration;
2. identify and discuss the organizational theories;
3. memorize and recite the University and College VMGO; and
4. conceptualize different organization structures.
A. ORGANIZATIONAL THEORIES
It is a form of human association for the attainment of a goal or

objectives. Is the process of identifying and grouping the work to be performed,
defining and delegating responsibility and authority establishing relationships
for the purpose of enabling people work effectively. The organizational theories
are the following:
(a) Traditional Organizational Theories
1) Theory of Organization (Luther Gullick)
The major functions of administration using the acronym

POSDCoRB.
 Planning – establishment of the methods to be done and how to

accomplish the main purpose.
 Organizing – establishment of the formal structure of authority
through which work subdivisions are arranged, define, and
coordinated for the define objective.
 Staffing – establishment of the personnel functions, trainings and
selecting the most qualified people to handle the position in the
organization.
 Directing – establishment of proper guidance of personnel in
accomplishing the goals of the organization.
 Coordinating – establishment of proper coordination within the
organization.
 Reporting – establishment of proper keeping and recording of
pertinent information within the organization.
 Budgeting – establishment of fiscal planning, accounting, and control
of funds of the organization.
2) Bureaucratic Management (Max Weber)

31
Weber believed that such an approach was a means of lessening

the cruelty, nepotism, and subjective managerial practices common in
early stages of the industrial Revolution.
Max Weber (1864-1920), a German sociologist; described a theory

to operate an organization in an effective way which is known as the
Bureaucratic management approach or Weberian bureaucracy.
According to Max Weber, the Bureaucratic management approach

emphasized the necessity of organizations to operate in a rational way
instead of following the “arbitrary whims” or irrational emotions and
intentions of owners and managers.
Principles of Bureaucratic Management Approach

 Proper Division of Labor. Establishment of proper division of labor
based on specialization and the balance between power &
responsibilities.
 Chain of Command. Establishment of proper organizational hierarchy
in relying information from top to bottom.
 Separation of personal and official property. Establishment of
proper ownership and protocols of assets.
 Application of Consistent and Complete Rules. Establishment of
proper rules and regulations in the organization for running the
organization.
 Selection and Promotion Based on Qualifications. Establishment of
proper selection and promotion of workers based on skills, experience,
and age.
Features of Bureaucratic Organization

 With high degree of Division of Labor and Specialization.
 Well-defined chain of command.
 With consistent principle.
 With Formal and Impersonal relations.
 Well define protocols on Rules and Regulations.
 Selection and Promotion are based on Technical qualifications.
 Only Bureaucratic or legal power is given importance.
Criticism of Bureaucratic Organization
 The emphasis only on rules and regulations.
 Delays in decision-making due to formalities and rules.
 Hampered coordination and communication due to formality and rules.
 Wastage of time, effort and money due to level of authority.
32
 Approach is not suitable for business organizations due to too much

formality.
 Too much importance is given to the technical qualifications of the
employees for promotion and transfers. Dedication and commitment of
the employee are not considered.
 Limited scope for Human Resource (HR). No importance is given to
informal groups and neither any scope is given to form one.
 Power is given to top-level management.
 The rules and levels of authority are just too much. It gives a greater
sense of security to the employees. But bureaucratic management gives a
window for “red-tapism”.
3) Scientific Management (Frederick Taylor)
This focused on methods of increasing worker productivity. Taylor

believed that workers were motivated primarily by economic rewards,
and that organizations should be characterized by a distinct hierarchy of
authority comprising specialized personnel. Taylor believed that if worker
s were taught the best procedures, with pay tied to output, they would
produce the maximum amount of work.
4) Administrative Theory (Henri Fayol)
It emphasizes broad administrative fourteen (14) principles

applicable to higher levels within the organization:
 Division of Work – work specialization can increase efficiency with

the same amount of effort.
 Authority and Responsibility – authority includes the right to
command and the power to require obedience; one cannot have
authority without responsibility.
 Discipline – Discipline is necessary for an organization to function
effectively, however, the state of the disciplinary process depends
upon the quality of its leaders.
 Unity of Command – employee should have one boss or superior.
 Unity of Direction – there should be one manager and one plan for a
group of activities that have the same objectives.
 Subordination of Individual Interest to General Interest – the
interest of one employee or group of employees should not take
precedence over those of the organization as a whole.
 Remuneration of Personnel – compensation should be fair to both
the employee and the employer.
33
 Centralization – the proper amount of centralization depends on the

situations. The objective is to pursue the optimum utilization of the
capabilities of personnel.
 Scalar Chain – the hierarchy of authority is the order of ranks from
the highest to the lowest levels of the organization. Besides this
vertical communication should also be encourage as long as the
managers is in the chain are kept informed.
 Order – materials and human resources should be in the right place
at the right time; individuals should be in jobs or position that suits
them.
 Equity – employees should be treated with kindness and justice.
 Stability of Personnel Tenure – an employee needs time to adjust to
a new job and reach a point of satisfactory performance; high
turnover should be avoided.
 Initiative – the ability to conceived and execute a plan (through
initiative and freedom) should be encourage and developed
throughout all levels of the organization.
 Spirit de Corps – “union” Unity is strength; Harmony and teamwork
are essential to effective organizations.
(b) Open and Closed Theories
1) Human Relations Approach
The classical approach emphasized on the formal aspects of

organization basically ignoring the human aspects. The human relations
approach focused on the predicted patterns of behavior, thus the
occurrence of the human relations movement, emphasizing the informal
aspect of the organization.
Key Contributor
a. Elton Mayo (the Hawthorne study)
The study suggests that when special attention is paid to

employees by management, productivity is likely to increase
regardless of changes in working conditions. This phenomenon
was labeled the “Hawthorne effect”.
2) Herzberg’s Motivation-Hygiene Theory
Herzberg developed the Two Factor Theory (Motivator Theory and

Hygiene Theory), this theory distinguishes between sources of work
dissatisfaction and satisfaction.
34
Factors affecting Dissatisfaction (Hygiene factors)

 Organization’s Policy and Administration
 Supervision
 Relationship with Supervisor
 Work Condition
 Salary
 Relationship with Peers
 Personal Life
 Relationship with Subordinate
 Status
 Security
Factors affecting Satisfaction (Motivator factors)

 Achievement
 Recognition
 Work Itself
 Responsibility
 Advancement
 Growth
3) Contingency Theories
This approach recognizes that many internal and external

environmental variables affect organizational behavior. In this case, there
is no best way for structuring and managing diverse types of
organizations. So the underlying theme of this theory is that it all
depends on a particular situation. The task of managers then is to
determine in which situations and at what times certain methods or
techniques are the most effective. In this way, the approach is more
pragmatic although it encompasses relevant concepts of both classical
and behavioral theories.
4) Theory Z and Quality Management
Important emerging perspective includes Theory Z and Quality

Management, focused on the Japanese management practices. The
emergence of Total Quality Management (TQM) practices – a customer
oriented approach and emphasizes on both human resources and
quantitative methods in an attempt to strive towards continuous
improvement.
5) McGregor’s Theory X and theory Y Assumptions
Theory X assumes that people have little ambition, dislike work,

and must be coerced in order to perform satisfactorily. Theory Y assumes
35
that people do not inherent dislike work and if properly rewarded,

especially satisfying esteem and self-actualization needs, will perform
well on the job.
Theory X Assumptions
 The average person inherently dislikes work and will try to
avoid it.
 Most people must be coerced, controlled, directed, and
threatened with punishment to get them to work towards
organizational goals.
 The average person prefers to be directed, wants to avoid
responsibility, has relatively little ambition, and seeks security
above all.
Theory Y Assumptions
 Work, whether physical or mental, is as natural as play or rest,
and most people do not inherently dislike it.
 External control and threat of punishment are not the only
means of bringing about effort toward organizational goals,
people will exercise self-directed and self-control when they are
committed.
 Commitment to goals is a function of the rewards made
available.
 An average person learns, under proper conditions, not only to
accept but to seek responsibility.
 Ability to exercise a high degree of creativity in the solution of
problems.
B. VMGO OF THE ORGANIZATION
What is Vision?
Vision is an aspirations and expectations in the organization.
What is Mission?
Mission is a way to achieve aspirations and expectations in the

organization.
What is Goal?
Goal are broad statements of general and long-term organizational

purposes often used to define the role of the police, for instance, to prevent
crime, maintain order or help solve community problem.
36
What is Objective?
Objective is specific short term statements consistent with an

organization’s goal.
C. FUNCTIONAL UNITS
 Bureau – the largest organic functional unit within a large department. It

comprises of numbers of divisions.
 Division – a primary subdivision of a bureau.
 Section – functional unit within a division that is necessary for
specialization.
 Unit – functional group within a section; or the smallest functional group
within an organization.
D. TYPES OF ORGANIZATIONAL STRUCTURES
1. Line Organization
The straight line organization, often called the individual, military or

departmental type of organization, is the simplest and perhaps the oldest
type; but it is a seldom encountered in its channels of authority and
responsibility extends in a direct line from top to bottom within the
structures, authority is definite and absolute.
2. Functional Organization
The functional organization in its pure form is rarely found in present

day organizations, except at or near the top of the very large organizations.
Unlike the line type of structure, those establishments organized on a
functional basis violate the prime rule that men perform best when they
have but one superior. The functional responsibility of each “functional
manager” is limited to the particular activity over which he has control,
regardless of who performs the function.
3. Line and Staff Organization
The line and staff organization is a combination of the line and

functional types. It combines staff specialist such as the criminalistics, the
training officers, the research and development specialist, etc. Channels of
responsibility is to “think and provide expertise” for the line units. The line
supervisor must remember that he obtains advice from the staff specialists.
E. ELEMENTS OF THE ORGANIZATION

37
 Specialization – It is the grouping of individual activities, segregation of

line, staff, and auxiliary functions based on specialization.
 Hierarchy of Authority – If a person within an organization were given

the freedom to do what they like (and to refuse to do what they dislike),
there should be little likelihood accomplishment.
 Span of Control – A span of control is the maximum number of

subordinates at a given position that superior can supervise effectively.
 Delegation of Authority – Is conferring of an authority by a superior

position onto a lower-level position.
 Unity of Command – The organization should have only one supervisor

or “boss” in any organizational structure.
 Formal Communication – Procedures, channels, and standardized

languages are essential to effective communication within such large
organization.
F. PRINCIPLES OF ORGANIZATION
Every formal organization whether small or large are governed by the

following principles:
1. Principle of Unity of Objective – an organization is effective if it enables

the individuals to contribute to the organization’s objectives.
2. Principle of Organizational Efficiency – organization structure is

effective if it is structured in such a way to aid the accomplishment of the
organization’s objectives with a minimum cost.
3. Scalar Principle – shows the vertical hierarchy of the organization which

defines an unbroken chain of units from top to bottom describing
explicitly the flow of authority. The scalar principles are:
a) Line of Authority and Chain of Command – This principle of

organization suggests that communications should orderly go upward
through established channels in the hierarchy. Diverting orders,
directives, or reports around a level of command usually has
disastrous on efficiency of the organization.
(b) The Span of Control of a supervisor over personnel or units shall not
mean more than what he can effectively direct and coordinate. In
span of control, levels of authority shall be kept to a minimum.
38
(c) The Delegation of Authority shall carry with a commensurate

authority and the person to whom the authority is delegated shall be
held accountable therefore. It implies that delegation must carry with
it appropriate responsibility.
(d) The Unity of Command – explains that subordinates should only be

under the control of one superior.
2. Functional Principle – refers to the division of work according to type,

place, time and specialization.
3. Line and staff Principle – implies that a system of varied functions

arrange into a workable pattern. The line organization is responsible for
the direct accomplishment of the objectives while the staff is responsible
for support, advisory or facilitative capacity.
4. Principle of Balance – states that the application of principles must be

balanced to ensure the effectiveness of the structure in meeting
organization’s objectives.
5. Principle of Delegation by Results – states that authority delegated

should be adequate to ensure the ability to accomplish expected results.
6. Principles of Absoluteness of Responsibility – explains that the

responsibility of the subordinates to their superior for performance is
absolute and the superior cannot escape responsibility for the
organization on activities performed by their subordinates.
7. Principle of Parity and Responsibility – explains that responsibility for

action cannot be greater than that implied by the authority delegated nor
should it be less.
8. Authority Level Principle – implies that decisions within the authority

of the individual commanders should be made by them and not be
returned upward in the organizational structure.
9. Principle of Flexibility – means that the more flexible the organization,

the more it can fulfill its purpose.
39
Activity 4
ORAL RECITATION

Professor: Year / Section:
Instructions:
1. Memorize and recite the College VMGO were you belong and the
University/School VMGO.
2. No cheating.
Rubrics:
Clarity Timeliness
(5 points) (5 points)
Loud and Soft and Recited Recited
VMGO Clear
(5 pts)
Unclear
(2 pts)
for not
beyond
for
beyond
the the
prescribe prescribe
d time d time
(5 pts) (2 pts)
1. University Vision
2. University Mission
3. University Goals
4. University Objectives
5. College Vision
6. College Mission
7. College Goals
8. College Objectives
Evaluated by:
________________________________
40
Activity 5
ORGANIZATION STRUCTURE CONCEPTUALIZATION

Instructions:
1. Conceptualize any line organization structure.
2. Conceptualize any functional organization structure.
3. Conceptualize any line and staff organization structure.
Rubrics:
Clarity
(5 points)
Organization Structures Clear Not clear
organization organization
structure. structure
(5 pts) (2 pts)
Line Organization Structure
Functional Organization Structure
Line and Staff Organization Structure
Total Score
Structure A: Line Organization

41
Structure B: Functional Organization

42
Structure C: Line and Staff Organization

43
Evaluated by:
________________________________
Activity 6
WRITTEN QUIZ
44
Student’s Score:
Name:
Instructions: Identify what is being asked. Write your answer legibly.

Alteration is considered Wrong Answer.
1. _________________________________________________
2. _________________________________________________
3. _________________________________________________
4. _________________________________________________
5. _________________________________________________
6. _________________________________________________
7. _________________________________________________
8. _________________________________________________
9. _________________________________________________
10. ________________________________________________
11. ________________________________________________
12. ________________________________________________
13. ________________________________________________
14. ________________________________________________
15. ________________________________________________
16. ________________________________________________
17. ________________________________________________
18. ________________________________________________
19. ________________________________________________
20. ________________________________________________
Corrected by:
_________________________________
Chapter 3
BASIC MANAGEMENT
45
This chapter presents brief basic managements regarding principles,

means, personnel, asset, conflict, communication protocols, and best practices
in management. Management pertains to the utilization of available resources
in an organization.
Learning Outcomes

a. enumerate and explain management principles, personnel management,
conflict management, and mediation and arbitration;
b. discuss the four means of management;
c. explain communication protocols in management; and
d. adapt the best practices in management.
A. MANAGEMENT PRINCIPLES
 The work of all kinds must be divided & subdivided and allotted to
various persons according to their expertise in a particular area.
 The authority & responsibility must be assigned.
 The Unity of Command must be established to create good relationship
between superiors and sub-ordinates.
 Efforts of all the members of the organization should be directed towards
common goal.
 Managers should be fair and impartial while dealing with the
subordinates.
 Established proper & systematic arrangement of things and placement
of people.
 Subordinate should respect their superiors and obey their order.
 The management should provide opportunity to its employees to suggest
ideas, experiences & new method of work.
 There should be in wages and benefits.
 Established stability of tenure of employee.
 Every orders, instructions, messages, requests, explanation etc. has to
pass through Scalar chain.
 Interest of the organization should prevail.
 Face to face communication should be developed.
 The Centralization & De-Centralization must be developed.
B. MEANS IN MANAGEMENT
46
This refers to the things needed to run up a business or manage an

organization. Examples of this means can be in the form of money, materials,
manpower, methods and others.
(1) Money
Money is anything which is generally acceptable by the people in

exchange of goods and services or in repayments of debts.”
Four Main Functions of Money
1. Money use as the medium of Exchange:
People exchange goods and services through the medium of money.

Money acts as a medium of exchange or as a medium of payments. The use of
money facilitates exchange; exchange promotes specialisation, increases
productivity and efficiency. Money is also a bearer of options or generalised
purchasing power because it provides freedom of choice to buy things he wants
most from those who offer best bargain.
2. Money as a Unit of Account or Measure of Value:
The use of money as a measure of value is the basis of specialised

production.
3. Money as the standard of Deferred Payments:
Deferred payments are payments which are made some time in the
future. Debts are usually expressed in terms of the money of account. Loans
are taken and repaid in terms of money.
The use of money as the standard of deterred or delayed payments

immensely simplifies borrowing and lending operations because money
generally maintains a constant value through time. Thus, money facilitates the
formation of capital markets and the work of financial intermediaries like Stock
Exchange, Investment Trust and Banks. Money is the link which connects the
values of today with those of the future.
4. Money as a Store of Value:
Wealth can be stored in terms of money for future. It serves as a store

value of goods in liquid form. By spending it, we can get any commodity in
future. Keynes places emphasis on this function of money. Holding money is
47
equivalent to keeping a reserve of liquid assets because it can be easily

converted into other things.
Four (4) Skills/Things to consider in Money Management
1. Knowing where you’re at in terms of assets
 Know your assets (bank accounts, investments accounts, retirement

accounts and property) and liabilities (credit card balances, loans,
mortgages and other debts) When you subtract your assets from your
liabilities, you get your net worth. If your liabilities are more than your
assets, your net worth is negative. But with good management, you can
change that.
2. Setting your Goals
 Your goals dictate how you manage your money. It’s easy to overlook
your long-term goals in favour of just trying to figure out which bills get
paid today. Set your priorities were you spent your money such as
education, car, house, lot, etc...
3. Creating and Adjusting Your Budget
 Creating a budget helps you stay on top of managing your money

because your earmark certain amounts for certain expenses.
4. Managing Multiple Accounts
 Think wise in managing your money. For example, you might keep your
emergency fund in separate saving accounts so you aren’t tempted to tap
it for an impulse purchase.
(2) Materials
The matter from which something can be made. Material can include but
is not limited to raw and processed material, components, parts, assemblies,
sub-assemblies, fuels, lubricants, coolants, cleaning agents, small tools and
accessories that may be consumed directly or indirectly. (Business Dictionary).
Raw substances that a company uses to make its product or services. For
example, an oil refinery’s material is crude oil, which it makes into refined oil.
this are commodities that are bought and sold commodities exchanges
worldwide.
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Materials or raw substances are used in a multitude of products. They

can take many different forms. Raw materials may be divided into two
categories: direct and indirect.
What is Direct Raw Materials?
Direct raw materials are materials that companies directly use in the
manufacturing of a finished product, such as wood for a chair.
What is Indirect Materials?
Indirect raw materials are not part of the final product but are instead used
comprehensively in the production process.
What is Materials Management?
Materials Management is defined as “the function responsible for the

coordination of planning, sourcing, purchasing, moving, storing and controlling
materials in an optimum manner so as to provide a pre-decided service to the
customer at a minimum cost”.
Functions of Material Management
The functions of materials management can be categorized in the following

ways:
1. Materials Planning and Control
 Based on the sales forecast and production plans, the materials

planning and control is done. This involves estimating the individual
requirements of parts, preparing materials budget, forecasting the
levels of inventories, scheduling the orders and monitoring the
performance in relation to production sales.
2. Purchasing
 This includes selection of sources of supply finalization in terms of

purchase, placement of purchase orders, follow-up, maintenance of
smooth relations with suppliers, approval of payments to suppliers,
evaluating and rating suppliers.
3. Stores Management or Management

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 This involves physical control of materials, preservation of stores,

minimization of obsolescence and damage through timely disposal
and efficient handling, maintenance of stores records, proper location
and stocking. A store is also responsible for the physical verification of
stocks and reconciling them with book figures. A store plays a vital
role in the operations of a company.
4. Inventory Control or Management
 Inventory generally refers to the materials in stock. It is also called the

idle resource of an enterprise. Inventories represent those items,
which are either stocked for sale or they are in the process of
manufacturing or they are in the form of materials, which are yet to
be utilized.
 The interval between receiving the purchased parts and transforming
them into final products varies from industries to industries
depending upon the cycle time of manufacture. It is, therefore,
necessary to hold inventories of various kinds to act as a buffer
between supply and demand for efficient operation of the system.
Thus, an effective control on inventory is a must for smooth and
efficient running of the production cycle with least interruptions.
(3) Manpower
Manpower is defined as the total of number of individuals who are

employed in a company or available for a particular project assignment or
work. (Human Resources Definition)
With the exception of some very small businesses, such as sole

proprietorships, company manpower is a critical issue. Manpower impacts
everything from production to client relationships, so managers pay careful
attention to the number of workers a business engages at any given time. The
importance of company manpower is best understood by looking at its benefits
in depth.
Importance of Manpower
1. Productivity
The link between manpower and company project is fairly simple:

Manpower is proportional to productivity. The more people are available to
work, the faster projects can be completed or the more projects a company can
take on. Conversely, a lack of adequate manpower prevents businesses from
completing tasks. The lack of productivity translates into a reduction in
revenue and profit, which in some cases means the business can’t stay
operational.
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2. Safety
When company employees have a sufficient number of workers, worker

generally does not need to work a high number of overtime hours. The assigned
workload is more appropriate because there are more people to handle tasks.
As a result, workers usually are less stressed and more rested and alert.
Similarly, when
Enough workers are on the clock, there are more people to check
adherence to safety regulations and policies, and workers can seek assistance
for physically challenging work. A good level of manpower thus helps prevent
problems such as
3. Options and Innovation
When the level of manpower in a company is adequate, the business has

more options in how it operates. It has some flexibility in terms of which
employees cover shifts; it is easier to get people to fill in. The company also has
a greater pool of workers with which to construct strong teams and is more
likely to have employees with the skills, knowledge and abilities to tackle
current company problems. Additionally, the company has more employees
who can give their own ideas and perspectives. It therefore may have an easier
time in remaining innovative and competitive.
4. Costumer Relations and Finance
Good manpower allows companies to keep the production and delivery

promises they make. If companies do this, they can establish and maintain
good client relationships. At the same time, keeping promises can prevent
companies from having to pay fines and penalties, which keeps the amount of
profit higher.
5. Accountability
Most companies in the United States operate under the traditional

master-servant relationship. This just means the employer calls most of the
shots and the employee is supposed to work for the benefit of the company.
However, if not kept in check, some employers abuse the power this type of
relationship allows. If there is a large of manpower in a company, employees
are better able to band together and lobby for fair treatment. For example, if
mangers receive just one complaint, they may not give it a high level of priority.
If the company receives 1000 complaints, however, the issue at hand becomes
harder for managers to ignore. Thus, manpower is an essential tool for keeping
companies accountable.
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Things to consider in Managing Manpower
1. Make Smart Hiring Choices
Select the most appropriate for manpower, review qualifications, review

the personal data sheet, conduct personal interview, and conduct background
investigation.
2. Orient New Workers
Every new hire should have an orientation about the company, its
products, services and policies and procedures. Talk one-on-one with workers
to ensure they understand their role, their responsibilities and the expectations
of the job they are hired to accomplish. Be clear about repercussions that will
follow if work is not performed on time or on par with the company’s
standards.
3. Create an Organized Action Plan
In creating an organized action plan make sure that each worker knows
his or her specific responsibilities for every project. If workers are operating in
teams, make sure their backgrounds and abilities complement one another
that there are no obvious personality conflicts among team members.
4. Provide Workers All Tools They Needs
In order for your workers to accomplish their task, provide workers with
all of the tools and resources they need to be successful and maintain safe
working conditions at all times.
5. Develop Goals and Measurements
As a part of your operating plan, regularly evaluate the performance of

your manpower to ensure goals are being met. If a problem arises, evaluate it
immediately and take corrective action to rectify the situation.
6. Address Conflict as Soon as it arises
If there are problems among team members, conduct a conflict resolution

session in which each person is able to air his or her grievances. Take the
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matter under consideration, reference corporate policy for addressing the issue
at hand and follow up with the employees about how the issue will be rectified.
7. Make sure employees are paid in full and on time for their services
rendered.
Benefits and salaries of employees must be given on time.
8. Be Accessible to Workers
Let them know how to reach you if they have questions or concerns
about their jobs or their co-workers.
9. Recognize and Reward Superior Levels of Performance.
This approach can motivate your manpower to perform at optimum levels and
raise morale throughout the ranks.
(4) Management Methods
Management methods represent the specific means of management, thus

the way it manages the organization, resources, and its processes managed.
Management methods therefore significantly affect planning, organizing,

and the performance of other managerial functions. They affect the
management of either the whole organization (business) or its specific part.
Unlike disposable analytical techniques that solve a problem or situation,
management methods are used continuously, respectively over a long period of
time.
Specific Management Methods
1. Methods of Economy and Business Finance Management
Economic and Finance contains terms, management methods, various

analytical techniques, financial indicators and standards, whose subject are
the financial management in an enterprise or organization.
It includes the comprehensive financial management, various financial

management methods, i.e. the handling of financial resources throughout their
life cycle from fund and capital (financing, financial market) raising, budgeting,
allocation and distribution of financial resources, management and effective
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handling of financial resources, financial risk management, profit sharing and

other financial operations in the organization.
The goal of financial management in a market economy is to maximize its

market value, i.e. the markets value of equity capital, for which managers
through their work are responsible to the business owners and other
stakeholders. The manager responsible for the financial management
throughout the organization is called Chief Financial Officer. Other goals of
financial management are: ensuring a business’ solvency, assets liquidity and
return on assets (profitability) of the enterprise.
2. Methods of Informatics Management
Informatics is an area that includes, in practice, all management

methods and analytical techniques, whose subject is information, data or
information and communication technologies management, thus their day to
day operations, development, implementation of new information technologies,
data security and information and software development. Partially it extends
into knowledge management. Informatics in the enterprise cannot be separated
from the overall organizational architecture and its needs- it must be
measurable costs and benefits (utility) for the customer and for the functioning
of the organization.
3. Methods of Human Resources (HRM)
Human Resources (HR) Management is an area of processes in an

organization that deals with a human resources management and
development. It thus encompasses all management methods and analytical
techniques applied in human resources management and in the work with
people in the organization.
Human Resources Management must create conditions for an increase in

the intellectual capital of the organization, the creation of an appropriate
organizational culture and a positive organizational climate.
4. Methods of Logistics and Transportation Management
Logistics and Transportation deals with management methods and

analytical techniques in a field of transport, logistics and inventory, and it is
closely related to planning. It is the management of transport and storage
activities of an organization, which includes management of material,
information and financial flows in order to meet customer requirements.
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The aim of logistics is to ensure that the correct customer receives at the
right time and at the right place, goods or service at the right quality and right
quantity. All this at a reasonable cost.
5. Methods of Organizational Management
Organizational Management includes in particular the proper

adjustment of the entire management system, setting the values and rules of
the organization and the design of the organizational structure, the
management of resources as well as day-to-day processes and performances.
The area of organisational management is
a cross-sectional field. In organizational management, strategic

management methods, methods of quality management and efficiency methods
are applied.
6. Methods of Sales and Marketing Management
Marketing and Sales deal with the exploration and understanding of

customer needs. It also deals with the response to them through the
development, production and sales of goods and services. It also deals with the
impact on customer’s needs in accordance with the strategic purposes of the
organization.
Marketing and sales are closely linked. While marketing focuses more on
the pre-sales activities, surveys or understanding the needs of customers, sales
processes are closely connected to them and realize the actual business
relationships with customers.
7. Methods of Facility Management
Facility Management includes management methods and techniques of

building management, infrastructure management of an organization and
methods of overall harmonization of the work environment of the organization.
It includes management and the development of the work environment. It

is closely linked to human resources management, organizational management
and service management.
8. Methods of Service Management
Service is an intangible product that brings utility or value to the

customer. Service Management is thus a managerial discipline focused on a
customer and a service.
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Services must be managed throughout their lifecycle. Services may take

various forms, the basic principles of their management are common to all
types of services. Service Management is often associated only with fields of
information and communication technologies, where has at its roots.
Management Services is related to terms, such as outsourcing, insourcing and
out tasking.
9. Methods of Production and Production Management
The essence of production is a gradual process of transformation of

inputs (resources) into outputs (products). The production process is typical to
the secondary sector of market- manufacturing and industry. Production is
closely related to planning, logistics, and quality management.
10. Methods of Leadership and Communication
The concept of leadership: emphasizes the role of mangers in leading

people. In contrast to traditional management approaches, leadership is based
on vision, determination and connecting people through motivation and
empowerment, as well as through the use of similar methods, which place
greater authority and responsibility on workers.
Use of Leadership in Practice: The concept of leadership places a large

emphasis on the leading role of a manager; primarily as a motivator, instigator,
and inspirer. Leadership includes the ability to gain the enthusiasm of others
for one’s values, vision and for the objectives of the organization. It also means
regulating the behaviour of the employees towards the direction of the
organizations strategy.
C. PERSONNEL MANAGEMENT
Personnel Management (Human Resource Management) may be defined

as that area of management concerned with human relations in the
organization.
Purpose of Personnel Administration
The prime objective of an effective personnel management is to establish

and maintenance for the public service of a competent and well trained
personnel/employee, under such conditions of work that the employee maybe
completely loyal to the interests of the government/private institution at all
times.
Workable Personnel Program

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In order to attain the establishment of a competent and well trained

personnel/employee, and effective personnel program must include a wide
range of functions which affect the entire working life of the personnel and
should beyond his working life into retirement.
Some essential functions are considered

 Selection of personnel on a competitive merit system for entrance to and
promotion in the service.
 The classification of a position.
 Administration and preparation of standard compensation plan that
provides for equitable salaries and wages and for salary increases based
on efficient and satisfactory performance of duties.
 The regulations of conditions of service such as vacation, sick leave,
transfer, hours of work, attendance and physical surroundings.
 The provisions of satisfactory machinery for maintaining discipline in the
organization.
Objectives of Personnel Management
The management of human resources is delegated to the unit of

organization, known as Human Resource Department (HRD). This is to provide
services and assistance needed by the organization’s human resource in their
employment relationship with the organization. An important task of the HRD
is winning employee’s acceptance of organization’s objectives. These are:
 Assist top and line management achieves the organization’s objective of

fostering harmonious relationship with its human resource.
 Acquire capable people and provide them with opportunities for
advancement in self-development.
 Assist top management in formulating policies and programs that will
serve the requirements of the organization and administer the same fairly
to all members.
 Provide technical services and assistance to the operating management
in relation to their personnel functions in promoting satisfactory work
environment.
 Assist management in training and developing the human resources of
the organization if it does have a separate training department to perform
its functions.
 See that all members are treated equally and in the application of
policies, rules and regulations ad in rendering services to them.
 Help effect organization development and institution building effort.
Operative Functions of Personnel

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The primary function of Personnel Department is commonly Personnel

Operative Functions. These are the following:
1. Personnel Planning – is a study of the labor supply of jobs, which are

composed with the demands for employees in an organization to
determine future personnel requirements, which either increase or
decrease. If there is an expected shortage of personnel, the organization
may decide to train and develop present employees and/or recruit from
outside sources.
2. Recruitment – is the process of encouraging applicant from outside an

organization to seek employment in an organization. The process of
recruitment consists of developing a recruitment plan, recruitment
strategy formulation job applicants search, screening of qualified
applicants, and maintaining a waiting list of qualified applicants.
3. Selections (screening) – is the process of determining the most qualified

applicant for a given position in the organization.
4. Placement – is the process of making officers adjusted and

knowledgeable in a new job and or working environment.
5. Training and Development – refers to any method used to improve the

attitude, knowledge, and skill or behavior pattern of an employee for
adequate performance of a given job. It is a day-to-day, year round task.
6. Appraisal or Performance Rating – performance rating is the

evaluation of the traits, behavior and effectiveness of an employee on the
job as determined by work standard.
7. Compensation – Financial compensation in the form of wages of salaries

constitutes the largest single expenditure for most organizations.
Three types of Financial Compensation
 Base pay of basic salary

 Incentive of variable compensation
 Supplementary compensation like social security benefits, time-off
related benefits, Medicare-related benefits, housing or car provision,
profit sharing plans retirement plans, and paid holidays.
Personnel Program and Policies
The following factors should be taken into consideration in the

preparation of a personnel program.
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 Objectives of the organization

 Organizational philosophy of central management in relation to
personnel
 Financial conditions and physical facilities of the organization
 Cultural background and tradition of the people
 Community and employees
 Governmental factors
Guidelines for a Satisfactory Personnel Program
The personnel program becomes the strategy or plan of the organization

to harness the fullest utilization of its human resource. The personnel program
may be rated as satisfactory when:
1. The human resource policies of the organization are written and

observed by all.
2. The personnel program has the full support of management and workers.
3. Research covering organizational and community-wide personnel
policies, personnel practices, and personnel strategies are under taken
on a continuing basis.
4. The organization has a definite human resource procurement plan,
recruitment, selection and placement of employees.
5. The organization has a training and development program for all
employees.
6. The grievance machinery of the organization is understood and efficiently
working to the satisfaction of both management and workers.
7. Continuing researches are made by the organization on wages and
salaries.
8. Periodic audit of every employee is made to discover employee’s strength
and weaknesses.
9. The organization provides substantial employee benefits and services.
10. The organization through its managers maintains good relations
with their immediate subordinates.
Policy
A POLICY refers to a general plan of action that serves as a guide in the

operation of the organization. It makes up the basic framework of management
decisions that set the course what the organization should follow. It defines the
authority and responsibility of supervisors in their job of directing group efforts
and implementing personnel programs.
Purpose of Policies
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The following are the purposes of policies:
1. To give life and direction to the program of activities covering the

needs of the organization and its human resources.
2. To provide definite guidelines to achieve consistent treatment of all
employees.
3. A policy serves as standards of performance.
4. Policy statements are needed to allow subordinates executives to
make fair and consistent decisions on recurring problems.
5. To help build employees enthusiasm and loyalty.
D. CONFLICT MANAGEMENT
Conflict refers to any situation in which there are incompatible Goals,

Cognitions, or Emotions within or between individuals or groups that lead to
opposition or antagonistic interaction.
Three basic Types of Conflict

1. Goal Conflict – A situation in which desired end states or preferred
outcomes appear to be incompatible.
2. Cognitive Conflict – A situation in which ideas or thoughts are
inconsistent.
3. Affective conflict – A situation in which feelings or emotions are
incompatible; that is, people literally become angry with one another.
Classification of Conflict
b. Intrapersonal Conflict - Occurs within individual often involves some

form of goal conflict or cognitive conflict.
c. Interpersonal Conflict - involves two or more individuals rather than
one individual.
d. Intragroup Conflict - This refers to disputes among some or all of
group’s members, which often affect the group’s effectiveness.
e. Intergroup Conflict - This refers to disagreement and disputes between
groups and teams. Under high levels of competition and conflict, the
parties develop attitudes towards each other that are characterized by
distrust, rigidity, a focus only on self-interests failure to listen.
Four Types of Intra-Organizational Conflict
1) Vertical Conflict – any conflict between levels in an organization.

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2) Horizontal Conflict – a conflict between employees or departments

as the same hierarchical level in an organization.
3) Line-Staff Conflict – a conflict between staff managers and line
managers.
4) Role Conflict – A role is the cluster of activities that others expect
individuals to perform in their position, A role frequently involves
conflict.
Managing Conflict
Except in very few situations where the conflict can lead to competition
and creativity so that in such situations the conflict can be encouraged, in all
other cases where conflict is destructive in nature, it should be resolved as
soon after it has developed as possible, but all efforts should be made to
prevent it from developing,
 Preventing conflict. Some of the preventive measures that the

management can take, according to Schein are:
a) Goal Structure - Goals should be clearly defined and the role and
contribution of each unit towards the organizational goal must be
clearly identified.
b) Trust and Communication – The greater the trust among the
members of the unit, the more honest and open the
communication among them would be.
c) Reward System – The compensation system should be such that it
does not create individual competition or conflict with the unit.
d) Coordination – Coordination is the next steps to communication.
Properly coordinated activity reduces conflict. Whenever there are
problems in coordination, a special liaison office should be
established to assist such coordination.
Organizational Intervention
Types of Organizational Development Interventions
we can classify the OD interventions into three categories a follows:
1. Behavioral techniques
 These techniques are designed to affect the behavior of individuals
and the group. these include:
a) sensitivity training
b) role playing
c) management by objective
d) grid organization development
2. Non-behavioral techniques
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 These techniques are much more structured than behavioral

techniques. these include:
a) organizational redesign
b) work design
c) job enrichment
3. Miscellaneous techniques
 in addition to the above techniques, there are certain other
techniques which are used in organization development, such as:
a) survey feedback
b) process consultation
c) team building
Behavioral Techniques
a. Sensitivity Training
The purpose of sensitivity training session or t-group is to change the
behavior of people through unstructured group interaction. Members (10-15
individuals) are brought together in a free and open environment, away from
work places, in which participants discuss themselves freely, aided by a
facilitator. No formal agenda is provided.
The objectives of the T-groups are to provide the participants with

increased awareness of their own behavior and how others perceive the, greater
sensitivity to the behavior of others, and increased understanding of group
processes.
b. Role playing
role playing may be described as a technique of creating a life situation,
usually one involving conflict between people, and then having persons in a
group play the parts or role of specific personalities. in industry, it is used
primarily as a technique of or modifying attitudes and interpersonal skills. for
instance, two trainees may play the roles of superior and a subordinate to
discuss the latter’s grievance.
The purpose of role playing is to aid trainees to understand certain

business problems and to enable observers to evaluate reactions to them. role
playing is generally used for human relations and imaginative and analytical of
their own behavior.
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c. Management by Objectives (MBO)

Managing by objectives is a dynamic system which integrated the
company’s need to achieve its goal for profit and growth with the manager’s
need to contribute and develop himself.
MBO is a technique designed to:
I. increase the precision of the planning process at the organizational

level.
II. reduce the gap between employee and organizational goals. MBO
encourages performance appraisal through a process of shared
goal setting and evaluation.
d. Grid Development
Grid organizational development is based on blake and moution’s model
of leadership called the managerial grid. Their model depicts two prevailing
concern found in all organizations-concern for productivity and concern for
people.
Some managers are high in concern for productivity but low in concern
for people; others are high in concern for people but low in concern for
productivity. Besides helping managers evaluate their concern for proper and
productivity, the managerial grid stresses the importance of developing a team
management leadership style. in grid od, change agent is a questionnaire to
determine the existing styles of managers, help them to re-examine their own
styles and work toward maximum effectiveness.
Non-behavioral Techniques
a. Organizational Redesign
The organization’s structure may be changed to make it more efficient by
redefining the follow authority; there is call also be change in functional
responsibility, such as a move from product to matrix organizational structure.
61 organizational structures often reflect the personal desires, needs, and
values of the chief executive.
b. Job Enrichment
Job enrichment implies increasing the cents of a job or the deliberate
upgrading of the responsibility, scope and challenge in work. Job enrichment is
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a motivational technique which emphasizes the needs for challenging and

interesting work. It suggests that jobs be redesigned. so that intrinsic
satisfaction is derived from doing the job. in its best application, it leads to a
vertically enhanced job by adding functions from other organizational levels,
making it contain more variety and challenge and offer autonomy and pride to
employee. The job holder is given measures of discretion in making operational
decisions concerning his job. In this sense, he gains a feeling of higher status
influence and power.
c. Work Design
Work design is a broad term meaning the process of defining task and
job to achieve both organizational and employee goals, it must, therefore, take
into account the nature of the business (organizational interest), the
organizational structure, the information flow and decision process, the
differences among employees and the reward system.
Within the board scope of work, design of individual jobs, that is, job
design. job redesign makes use of job analysis to redefine a job in terms of
task, behaviors, education, skills, relationships, and responsibilities required.
Miscellaneous Techniques
a. Survey Feedback
Survey feedback is one of the most popular and widely used intervention
techniques, in the field of OD. It involves two basic activities:
1. collecting data about the organization through the use of surveys of

questionnaires and;
2. Conducting feedbacks meetings and workshop in which the data are
presented to organizational members.
b. Process Consultation
Process consultation includes: a set of activities on the part of a

consultant which help the client to perceive, understand, and act upon process
events which occur in the client’s environment”
Process consultant assumes that an organization’s effectiveness depends

on how well its people relate to one another. an organization’s problems,
therefore, often can be traced to the breakdown of critical human processes at
key places.
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Consultant concentrates on certain specific areas as communication,

functional roles of members, group problem-solving and decision making;
group norms and growth, leadership and authority, and intergroup cooperation
and competition.
c. Team Building
Team building is a process diagnosing and improving the effectiveness
of a work group with particular attention to work procedures and inter-
personal relationship smith in it, especially the role of the leader in relation
to other group members. Both the group’s task procedures and its human
interactions are the subject of study of team building is that increasing the
effectiveness of the team will improve the organization’s overall effectiveness.
Fourteen (14) OD Interventions
1. Diagnostic activities: these are fact-finding activities designed to find

the current state of a client system.
2. Team building activities: these are designed to enhance effective
operation of teams.
3. Inter-groups activities: these are the activities designed to improve
effectiveness of interdependent groups.
4. Survey feedback activities: these activities rely on gathering the
information that is used in understanding the problems or opportunities.
5. Educational and training activities: activities designed to improved
individual’s skills abilities and knowledge.
6. Techno structural or structural activities: activities designed to
improve the effectiveness of organizational structure & job design.
7. Process consultation activities: the activities that are designed in
consultation to help the client to perceive understand and act upon
events that occur in the client’s environment.
8. Grid organization development activities: these activities are developed
by Robert Blake and mouton which constitutes of six phase model
involving the total organization.
9. Third party peace making activities: activities designed and conducted
by a skilled consultant to manage interpersonal conflict in the process of
organizational change.
10. Coaching & counseling activities: activities that help the individual to
define learning goals, to understand others behavior & to see how others
see their behavior.
11. Life & career planning activities: activities that enable individuals to
focus on their life and career objectives & way to achieve them.
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12. Planning & goal-setting activities: activities that include goal setting,
problem solving, discrepancies if any to achieve objectives.
13. Strategic management activities: activities that link the interventions
with basic mission & environmental scanning & which helps in long-
range planning.
14. organizational transformation activities: activities that involve large
scale system changes or fundamental changes in the nature of an
organization.
E. MEDIATION AND ARBITRATION
ARBITRATION – is a process in which a dispute is submitted to an

impartial outsider who makes a decision which is usually binding on both
parties.
MEDIATION- as used in law is a form of Alternative Dispute Resolution,

a way of resolving a disputes between two or more parties with concrete effects.
Typically, a third party, the mediator assists the parties to negotiate a
settlement.
Main Types of Arbitration

1. VOLUNTARY ARBITRATION – implies that the two contending parties,
unable to compose their differences by themselves agree to submit the
conflict/dispute to an impartial authority, whose decision they are
ready to accept.
2. COMPULSARY ARBITRATION- is one where the parties are required to
accept arbitration without any willingness on their part.
Arbitral Disputes
 Property
 Insurance
 Contract
 Business/ partnership disputes
 Family disputes (except divorce matters)
 Construction
 Commercial recoveries
Non Arbitral Disputes
 Matters of criminal nature

 Disputes relating to matrimonial relations
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 Testamentary matters relating to the validity of a will

 Insolvency matters
 Any execution proceedings
Duties of Arbitrator
 To administer oath to the parties and witness appearing.
 To act judicially and impartially.
 To put necessary interrogatories to any party to the dispute.
 To determine by and to whom the costs of reference and the award
shall be paid.
 To award interest
 To fix amount, mode and time of payment
Advantages of Arbitration
1. Choice of decision maker with expertise
2. Speed
3. Lower-cost
4. Flexible
5. Confidentiality
6. Less formal than court
7. Preservation of business relationships
Disadvantages of Arbitration
1. Limited resources
2. Uneven playing field
3. Lack of transparency
4. Cost: parties pay for the arbitrator and agency
5. Limited rights of appeal, fewer means to challenge award
6. Lack of formal discovery.
What Laws Regulates Arbitration in the Philippines?
1. Civil Code of the Philippines

2. RA 9876 or the Arbitration Law
3. RA 9285 or the Alternative Dispute Resolution Act of 2004
4. Special Rules of Court on Alternative Dispute Resolution
Arbitration Organizations in the Philippines
1. The Construction Industry Arbitration Commission (CIAC)

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- Arbitration proceedings are limited to disputes arising out of

construction contracts.
2. Philippine Dispute Resolution Center Inc. (PDRCI)
- Most commonly administers arbitration proceedings, involving in

all kinds of subject matter except construction contracts.
Arbitration Process
1. Case Filed
2. Arbitrator Selection Process
3. Preliminary Hearing and Scheduling Order
4. Discovery Process
5. Hearings
6. Post - arbitration Briefs
7. Final Arbitration Award
Why Mediates?
 Mediation improves understanding between the parties in an
ongoing relationship.
 Compared with going to court mediation is less expensive, quicker,
more informal, and less stressful.
 Mediation is voluntary. The parties and the mediator have the right
to withdraw at any time, although this is rare.
Benefits of Mediation
 Less cost
 Less time
 Confidentiality
 Compliance
 Mutuality
 Support
Types of Disputes Suitable for Mediation
1. Business and commercial
2. Partnership
3. Family
4. Workplace
5. Personal injury
6. Industrial and construction
What Happens in Mediation?
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 Mediation is a flexible process that can be adapted to suit the parties and
the circumstances.
 Mediation is purely facilitative: the mediator has no advisory role.
Instead, a mediator helps parties to develop a shared understanding of
the conflict and to work toward building a practical and lasting
resolution.
Who is the mediator?
 A mediator is a neutral third person who encourages those in the dispute
to talk to each about the issues. The mediator is not an advice-giver or
decision-maker. The parties examine the real problems, large or small.
They then create and agree upon an outcome that meets their needs and
addresses their concerns.
 Mediators use various techniques to open, or improve, dialogue and
empathy between disputants, aiming to help the parties reach an
agreement. Much depends on the mediator’s skill and training.
Criteria of a Mediator
 Personal attributes – patience, empathy, intelligence, optimism and

flexibility
 Experience – mediation experience
 Training
 Professional Background
 Certification and its value
 Conflicts of interest
 Cost/fee
Duties of the Mediator
 Serves as neutral facilitator.

 Assists in the generation or clarification of opinions.
 Summarizes, restates, and prioritize issues.
 Enforces the ground rules.
 Evaluates options and possible consequences.
 Identifies areas of mutual interest.
The Mediator will help you to:
 find your own solutions to the situation.

 prepares what you want to say.
 get your point to across in a constructive way.
 be listened to without interruption.
 put together an agreement of what you want to change.
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The mediator will not:
 tell you what to do

 take sides
 judge you
 force you do anything
E. COMMUNICATION PROTOCOLS IN MANAGEMENT
Communication
Communication is defined as verbal speech or other methods of relaying
information that get a point across.
Electronic Communication
To add to the challenge of managing how people in the same organization
communicate, electronic and computerized methods have complicated the
issue. The speed of electronic communication frequently results in problems
happen faster and spreading further when mistakes are made. Smart phones,
email, instant messaging and computer files only add to a flurry of
communications.
Effective Virtual Communication

Businesses and organizations depend on communication lines staying open
and remaining dependable between different parts and divisions. Without the
ability to communicate effectively, company functions start to fall apart real
quick. However, everyone communicating their own way at the same time also
leads to chaos. This is where workplace protocols come into play.
Protocols Defined
Simply said, protocols are internal rules that an organization's members are
required to follow and use. By making sure targeted activities are handled
under protocols, the organization ensures consistency and conformity at every
level. The downside, however, is that too many protocols lead to redundancy,
bureaucracy and, worse, unnecessary delays. This works against an
organization trying to be nimble and flexible. Strike a balance between
conformity and responsiveness.
Electronic Communication
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To add to the challenge of managing how people in the same organization

communicate, electronic and computerized methods have complicated the
issue. The speed of electronic communication frequently results in problems
happen faster and spreading further when mistakes are made. Smart phones,
email, instant messaging and computer files only add to a flurry of
communications.
Written Communication
Written messages, the most traditional of business communication methods,
are easily standardized by organizations so they can be correctly routed
correctly and properly prioritized. This is done by choosing different methods
for different levels of importance. Emails, notes and basic messages can be
used for daily communication. Memorandums and letters on company
letterhead present communicated issues in a more formal manner. Reserve
issue papers and reports for policy discussions and important decision-making
efforts.
Electronic Messaging
The problem with emails, instant messaging and the Internet is that
organizations frequently lose control of the message and its audience very
quickly. Organizations are well-served by regularly training staff on the risks
and perils of electronic communication, reserving these tools for daily, regular
communication and training staff on understanding how to regularly purge old
communications and keep only important information. Too often, people use
these tools for silly or personal messaging. The results can range from
embarrassing to serious should these files later get resurrected in lawsuits or
legal matters.
Verbal Communications
Protocols for verbal communication can be implemented in similar fashion as
written documents. There should be levels for verbal meetings, including
casual discussion, formal meetings, hierarchy meetings, and
policymaking/decision-making interactions. Each of these contact events
should have an understood expectation of how to communicate, for how long
and how to process reactions and decisions. Failure to do this in a business
frequently results in ad hoc interaction which, while comfortable in small
groups, begins to cause problems as organizations grow
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1.) Means of communication protocols and its relation to the management.

 A communication protocol is a formal process that outlines the types of
information to be communicated to an organization, as well as
identifying the person(s) responsible for communicating particular
topics. The protocol also outlines the audience, frequency, and
suggested communication vehicles.
 A communication protocol, which should be displayed in all common
areas such as lobbies and conference rooms and distributed to all new
hires, ensures that communications align with the company’s key
strategic priorities, whether they be related to engagement or some
other initiative. As importantly, the protocol represents a set of company
commitments to employees.
2.) The different effective virtual communication practices.
Use the Right Technology
There are a variety of technology solutions available to help employees
communicate virtually. Aside from telephone and email, businesses can utilize
instant messaging platforms such as Skype to enable employees to ask quick
questions and keep each other updated. Collaborating with teams on projects
becomes easier with tools such as Slack, which businesses can use to better
organize project-related communications. Video conferencing with tools like
Zoom and Go to Meeting are popular for having a virtual face-to-face
conversation.
It’s important to choose the proper technology for the task at hand
when communicating virtually. For example, it may not be necessary to have
video conference to ask a quick question. That might be better suited for an
instant message. Similarly, project management tools such as JIRA are the
best place to record project updates so they don’t get lost in your email inbox.
Be Fully Present in Virtual Communication

Multitasking at work helps employees to be more productive. However, in
virtual communication, it’s important to be focused on the conversation. Avoid
the impulse to check emails while having a phone meeting or text a friend while
updating teammates on Slack. Virtual communication requires employees to
actively pay attention to the conversation. Since colleagues are often not in the
same physical location, it’s vital to ensure all communication is accurate,
focused and clear.
State Goals, Intentions and Results

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Like in-person communication, virtual communication can sometimes go off

track. In order to value everyone’s time, it’s productive to begin each
communication by stating goals and intentions and outlining what kinds of
results you want to achieve. Treat virtual meetings with the same kind of
preparedness as in-person ones. Draft an agenda if you’re leading the meeting
and send it out to attendees beforehand. If you’re attending the meeting, review
the agenda and prepare your contribution.
For text-based communication, such as emails, messages and updates,

be sure to respond to show the sender that you have read the communication.
State your intentions to act on the information as necessary. Sometimes, a
simple “thanks for the update” is all that is required and tells your colleagues
that you have received the message.
Keep Teams Updated

Effective virtual communication requires honesty and responsiveness. Since
body language and tone of voice can get lost in certain kinds of virtual
communication, it’s vital to be aware of what the recipient can and cannot
ascertain from your message. For example, if something in a Slack message
has upset you, the sender likely won’t know unless you tell them because they
cannot see your expression or hear your voice.
In addition to updating teams with honest communication, it’s important to be

available during business hours to respond to colleagues in a timely manner.
Many remote teams handle time-sensitive issues, and colleagues cannot wait
hours for an email response. As a result, be sure to have the virtual
communication channels open on your computer at all times during working
hours so you can receive notifications and reply as needed.
Provide Guidelines and Training

If your business doesn’t have a virtual communication policy, it’s wise to
establish some guidelines to help employees understand how to communicate
effectively. Providing introductory training on how to get the most out of the
virtual communication tools helps employees to utilize all the features and
realize productivity benefits.
3.) Purpose and importance of the different protocols and its relevance in
the management.
 A communication protocol, which should be displayed in all common
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areas such as lobbies and conference rooms and distributed to all new
hires, ensures that communications align with the company’s key
strategic priorities, whether they be related to engagement or some other
initiative. As importantly, the protocol represents a set of company
commitments to employees.
 Protocols are important because they provide a common moral
framework in which people operate. Without these assumptions, people
are more likely to stretch the boundaries of right and wrong, whether in
matters of courtesy or in matters of structuring deals in a way that
reflects everyone's best interests.
Best Practices in Management
The Fourteen best practices in communication are the following:
1. Be relatable
Every successful CEO makes a special effort to get to know his or her
team as individuals. Get into the practice of walking around your office or
engaging in informal chats. Show interest in your constituents' (can include
employees, partners and customers) lives and be willing to share some details
about yours. The lower your pedestal, the more they'll rally behind you. --
Alexandra Levit, Inspiration at Work
2. Emphasize your key points through repetition
I've been in so many banquet halls listening to some of the greatest

leaders in their industries today wax on about their approach, and what they
say is brilliant -- but I consistently have difficulty with remembering their key
points. I never want to be this way as a leader and especially as a speaker, so I
try to repeat key bullet points for emphasis so that no part of my argument is
lost. --Rob Fulton, Audio Luminaries
3. Keep a good sense of humor
I like to make people laugh and naturally can relate a lot more to people
when I do so. People open up with comedy -- be careful, though, that you don't
go overboard or offend someone. Bringing humor into the situation will loosen
up the mood and help to clearly convey the tone of your message. --John
Rampton, Due
4. Actively listen
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Part of great communication is actively listening. The best

communicators I know are also the best listeners. By listening, you respect the
person with whom you are speaking and you also hear and understand their
point of view. You can then articulate a response that is meaningful. --Andrew
Thomas, SkyBell Video Doorbell
5. Respond in a timely manner
Do your best to be extremely responsive to everyone, whether it is an

employee, vendor or prospect. I answer questions and return phone calls as
fast as possible, regardless of who it is. When you build up a reputation of
responding quickly it doesn't go unrewarded. Your team will feel appreciated,
your customers will love you and it will open the door for referrals and
introductions. --Jonathan Long, Market Domination Media
6. Remember that you're always "on"
You're always on, no matter where you are. Everyone is always watching
you and you should be prepared in everything you do. Great communicators
are always prepared for the unknown: be that person. --Peter Daisyme, Hosting
7. Analogies are keys
Using analogies is an easy tool for great communication: they

instantaneously put everyone on the same page and can help resolve conflict.
One person's vision of "large" may be different than another. By using clarifying
questions and an analogy you can pinpoint (e.g. "Do you mean large like an
elephant or like a large FedEx envelope?"), you'll know everyone is envisioning
the same end goal. --Kim Kaupe, ZinePak
8. Adapt readily to any situation
Oftentimes as the CEO you have a clear picture of where you want to be,
how you want to get there and what steps are needed to achieve your goals.
When communicating with others, you have to keep in mind that sometimes
you have to adapt to the situation, especially if it isn't one that you are pleased
with. --Stanley Meytin, True Film Production
9. Be present.
Great communicators are present for the people they are interacting
with. That opens a channel for energy to flow and for people to feel heard and
understood. Your presence is the greatest gift you have to offer. Close the
laptop, turn off the phone, eliminate distractions. Be with the other
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person/people fully and give them all of your attention. --Corey Blake, Round
Table Companies
10. Find your own voice
Use language that's distinctly yours and let your own values come
through when you're communicating in your capacity as CEO. Definitely be
professional, but don't make your communication overly specific to a corporate
environment; you won't come across as real. People respect authenticity and
they're much more willing to follow real leaders, not corporate puppets. Speak
with your own voice. --Jared Brown, Hubstaff
11. Write everything down
Phone and in-person conversations are valuable, but because memories

are so unreliable, I write down everything. Having a written record makes a big
difference. Whatever the topic, write down the discussion and the agreement so
you have a record. Email can serve this purpose, but writing down the outcome
of a conversation and reviewing it can prove valuable. --Brian David Crane,
Caller Smart Inc.
12. Put your audience at ease
Great communicators have a way of disarming their audience in order to

put them at ease. Ever notice President Obama's use of the word "folks" instead
of "people," or how he intersperses his speeches with the phrase, "you know?"
Those are two good examples of how a great communicator attempts to put his
audience at ease with calming language or colloquial phrasing. --Andrew
Schrage, Money Crashers Personal Finance
13. Customize your communication style for each employee
Every employee has different styles of learning, so I make sure to

communicate in different styles. Some people like to be walked through steps
in order to learn something and some people would rather do it on their own. It
is all about finding out each person's style, and tailoring your communication
to match theirs. --Jayna Cooke, EVENTup
14. Ask before you speak
Rather than making assumptions or misinterpreting what a client or

team member is thinking, I often ask. Especially when it comes to more
complex scenarios, or when I assume there's a potential disagreement.
Perspective taking and confirmation leads to better, more direct
communication. -Andrew Fayad, eLearning Mind
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Activity 7
WRITTEN QUIZ

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Instructions: Identify what is being asked. Write your answer legibly.

Alteration is considered Wrong Answer.
1. ____________________________________________
2. ____________________________________________
3. ____________________________________________
4. ____________________________________________
5. ____________________________________________
6. ____________________________________________
7. ____________________________________________
8. ____________________________________________
9. ____________________________________________
10. ___________________________________________
11. ___________________________________________
12. ___________________________________________
13. ___________________________________________
14. ___________________________________________
15. ___________________________________________
16. ___________________________________________
17. ___________________________________________
18. ___________________________________________
19. ___________________________________________
20. ___________________________________________
Corrected by:
__________________________________
Activity 8
WRITTEN QUIZ

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Instructions:
1. Cheating is prohibited.
2. Please use blue ink ball pen.
3. Write legibly.
Rubrics:
Neatness
Clarity of Expression (2 points)
( 3 points)
Clear and broad Not clear and limited No With
explanation. explanation. erasur erasur
(3 pts) (1 pt) e/s e/s
(2 pts) (1 pt)
1. As student, what is your aspirations and expectation life?

______________________________________________________________________________
______________________________________________________________________________
______________________________________________________
2. Honestly state in detail how you spent your money upon receiving your
allowances from your parents/guardians/relatives.
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________
2. As student, how do management your time?

______________________________________________________________________________
______________________________________________________________________________
______________________________________________________
3. As student, how do management material or personal belongings?

______________________________________________________________________________
______________________________________________________________________________
______________________________________________________
Corrected by:
________________________________
Chapter 4
STRESS AND ANGER MANAGEMENT
This chapter presents a brief in introduction in stress manager and

anger management which includes strategies in handling stressors and
identifying sources of anger.
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Learning Outcomes

1. differentiate stress from anger;
2. identify and explain the sources of stress and causes of anger;
3. accept and internalize the stress management techniques & strategies
and ways to control anger; and
4. develop personal strategies for stress and anger management.
A. STRESS MANAGEMENT
What is stress?
Stress is the “psychological, physiological and behavioral response by an

individual when they perceive a lack of equilibrium between the demands
placed upon them and their ability to meet those demands, which, over a
period of time, leads to ill-health” (Palmer, 1989).
Classification of Stress
1. Physiological Stress – stress that affects our physical condition. Indicators

are:
 Headaches
 Tensions in neck and shoulder
 Excessive sweating
 Tiredness
 Vague aches or pain
 Losing sleep, etc.
2. Psychological Stress – stress that affects our analytical thinking.

Indicators are:
 Loss of concentration
 Indecision
 Worrying
 Telling yourself things are awful or terrible
 Persistent negative thoughts
 Thinking things are hopeless and can’t be bothered to do anything
about it
3. Behavioral Stress – stress that affects our emotions/feelings. Indicators

are:
 Irritability
 Gloomier or depressed
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 Drained
 No enthusiasm
 Cynical
 Inappropriate humor
 Feeling nervous and apprehensive
 Loss of confidence
 Reduced self esteem
What caused stress?
The top ten most stressful situations that has terrible effects on daily life:
1. Death of a lover 6. Injury or illness

2. Divorce 7. Marriage
3. Marriage separation 8. Job loss
4. Imprisonment 9. Marriage reconciliation
5. Death of a close family member 10. Retirement
What is Stress Management?
Stress Management is a set of techniques and programs intended to help

people deal more effectively with stress in their lives by analyzing the specific
stressors and taking positive actions to minimize their effects” (Gale
Encyclopaedia of Medicine, 2008).
Why is Stress helpful?
Historically, stress was our friend. It acted as a protective mechanism

that warned us of danger; a natural reaction that told us when to run. This
response is now referred to as the “fight or flight” response, or the “stress
response.” When your evolutionary ancestors saw a saber-toothed cat and ran
from it, stress saved their life.
Stress has remained part of the evolutionary drive because of its

usefulness in survival. When used at the right time, stress increases our
awareness and improves physical performance in short bursts (Van Duyne,
2003).
Why is Stress harmful?
Repetitive exposure of the stress response on our body is proven to lead

to long-lasting psychological and physical health issues; these include
cardiovascular disease, diabetes, anxiety and depression (“How Does Stress
Affect Us?”, 2016).
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Stress vs Burnout
What’s the difference between stress and burnout? Stress is inevitable.

Burnout isn’t. While stress is our response, burnout is the accumulation of
excessive stressors over time, which results in unmanageable stress levels.
American psychologist Herbert Freudenberger first termed the word

“burnout” in the 1970s, referring to the effect of extreme stress and high ideals
placed on “helping” professionals, such as doctors and nurses (“Depression:
What is burnout?”, 2018).
Today, the word has evolved. It is now used more broadly to refer to the
consequences of “excessive stress” placed on any individual, no matter their
occupation. When we get to the point of no longer being able to cope, we are
“burned out,” like a candle.
This is where stress management can offer tools, and help people avoid
the unpleasant experience of burnout.
14 Facts about Stress & Burnout
If you’re not yet convinced about the need to prioritize stress

management, these 14 facts might help:
1. Stress has been referred to as the “silent killer” as it can cause heart
disease, high blood pressure, chest pain, and an irregular heartbeat
(Chilnick, 2008).
2. Telogen effluvium is the result of hair loss caused by stress that can
happen up to three months after a stressful event (McEwen, 2003).
3. Stress accounts for 30% of all infertility problems . In women, stress can
cause spasms in the fallopian tubes and uterus. In men, it can reduce
sperm count and cause erectile dysfunction (Bouchez, 2018).
4. Researchers have found that stress worsens acne, more so than the
prevalence of oily skin (Warner, 2002).
5. Stress can cause weight gain too. The stress hormone cortisol has been
found to cause both the accumulation of abdominal fat and the
enlargement of fat cells, causing “diseased” fat (Chilnick, 2008).
6. Correlations have been found between stress and the top six causes of
death: cancer, lung ailments, heart disease, liver cirrhosis, accidents,
and suicide (“How Does Stress Affect Us?”, 2016).
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7. In children, chronic stress has been found to negatively impact their

developmental growth due to a reduction of the growth hormone in the
pituitary gland (Van der Kolk, B. et. al., 2007).
8. The word itself, “stress” stems from the Latin word stringere, meaning “to
draw tight” (McEwen, 2003).
9. In the event of chronic stress, dominant hormones are released into our
brain. These hormones are intended for short-term emergencies and in
the event where they exist for extended periods they can shrink, impair
and kill brain cells (Wallenstein, 2003).
10. Stress can increase the likelihood of developing blood clots since the
blood prepares itself for injuries and becomes “stickier” (Chilnick, 2008).
11. Chronic stress can place pressure on, and cause damage to arteries and
organs. This occurs due to inflation in our bodies caused by cytokines (a
result of stress) (McEwen, 2003).
12. Stress is also responsible for altering our blood sugar levels, which can
lead to fatigue, hyperglycemia, mood swings, and metabolic syndrome
(“How Does Stress Affect Us?”, 2016).
13. On a positive note, we can reduce our stress levels by laughing. Having
a chuckle, lowers the stress hormones, including cortisol, epinephrine,
and adrenaline. Laughing also strengthens our immune system by
releasing positive hormones (Wallenstein, 2003).
14. More good news, especially for chocolate lovers—dark chocolate has
been found to reduce stress hormones (Wallenstein, 2003).
Seven (7) Tips for Stress Management
The following 7 tips are adapted from The American Psychological

Association (“Check out the Stress Tip Sheet,” 2018) to support individuals
with a stress management plan:
1. Understand your stress
If you are experiencing any symptoms of stress, find a way to prevent or

reduce the burnout.
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2. Identify your stress sources
Be alert in identifying the sources of your stress, is it in the work, family,

friends, relatives.
3. Learn to recognize stress signals
Don’t tolerate any symptoms of stress, address as soon as possible to

prevent the burnout.
4. Recognize your stress strategies
Upon identifying the stress and its sources, try to identify effective
strategies to minimize the effects like self-medication.
5. Implement healthy stress management strategies
After identifying the strategies, apply immediately no to wait the serious

effects. It’s good to be mindful of any current unhealthy coping behaviors so
you can switch them out for a healthy option.
6. Make self-care a priority
When we make time for ourselves, we put our well-being before others.
This can feel selfish to start, but it is like the airplane analogy—we must put
our own oxygen mask on before we can assist others. The simplest things
that promote well-being, such as enough sleep, food, downtime, and exercise
are often the ones overlooked.
7. Ask for support when needed
If you’re feeling overwhelmed, reach out to a friend or family member you

can talk to. Speaking with a healthcare professional can also reduce stress,
and help us learn healthier coping strategies.
13 Different Stress Management Techniques & Strategies
1. Be assertive
Clear and effective communication is the key to being assertive. When we’re
assertive, we can ask for what we want or need, and also explain what is
bothering us. The key is doing this in a fair and firm manner while still having
empathy for others. Once you identify what you need to communicate, you can
stand up for yourself and be proactive in altering the stressful situation.
2. Reduce the noise

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Switching off all the technology, screen time, and constant stimuli can help us
slow down. How often do you go offline? It is worth changing, for your own
sake. Make time for some quietness each day. You may notice how all those
seemingly urgent things we need to do become less important and crisis-like.
That to-do list will be there when you’re in a place to return to it. Remember
that recharging is a very effective way of tackling stress.
3. Manage your time
If we let them, our days will consume us. Before we know it, the months have
become overwhelmingly busy. When we prioritize and organize our tasks, we
create a less stressful and more enjoyable life.
4. Creating boundaries
Boundaries are the internal set of rules that we establish for ourselves. They
outline what behaviors we will and won’t accept, how much time and space we
need from others, and what priorities we have.
Healthy boundaries are essential for a stress-free life. When we have

healthy boundaries we respect ourselves and take care of our well-being by
clearly expressing our boundaries to others.
5. Get out of your head
Sometimes it’s best not to even try contending with the racing thoughts.
Sometimes you just need a break. Distract yourself. Watch a movie, phone or
catch up with a friend, go for a walk, or do something positive that you know
takes your mind off things.
6. Affirmations and imagery
The power of positive imagery and affirmations is now scientifically proven to

increase positive emotion.
How? When you think of a positive experience, your brain perceives it to be a
reality.
So, replace those negative thoughts with positive statements and challenge and
change the way you see and experience the world.
7. Cognitive Restructuring
In the mid-1950’s psychologist Dr. Albert Ellis developed what cognitive

restructuring, a technique for understanding negative emotions and
challenging the sometimes incorrect beliefs that cause them. Cognitive
restructuring is a key component of Cognitive behavioral therapy (CBT).
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8. ABC Technique
The ABC technique was also originally created by psychologist Dr. Albert Ellis
and was later adapted by Martin Seligman.
The letters ABC stand for:
A – adversity, or the stressful event.

B – beliefs, or the way that you respond to the event.
C – consequences, the result of your beliefs lead to the actions and
outcome of that event.
9. Diet and Exercise
You’ve heard it before, but you are what you eat. Be mindful of having a
balanced and healthy diet. Making simple diet changes, such as reducing your
alcohol, caffeine and sugar intake is a proven way of reducing anxiety.
10. Meditation and physical relaxation
Use techniques such as deep breathing, guided visualizations, yoga, and

guided body scans. These activities help relax the body. Some examples for you
to try out are included below.
11. Build resilience
Resiliency is our ability to bounce back from stressful or negative experiences.

To simplify, resilient people are skilled at accepting that the situation has
occurred, they learn from what transpired and then they move on.
12. Talk it out
Don’t hold it all inside. Talk to someone close to you about your worries or the
things getting you down. Sharing worries can cut them in half, and also give
you a chance to laugh at potentially absurd situations.
13. Sleep
Getting a good night sleep is fundamental for recharging and dealing with
stressful situations in the best possible way. While it varies from individual to
individual, on the exact amount of sleep needed, an uninterrupted sleep of
approximately 8 hours is generally recommended.
B. ANGER MANAGEMENT
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Anger is a very powerful feeling that can happen when you are
frustrated, hurt, annoyed, or disappointed. Anger can help or hurt you,
depending on how you react to it. If you can react without hurting someone
else, it can be a positive feeling. If you hold your anger inside, it can lead to
passive-aggressive behavior like “getting back” at people without telling them
why or being critical and hostile. Knowing how to recognize and express these
feelings in appropriate ways can help you handle emergencies, solve problems,
and hold on to meaningful relationships.
Physical Signs of Anger
 Clenching your jaws or grinding your teeth

 Headache
 Stomach ache
 Increased and rapid heart rate
 Sweating, especially your palms
 Feeling hot in the neck/face
 Shaking or trembling
 Dizziness
Twenty-Five (25) Ways to Control Anger
1. Count down. If you feel that you are mad, count down from 1 to 10, but
if you feel you really mad count from 100 to 1, and your anger will likely
subside.
2. Take a breather. If you are angry, take a slow breath through inhaling
from your nose and exhale from your mouth for several times.
3. Go walk around. If you are angry, go for walk, ride your bike, or play golf
or anything that gets your limbs pumping is good for your mind and
body.
4. Relax you muscle. If you are angry try to relax your various parts of
your body.
5. Repeat a mantra. Uttered a word or phrase that helps you calm down
and repeat until you will calm such as “Relax”, “Take it easy”, “Ok”, “I
can control” and pray.
6. Stretch. If you are angry try to roll your neck and shoulder not at the
front of the person that mad you. Find a cool place for you to perform.
7. Mentally escape. If you are angry try to slip into a quiet room, close
your eyes, and practice visualizing yourself in a relaxing scene and
imagine the nature created by God.
8. Play some tunes. If you are angry try to remove sounds or music from
you or select your favorite music to on if appropriate to your feelings.
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9. Stop talking. If you are angry in front of your enemy or people that mad
you, prefer to stop talking. Pretend your lips are glued shut, just like you
did as a kid. This moment without speaking will give you time to collect
your thoughts.
10. Take a timeout. If you are mad, try to give a break by sitting to other
people. Apply this for days until your anger will neutralize.
11. Take action. If you really mad, try to take action through filing a formal
complaint to the authority not to put the law onto your hands.
12. Write in your journal. If you are mad, try to write or jot down your
feeling or emotion to a paper and assess your actions.
13. Find the most immediate solution. If you are mad, try to find a
solution of your problem not to take action immediately.
14. Rehearse your response. If you are mad, try to rehearse you self and
find possible solution.
15. Picture a stop sign. If you are mad, try to talk to you yourself to calm
down your emotion. Imagine a symbol of stop when you’re angry.
16. Change your routine. One way to minimize confrontation with your
enemy, fine a new routine such time and place and minimize the meeting
of eyes until your emotion will subside.
17. Talk to a friend. If you are mad, try to open your situation to your best
and trusted friend who can possibly provide an advice.
18. Laugh. Don’t make your problem serious, try to laugh, try to play with
the kids, watching comedy film, and mingle with happy person.
19. Practice gratitude. Take a moment to focus on what’s right when
everything feels wrong. Realizing how many good things you have in your
life can help you neutralize anger and turn around the situation.
20. Set a timer. Give yourself a set time before you respond. This time will
help you be calmer and more concise.
21. Write a letter. Write a letter or email to the person that you made you
angry. Then, delete it. Often, expressing your emotions in some form is
all you want, even if it’s in something that will never be seen.
22. Imagine forgiving them. Forgive someone who has wronged you takes
a lot of emotional skill. If you can’t go that far, you can at least pretend
that you’re forgiving them, and you’ll feel your anger slip away.
23. Practice apathy. Try to walk in the other person’s shoes and see the
situation from their perspective. When you tell the story or relive the
events as they saw it, you may gain a new understanding and become
less angry.
24. Express your anger. Express your feelings to a trusted friend to help
you be accountable to a calm response. Outbursts solve no problems,
but mature dialogue can help reduce your stress and ease your anger. It
may also prevent future problems.
25. Find a creative channel. When you are upset, try to divert your
attention in painting, gardening, or writing poetry.
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Activity 9
GROUP ACTIVITY ON STRESS AND ANGER MANAGEMENT

Instructions:
1. Group yourselves into ten (10) members and select your team leader.
2. Use U-shape arrangement.
3. Write your answer legibly.
4. Answer the general questions stated below:
Rubrics:
Neatness
Clarity of Expression (2 points)
( 3 points)
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Clear and broad Not clear and limited No With

explanation. explanation. erasur erasur
(3 pts) (1 pt) e/s e/s
(2 pts) (1 pt)
1. What are the main sources of stress for you at work these days? (Please base
your answer on the last six months)
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
2. How do you think are the best ways of dealing with these sources of stress?
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
3. What helps and hinders you when seeking to manage your stress at work?
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
4. What could you do differently to help manage your work stress these days?
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
5. Generally, what are the most effective ways of reducing stress at work in
your view?
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
Corrected by:
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_________________________________
Chapter 5
THE SUPERVISOR’S ROLE IN MANAGEMENT
This chapter presents a brief in introduction in supervisor’s role in the

management which includes power, ways and traits of a supervisor.
The supervisor has a unique position in the management. He is in the

middle – between the top management of his agency/company and the
subordinates he supervises. It can be challenging and interesting job. But, it
can also be a frustrating job for the supervisor who does not clearly
understand the part he or she plays in the management of the
agency/company.
Supervision is important in leadership because through it, they build

SUPERVISE.
S – strengthens your own personal power

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U – unifies work team’s effort with other teams through networking and
linkages
P – provides climate for building harmonious and synergetic relationship
E – empowers people
R – revitalizes and energizes the team
V – values unique differences that individuals bring to the team and
organization
I – inspires competence and commitment
S – sustain positive working relationship
E – encourage creativity and innovation
Learning Outcomes

1. enumerate and discuss the supervisor’s power;
2. identify weaknesses with the effects and give suggestions for
improvement;
3. enumerate and explain undesirable traits to be avoided; and
4. introduce and discuss the supervisor’s role in the management.
A. SUPERVISOR’S POWER
Power is the prime mover of people and events. The ability to make
things happen the way you want to. To get someone else to do something you
want them to do.
Two Kinds of Power
2. Position Power – this power is created and conveyed by the

organization. It emanates from top level management and is delegated
down the chain of command.
3. Personal Power – this power is derived and freely given by members
of the work team/group. It comes from one’s status, position, or title
but it is built from one’s relationship with other members of the work
team/group.
The Four (4) Faces of Power
1. Coercive Power – ability to control others through fear of punishment. A

leader with coercive power can make things difficulty for personnel.
2. Reward Power – A reward is a great incentive. Use of reward system.
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3. Legitimate Power – You lead because of your position.

4. Connected Power- This is based on power relationship with influential
people. It relies on the use of contacts or friends.
How to increase one’s Connection Power
 Increasing your visibility

 Expanding your network of contacts
 Getting with the “in crowd”
 Joining the “right groups and associations”
 Making strategic alliances with other groups/organizations
 Make your accomplishments known to others.
Three (3) Faces of Personal Power
1. Referent Power – This power exists when a person or group identifies the
power source or imitates the power source.
2. Information Power – This power exists when a person is powerful due to
the information he/she possesses.
3. Expert Power – You lead because of special skills, knowledge, experience
or specialized competency or true expert.
B. SUPERVISOR DEVELOPMENT
Self-Development
Evidence on Effects on Suggestion For

Supervisor’s Part Subordinates Improving
Shirking responsibility Loses respect of Shoulder own
supervisors and responsibilities
followers
Passing the buck Disrupt morale Don’t passed the buck
Not interested in work Lack of interest on part Get interest or get out!
of men. Poor result
Unapproachable Uneasiness and reasonable
uncertainty to get away
with it.
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Lack of patience Can’t get results. Self-analysis

Discourage the men.
Lack of self-confidence Men loss confidence Know what is to be
done and act
Unwilling to take Kills initiative. Lose Be open to suggestions
suggestions. Won’t benefit or valuable at proper time and
admit mistakes. Bull- suggestions. Kills place. Admit mistakes
headedness. Conceit cooperation. Men may if occasion arises
frame leader
Lack of consideration Crew will lie down on Put yourself in other’s
for, or interest in, his job whenever his back place. Be human
men is turned. Men try to
put him in hole
Too familiar with men Loss of respect. Loss of Maintain a certain
team-work. Loss of reserve befitting
discipline position as leader
Lax discipline Crew will lie down on Tighten up gradually
job. No team-work. but firmly and hold for
Loss of respect result
Men lack confidence in Won’t follow his lead; Self-analysis
him will wait for orders
from higher-ups. No
team-work
Dislike of group for Men will only carry out Take over on man-to-
leader direct orders. No team- man basis. Be
work. Unpleasant courteous and human
feeling
Failure to give credit Lack of credit. Kills Put yourself in other’s
initiative. Stops place. Give credit when
cooperation due
Leader ignorant of job No respect or Apply yourself to learn
confidence
Undesirable Traits to be avoided
The following traits should be avoided at all costs. These traits will
prohibit you from improving yourself, not only in your job but in your everyday
life. Therefore, avoid them.
o Exploiting people
o Politicking – currying favors
o Running people down
o Being unwilling to change
o Blaming others for your mistakes
o Being critical of others
o Taking credit for ideas or achievements of others
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o Thinking only, your self. What’s in it for me?

o Spreading rumors and gossiping
o Forcing your ideas and opinions on others
o Being jealous
o Making excuses for everything you do
o Avoiding or not being able to see other people’s point of view
o Being indifferent to suggestions and criticism
o Lacking a sense of humor
Fourteen (14) Ways to Shock your Boss
1) Show up to work early

2) Take the initiative to ask question
3) Ask for advice, use it, then thank your Boss
4) Speak well of your loss behind his/her back
5) When necessary, willing stay late to finish an important project
6) Do more than you share of work
7) Be willing to work odd shifts
8) Every morning come prepared to work hard
9) Continue to work professionally
10) Read whatever you can about your field
11) Suggest new ideas that will save the organization time and money
12) Stick around. Don’t always look for greener pasture
13) Pray your boss
14) Invite your boss to church
C. SUPERVISOR ROLES (14)
The supervisor has a unique position in the management. He is in middle

– between the top management of his department/unit/office and the
subordinates he supervises. It can be a challenging and interesting job, but it
can be also a frustrating job for the supervisor who does not clearly
understand the part he or she plays in the management.
1. Trainer
The most important role for the supervisor is that of being a trainer.
The Different Training Needs:

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a. New work – An employee is move from one post to another. He must be

trained to handle the new work.
b. New members - A new member is hired. Who helps him during his “break in
“period? You will have to provide a lot of training for the new member.
c. New equipment - your employer/department/unit has purchased a new

technology. Who gets the job of explaining the new system to the
subordinate’s? You guessed it, the immediate supervisor.
d. New laws - A new law was passed which affects officers. As a supervisor you
will need to know about this law so that you can explain it to your
subordinates.
2. Communicator
Another very important role for the supervisor is being a communicator.

There is a tremendous amount of information which is given to the supervisor
to be passed along to the subordinates he supervises. In many ways this role is
similar to being a trainer.
The top management in your department will develop many policies and
instructions which you will need to communicate to the subordinates you
supervise. The same is true of every rule and regulation established by the
management. It is also true of special plans which management develops to
meet emergencies.
3. Overseer
The role of being an overseer is the one which probably comes into mind
first when we think of supervisor. As an overseer, you will need to constantly
be checking on the work of the subordinates you supervise. You must make
sure that they are on duty at their assigned workplace when they are supposed
to be on duty. You must see that each member is dressed in the correct and
complete uniform, and you must supervise your subordinates to make sure
that each is performing his job in a satisfactory manner.
As you oversee the work of these subordinates, you will test them to
make sure that they are carrying out the special instructions which you have
given them. You will also check to make sure that the subordinates are using
what they have learned from you on the job. Remember, if your training is
forgotten, then the subordinate was not really trained. You must oversee their
work to check on the results of your training.
4. Evaluator
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The top management of your organization or company will took to you to

evaluate the subordinates who work under you. This is very great
responsibility. Your manager/director may ask you to recommend a few
employees whom you think are qualified for promotion or salary increases may
hinge on the results of one of your evaluations. In other cases, an employee
may lose his job because of your evaluation.
5. Motivator
Another role you will play as a supervisor is being a motivator. Your

bosses will expect you to encourage your subordinates to do good job. They will
want you to build a team spirit for your department or company, and they will
try to give you the tools you need to motivate the subordinates you supervise.
6. Investigator
To a certain extent, being an investigator is another role you will play as

a supervisor. For example, someone complains that subordinate was rude to
an employee. In either case, you may be called upon to investigate and settle
any complaints.
7. Reporter
One of the most important supervisory roles is that of the reporter. Your
managers/director/immediate supervisor will tell you the kind of reports they
require, and will furnish you with forms for these reports. You will need to
report periodically on each subordinate you are supervising.
In many ways, your role as a reporter is just like your role as a

communicator. Your reports are nothing more than a communication to
management. Just as you must communicate from management to the
subordinates you supervise, so you must communicate back to management
on the results of your supervision.
8. Promoter
It is essential that good relations be maintained with people, and much

of the job of maintaining these relations will fall on the shoulders of the
supervisor. In a way it’s like motivating your subordinates. Instead, you are
motivating management, customers, and clients to support the
company/organization/department.
9. Good Example
You will lead the people who work for you more by the example you set
than in any other way. It cannot be, do as I say and not as I do,” for the
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supervisor. Your managers/director will not tolerate this kind of attitude. Nor
will the subordinates whom you supervise. Nothing can help to build better
morale and to teach better than for you to be the good example. This is a very
important role for you to play.
10. Personal Commitment
Finally, your managers/director/immediate supervisor has the right to

expect you to be firmly committed to the goals of your department or company.
All of your actions as a supervisor must be taken with the best interest of your
employer in mind. If you have a sloppy or careless attitude about your
company/department, your subordinates will soon sense this, and you cannot
expect them to be committed to your agency/company’s goals if you are not
committed personally to them yourself.
11. Authority
Your subordinates will look at you as an authority. To them, you are the
expert on job/work. They have been instructed to call on you for help whenever
a major incident occurs. They have been told to come to you with their
questions about the law and the authority which they have as subordinates.
Sometimes it may seem that they stay awake at night thinking of new
questions to ask.
12. Disciplinarian
A part of your job will be to enforce the rules and policies established by
the top management of your department or company/agency, and in enforcing
these rules; you will often have to discipline those subordinates who are not
obeying them.
It would be nice if you could avoid the disciplinarian role, but sooner or
later it is a role you have to take. You will develop certain methods of enforcing
your agency/company’s rules, and you will find out who is obeying them and
who is not. Then, you must fairly discipline the subordinate in accordance with
some consistently applied disciplinary actions.
13. Father Figure
Here’s a role which you will do well to avoid during your supervisory
career. As soon as you are promoted into a position of leader, your
subordinates will begin to look up to you. Some may even start to think of you
as what psychologists call a “father figure”. They will start to come to you for
advice on personal problems.
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Your good intentions got you into trouble. We’re not saying that you
should be callous and completely indifferent to your subordinates. Often, a
sympathetic ear can be important, but, don’t go beyond listening. If you give
advice or get involved in any way in these problems, you’re asking for trouble.
14. Visiting Subordinate
Supervision, then, involves going out to personally visit and inspect each
subordinate. Early in your supervisory career, you will wonder how often you
should visit each subordinate.
What are your purposes in visiting the subordinates you supervise? Briefly,
they are:
1. You want to make a physical inspection of each subordinate. You want to

make sure that each is at his assigned post on time and in uniforms.
2. You want to check on each subordinate as he works to make sure that

the subordinate has not become sick or injured on the job. You have a
sincere interest in the welfare of each subordinate you supervise.
3. You want to physically check on the quality of the subordinate’s work.

You will want to check to make sure that each subordinate is following
the instructions he has been given for his post/assignment/workplace. If
you notice things out of order, you will want to work with subordinate
until he becomes able to do his job well, or he is replaced.
4. You may visit the subordinate to bring him information – to inform him
of new policies and decisions. You will want to keep the subordinate up-
to-date on any new regulations or rules which must be enforced. And,
you will want to explain to the subordinate any changes in his duties
which have been made.
5. You may want to make sure that the subordinate is not breaking any
rules or regulations himself.
6. You may also want to use your visit to check on reports and other
written records. You should review the subordinate’s daily reports to
make sure that they are being completed correctly.
7. Frequently, you will want to use your visit to test the subordinate’s
knowledge of his job. Remember what you have learned about the
importance of testing to make sure that each subordinate is using the
training on the job. You will test your subordinates by asking them
questions, by observing them, and by looking for any evidence which
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indicates that the subordinate is not completely familiar with his job.
Look for indications that the subordinate needs training and then either
provide that training, or see that it is provided.
8. Your visit is an excellent opportunity to motivate your subordinates. You

can bring them /department/company news – news about new training
program, company vacation schedules, employee incentive programs or
just news of the progress of the company/department.
Problems in Supervision
The problems which supervisors face in their jobs are often very similar.
Most of the problems will be “people” problems, because the supervisor’s job
involves constant contact with a large number of different people.
4.1 Adjusting to the New Job
Some of the most difficult problems that you will face occur as soon as
you take over your supervisory position. You must learn a new job, adjust to
your manager, and begin to work with the guards you are supervising.
Your adjustment to your new position will include an adjustment in your

own personal loyalties. Chances are that most of your loyalty was previously
directed to your supervisor, and to your friends on the guard force. Now, you
are a supervisor and your loyalties are directed higher in the organization.
While you are adjusting to your new job, your guards have the problem
of adjusting to you. Don’t be surprised if they are a little suspicious of you at
first. Some may show resentment, feeling that they should have been promoted
to the supervisor’s job instead of you. All are likely to be a little bit
apprehensive about the kind of supervisor you will be.
Many of your guards will still feel some loyalty to their former supervisor.
While you may eagerly hope for their loyalty, you can’t expect it at first. As you
try to make changes, your guards react by saying, “when Tagimul was
supervisor, we did things differently.”
How can you deal with these adjustment problems? First, you must
accept the feelings of your guards as natural. You can’t take them personally.
You must understand that a change in supervisors usually means changes for
the guards. And people are afraid of change. Loyalty to the old supervisor will
change only when you have earned the loyalty of the guards yourself. So, you
must be patient and perhaps a little thick-skinned at first.
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You can hasten your own adjustment to your new job by becoming
totally involved in learning everything which you need to know in order to
succeed. As you learn about each post, you will get a change to work with the
guard assigned to it. By dealing frankly and openly with each guard, you begin
to build the kind of relationship which will eventually lead to loyalty to you as a
supervisor.
During this adjustment period, you can avoid major conflicts by

coordinating your activities closely with your new manager. Don’t be afraid to
go to him for advice. Don’t let little problems become big ones before you ask
for his help.
You can create a lot of resentment in the people working for you and
unnecessary problems for yourself by making hasty changes during your
adjustment period. Until you get some experience with your new position, get
approval from your manager before making any changes. He may have some
insights which will help you as you adjust to being a supervisor.
4.2 Giving Orders
If this is your first supervisory position, you may have some problems
adjusting your own ideas about what a supervisor really does, and some of
these ideas will probably relate to giving orders. All of your life you have
thought to yourself, “The boss is the one who gives the orders.” Now you’re the
boss, and you give the orders. What happen?
You quickly learn that people resent orders. They don’t like being told
what to do, so, your guards either become resentful of your orders or they
ignore them and continue to do things the old way.
What’s the solution? The solution is that you rarely “give orders.” You
bring information to guards, you tell them rules, you enforce rules, your
provide training, and you oversee their work. But, you don’t give orders.
A part of your adjustment will include learning when and how to give
orders. You must learn to give clear and understandable orders. Keep them
simple and direct and only give them when necessary.
When time permits, use the time to explain rules, procedures, and
responsibilities to your guards. Your explanations will get you much more
cooperation than you will get by merely issuing orders.
4.3 Frictions between Employees
Another problem which you are likely to face is that of rivalry and friction
between your employees. In any group of people, there will be times when some
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people do not like other people in the group. Different guards will compete with
each for your attention. They will argue with each other and they will complain
to you about each other.
This can be a very difficult problem for you, especially if you were
promoted to your supervisory position from within the ranks of the guards. If
you were, then you probably had established some friendships within the
guard force before you were promoted. You may have established some “un-
friendships” too. Your friends may hope that they can use your friendship to
their own advantage, now that you have been promoted. Your critics may be
hoping to see you fail.
In time, you will find that it is best to ignore this friction unless it gets
out of hand. It’s far better for your employees to work out their problems
between themselves than it is for you to become involved a judge or arbiter. If
an employee comes to you with a complaint about another employee, the best
solution in many cases is to suggest that he discuss his grievance with the
other employee. Try to get them to work out their personal grievances with
each other.
Regardless of any personal friendships you may have established within

the guard force, it is essential that you remain impartial at all times. While you
can listen to an employee complaint, avoid getting involved in any discussion
yourself about other employees. This can be very difficult if you have friends on
the guard force. Don’t do it. Don’t talk about other employees with guards. You
can and should listen, but don’t offer your own opinions.
Finally, remember that you can’t order people to like each other. Good
working relationships are only established after years of working together. And,
your good relationship will be a key factor in developing these relationships. In
the meantime, you’ll have to be patient and ignore the party, day-to-day
conflicts among the ranks of your guards.
Excessive friction between your guards may be an indicator that morale

problem exists in your organization. When friction and conflict between
employees gets out of hand, it’s often because morale was very low in the
organization.
4.4 Using the Grapevines
Even though you should avoid discussing the conflicts between your
employees, this does not mean that you should ignore any serious charges
made by employee against employee, nor, do you necessarily need to ignore
everything that you hear through the employee grapevine.
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Suppose, for example, that one guard tells you that upon arriving at his
post for work, he has discovered the other employee, asleep for the past two
days. Certainly, this is a serious charge, and one which you should investigate.
On other occasions, subordinates may give you tips about problems

developing with other guards.
We’re not suggesting that you take everything which you hear through
the employee grapevine seriously. Indeed, your employees may even try to
influence you through the information which they provide, but after sifting
through all of the information which you hear, there will be some which will be
of value to you and your employer. In time, you will become more proficient at
recognizing the difference between the information which is valuable and that
which is not.
4.5 The Poor Performer
Each of your subordinate is an individual, and each will develop and

learn at his own individual rate. It’s the ones who develop slowly that we’re
considering here. You will find some guards who just can’t seem to do things
right no matter how often you explain them. The poor performer can cause a
lot of problems for his supervisor.
Generally speaking, people perform poorly either because they don’t

know the correct way to perform, or because knowing the correct way to
perform they still do not care enough to do things right. Except in very rare
cases, you can correct a deficiency in knowledge through your training. But it’s
difficult or impossible to correct a deficiency in interest.
It’s important that you learn to recognize the person who is not
interested in so that he can be removed from the organization as soon as
possible. You’re only wasting your time and your employer’s money by delaying
the inevitable.
Before dismissing the poor performer, however, it is important that you

advise him that his performance is not acceptable. You must give a warning to
the employee. You must tell the guard what he is doing wrong. And, you must
give him the opportunity to correct his performance, usually a probationary
period after which the guard’s performance will be reviewed again.
In addition to telling the subordinate the ways in which he must

improve, you must also tell the guard what will happen if he does not improve.
If you intend to dismiss the guard, he must be told that he will be dismissed.
Its best that you give the guard a written notice of his weaknesses and that a
copy of this notice is kept in the guard’s personnel file.
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If the guard does not make the required improvements during his
probationary period, then you must take the action which you indicated would
be taken. Justice delayed is justice denied.
4.6 Disciplinary Problems
Early in your supervisory career, you will find that disciplinary actions
are one of the methods which you must use in order to enforce the rules which
have been established by your employer. Your guards may test you at first,
trying to determine if you will be a strict enforcer of the rules, or a push over.
We’re not suggesting that you have to be a fanatic about enforcing the
rules. But, you will have established a reputation for being both firm and fair
from the very beginning. The manner in which you handle the first few
disciplinary problems which you face will be watched very closely by all of
guards. It’s important that you don’t let too many infractions of the rules occur
before you take some action to enforce them. If you do, you will find it difficult
to enforce the rules when you finally decide to enforce them. Your guards will
say, “It’s not fair, because yesterday you let us do it, and today you won’t.”
In enforcing the rules, you should follow similar procedures to those you
studied for dealing with poor performers. When someone breaks the rules, you
must act promptly. Here again, justice delayed is justice denied. You must
inform the person that he has broken a rule. For first offenses, you will
normally merely inform the person of the offense and tell the person what will
happen if the rule is broken again.
If the rule is broken again, it is important that you do just what you said
you would do. Consistency is essential. You might issue a written reprimand,
suspend, or dismiss the guard, depending upon the number of warnings he
has received and the nature of the offense.
Before dismissing a guard for violations of the rules, it’s important that
the guard receive notice that he will be dismissed if further infractions occur.
There may be some rules established by your employer where dismissal is
automatic even for a first offense. Working under the influence of alcohol or
narcotics is frequently grounds for such a dismissal. In these cases, every
guard is given notice that this action will be taken as soon as he is hired. But
will be dismissed if he breaks the rule again.
4.7 Morale Problems
One of the dangerous things about morale problems within the

organization is that they are often difficult to detect by members of the group.
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Frequently, someone outside your company may detect trouble before you can.
By the time someone inside the organization notices the problem, things may
have gotten out of hand.
Here are some of the indicators that a morale problem may be developing
among the people you are supervising:
1. High rates of absenteeism. Highly motivated workers attend work

regularly. When absenteeism rates start increasing, it’s a strong
indication of a developing problem.
2. High turnover. Employees who like their jobs hold onto them. Increasing
employee turnover is another strong indicator that problems are
developing in your guard force.
3. Poor physical appearance of subordinates. When people stop caring about

their jobs, their personal appearance frequently shows it. You can expect
wrinkled uniforms, un-shined shoes and poor personal hygiene when
moral drops.
4. Increase employee grievances. Excessive complaints and friction in your

organization are other indicators of morale problems.
5. Comments from outside. Finally, you should listen to people outside of

your organization for any indications that they have noticed a morale
problem among your guard.
6. If everyone is always frowning and looking unhappy, there may be a

problem in your work force.
It is important that you keep yourself alert to these indicators. Take an

objective look at your guards frequently and try to spot morale problems before
they get out of hand.
Solving Moral Problem
What to do about morale problems will be one of the most difficult

challenges you will face as a supervisor. How can you build a spirit of team
cooperation among the people you supervised? You will have to find out your
answer to this challenge based upon your own personality and the
personalities of the people you supervise. Here are some suggested things
which you can do to find some of these answers to this challenge.
Get to know the people who work for you personally. Motivate your
subordinate who has a morale problem. The fact that you care enough about
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each of your subordinates to get to know him personally will be a strong force
in building morale within your employees. This doesn’t mean that you should
become involved in the personal problems of your employees. It merely means
that you should know each as an individual.
1. Set High Standards
You can improve the morale within your department or agency by setting
high standards for yourself and the people who work for you. There are few
things which build morale better than a feeling of accomplishment. Set high
standards and encourage your subordinates to meet them. The feeling of
accomplishment which they get from meeting these standards will be a real
morale builder.
High standards have a tremendous impact upon any organization. They

build a sense of pride in being a part of a first-class team. Low standards, on
the other hand, often encourage sloppy attitudes and poor work performance.
Morale drops because everyone is working with a losing team.
Setting high standards means setting for yourself as well as for the people
you are supervising.
1. You must set the example.

2. You must look good, work hard, and show pride in your work yourself.
3. You must be able to take criticism about your work from others
objectively.
4. You must constantly strive to do a better job yourself.
As you insist upon high standards in the people you supervise, don’t be
afraid to point out things which your employees are doing wrong, and to
suggest ways in which they can improve. Surely, you must use fact and be
constructive in your criticisms, but, it is far better to point out errors than it is
to ignore them. Be frank and open with your criticisms, but do your criticizing
privately. Never criticize an employee in public or in front of another employee.
Most experienced supervisors agree that when they have had problems
with an employee who did not perform up to expected standards, it was
because the supervisor and did not spend enough time telling the employee
what he was doing wrong, and suggesting the means for improvement. Do not
let your employee slip into mediocrity. Constantly insist upon high standards
among your subordinates.
2. Be Loyal to your Employees

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Another important factor in building morale among your guards is your

attitude towards them. In order to expect their loyalty to you:
1. You have to be loyal to them.

2. Get into the habit of listening to your employees.
3. Listen to their criticisms of you and listen to their suggestions.
4. If an employee has a good idea, make sure that your guard gets credit for
it.
When you became a supervisor, you became responsible for the people
who work for you. Any employee who does a good job should be able to feel
confident that you will go to a bat for him if he needs your help in order to get a
fair deal from your employer. This sounds easy, but it is not. It is often difficult
to be responsible to both your manager and your employee’s simultaneously,
yet, you must never forget your loyalty to your employees. It is essential to
building good employee morale.
You can show loyalty to your employees by giving them credit for the
accomplishment of your department or agency. If you are the kind of boss who
takes all of the credit for himself, you are going to destroy the morale of your
employees. Praise you’re your employees publicly for the jobs that they do. Let
them feel the joy of accomplishment.
3. Motivation through Leadership
The most powerful tool which you can use to improve the morale within
your security department and to build good employee work attitudes is the
example that you set will do far more to influence your guards than anything
that you say or do.
In an organization where leadership is strong, employees have the feeling

that the organization is “moving.” They know that they will be rewarded for
doing their job well and they know that they will be disciplined for not doing
them well. There is an over-all tone of vitality and aggressiveness in the
organization.
This is one of the most difficult things for the new supervisor to accept.
You are not responsible for only yourself any more. Every action that you take,
every attitude that you display and every word to do that you say will have its
effect upon the people that you supervise.
In the final analysis, it is you who must build the enthusiasm which will
make your employees want to do better, and in order to do that you must have
this enthusiasm yourself.
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“The difference in actual skill and ability and intelligence between those
who succeed and those who fail is either wide or striking, but, if men are nearly
equally well matched, the man who is enthusiastic will find the scales tipped in
his favor, and the man of second-rate ability with enthusiasm will often
outstrip one of first-rate ability without enthusiasm. Primarily, enthusiasm
means believing in your work and loving it. To an enthusiastic man, his work is
always part play, no matter how hard and demanding it may be.”
4. Rate Yourself as a Supervisor
As you continue with your supervisory career, it is good idea to sit back
periodically and try to rate yourself as objectively as possible. Consider your
strong points along with your weak points. Which of your supervisory roles do
you carry out best? Where do you need improvement?
We are listing ten questions which you should ask yourself when you sit
down to rate yourself as a supervisor.
1) Do I put profit results ahead of other objectives?
Every time that you are called upon to make a decision, do you ask
yourself this question, “What will be best for my employer’s profit
picture?
2) Do I take ideas as well as I give them?
Are you as enthusiastic about the ideas which your subordinates give to
you as you want them to be about your ideas?
3) Do you let your guards get some of the credit, or do you take all of it for
yourself?
The boss who insists on keeping the spotlight on him is likely to hide
some of his employees in the shadow.
4) Do I motivate people or do I manipulate them?
Do you encourage your employees to do well, or do you use them for your
own gains?
5) Do I encourage my employees to develop new and better ways of doing

things?
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You must always draw the line between innovation and making
authorized changes, but you should at least encourage suggestions for
improvement.
6) Am I working for myself and my men alone, or am I working for the whole
company?
Frequently, it is easy to become so committed to your own job and your

own employees that you lose sight of the larger goals of the organization.
7) Do I spend enough time with my subordinates, or do I tend to get tied in my

office?
Many supervisors find that the details of report writing and record
keeping take up an increasingly large amount of their time. Make sure
that your office routine is not keeping you from giving your guards the
attention that they need.
8) Can I criticize myself?
In many ways, this entire training program has attempted to help you to
see yourself. You are the key to success in your supervisory career. But,
you must be able to criticize yourself with the same frankness that you
display in criticizing your guards.
9) Do I think through and around my problems – or about them?
It is important that you make an effort to analyze each problem that you
find in order to find all of the alternative solutions. Are you so narrow in
your thinking that you can only find one way of doing things? If so,
there’s a good chance that you may overlook some of the better solution
to your problems.
10) Do I succeed in building enthusiasm?
This if the final and most important question which you must ask. Each
of these questions is important, but, your attitude in asking them of
yourself is far more important. Make a sincere effort to rate your own
performance. Then, make an equally sincere effort to improve it.
5. Continue Your Training
You need to continue your training in order to set an example for the
employee that you supervise. You know that they need training in order to
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succeed in their jobs, yet, you can’t expect them to be enthusiastic about
learning, unless you are enthusiastic about learning yourself.
Ask your manager for any magazines or books which your department or
agency may have relating to security. Look in your local library. Find out if
your local college, community college, or vocational school has any courses in
security. You may want to enroll in them yourself, or you may want to
encourage your guards to enroll.
Learn something new each day of your professional life. This will be an
excellent example to set for your subordinates, and it will help you to continue
to grow in your career.
Activity 10
Undesirable Traits Solutions

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Instructions: Come up with a Team of ten (10) members and discuss the
effects of the Undesirable Traits listed below and suggest solutions to address
the said traits. Write your answer legibly. You are given ten (10) minutes only.
Two (2) points each
Undesirable Traits Effects on Solutions/Suggestions

Subordinates
1. Exploiting people
2. Politicking – currying favors
3. Running people down
4. Being unwilling to change
5. Blaming others for your
mistakes
6. Being critical of others
7. Taking credit for ideas or
achievements of others
8. Thinking only, yourself.
What’s in it for me?
9. Spreading rumors and
gossiping
10. Forcing your ideas and
opinions on others
11. Being jealous
12. Making excuses for
everything you do
13. Avoiding or not being
able to see other people’s
point of view
Corrected by:
___________________________________
Chapter 6
DECISION MAKING
This chapter presents a brief in introduction of decision making

regarding value-based decision making, types of Problems and Decisions,
stages in Decision-making, values and culture, values and administrative
dilemma, and best practices in decision-making.
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Learning Outcomes

1. define value based decision making;
2. discuss when, why and how to use value based decision making;
3. explain the types of decision making and how to solve administrative
dilemma; and
4. role-play the parliamentary procedure.
A. CONCEPTS OF VALUE-BASED DECISION MAKING
What is Agenda (or Order of Business)?
Agenda is referring to the regular program of procedure of an

organization.
What is Amend?
Amend is a motion by addition, deletion, or in any other way.
Who is Chair?
Chair is the Chairman or presiding officer. "Addressing the Chair" means

speaking to the presiding officer. Being "Recognized by the Chair" means being
given permission to speak further.
What is Commit?
Commit refer to a committee.
What is Committee of the Whole?
Committee of the whole is the meeting, on a motion duly made, may

"resolve itself into a committee of the whole." This means that the meeting is
officially discontinued while everyone remains and becomes a member of a
large special committee, which includes everyone present. A special chairman
is appointed to preside over the committee.
What is Division?
Division refers to those entire voting stands in separate "for" and

"against" groups.
What is Division of Question?

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Division of question is a separate a motion into different parts that are

considered individually.
What is Floor?
Floor is the privilege of speaking before the assembly.
What is Indefinite Postponement?
Indefinite postponement is the object is not merely to "postpone" but in

effect to reject the motion.
What is Informal Consideration?
Informal consideration is when a member moves for "informal

consideration," and the motion is adopted, the meeting lays aside formal rules,
and allows each committee member to speak on the subject under
consideration.
What is Motion?
Motion is a formal proposal to a meeting that it take certain action.

Statement of ideas.
What is Order?
Order is an expression of the will of the assembly, in the form of a

command.
What is Order of the Day?
Order of the day is a motion to drop the present discussion, and that the
chairman announces the next matter to be taken up in accordance with the
organization’s customary business routine.
What is Parliamentary Inquiry?
Parliamentary injury is an investigation to determine the proper course of

procedure.
What is Privilege?
Privilege is the rights of the meeting in connection with matters of

physical comfort or ineligibility or misconduct of a member in the meeting.
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What is Question?
Question is a proposition or motion that has been placed before the meeting for
action by the chairman. To "move the question" is to demand that the
chairman take a vote on the current motion.
What is Resolution?
Resolution is an act of the assembly that declares facts, expresses

opinion, but does not command.
What is Suspension of Rules?
Suspension of rules is to allow something to be done that would otherwise

violate the meeting rules, but is not in conflict with the constitution or by-laws,
or with the fundamental principles of parliamentary law.
What is Table?
Table is to delay action on a motion.
What Is Value Based Decision Making
 Value-based decision making is a method for making critical

organizational decisions in an informed and timely manner. Use this tool
to identify the most critical decisions you face, determine when to decide,
and figure out what information you need to best make those decisions.
 Because critical decisions often directly affect the value generated or lost
by an organization, it is helpful to organize the necessary information in
the form of a value model; this model can be created in a collaborative
manner and revisited when the team gets new information. The graphic
below shows the value model, including how it organizes the key
information needed for decision making.
When to Use Value Based Decision Making
Value-based decision making is appropriate when tackling the following

tasks:
 Determining which products to enhance, maintain at the current status,

or stop supporting,
 Determining which initiatives to start,
 Determining which initiatives to continue,
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 Determining which initiatives to stop.
Why Use Value Based Decision Making
 Without value models, you risk deciding in favor of something that does
not generate business value or deciding against something that does.
 Value models provide a clear advantage over the traditional decision
making models. Value models include a number of factors beyond just
cost and benefit and are based on delivering value to the marketplace,
thereby making the organization better in a meaningful way.
How to Use Value Based Decision Making?

Follow these steps to implement value based decision making:
 Identify the critical decisions facing your organization that warrant an

extra bit of scrutiny and analysis. Select decisions where the effects of a
decision outweigh the costs incurred to reach it using this approach.
 Determine when these decisions need to be made. This time frame is
usually based on when options become no longer available, or when the
cost of a delayed decision outweighs the value derived from making the
decision.
 Determine the information required to make an informed decision. Define
the purpose, considerations, costs and benefits.
 Use the time until the decision needs to be made to gather the
information identified in step 3. Organize this information in the form of
a value model so that you are able to revisit your decision when the
inputs change.
 When you have gathered all of the necessary information, or when the
time to decide arrives, make the decision based on optimal value delivery
to the marketplace.
 Implement the decision as effectively and efficiently as possible.
 Repeat the decision-making process regularly, especially when conditions
change.
Caveats and Considerations
 Better decisions are a conversation, not a number. The output of a value

model will likely not be a number or a calculation. Instead, the model
results are a conversation about the various factors that go into making
a better decision.
 The value that your decision generates is based partially on how well
you align your decision with the purpose. If you need to close a gap in
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one of your mission-critical activities, your decision should not attempt

to create differentiation. If you need to use an activity to grow market
share and gain new customers, your decision should not be satisfied
with reaching parity.
Types of Decisions
1) Operational decision – This is concerned with how, the different

functions of the organization, such as marketing, production, finance,
etc. will contribute to its strategic plan.
2) Strategic decision – The decision at this level is likely concerned with

the scope of the organization’ activities.
3) Routine decision – This is an ordinary on a wide range of issues. The

decisions are left to one person, usually the leader.
4) Urgent decision – This is a decision intended for some problems that

occur rapidly and may cause serious consequences if not dealt with
urgency.
5) Problematic decision – This decision must be taken when a difficulty

has emerged and there is no obvious solution. Experts from outside the
team may be called to give advice.
6) Consultative decision – This s a decision that involves those who are

affected by the results of the decision. Consulting other people from
outside the organization means inviting others to serve as consultant.
B. STAGES IN DECISION-MAKING
1. Needs awareness
2. Problem identification
3. Possible and Probable Causes Identification
4. Designing Alternative Solution
5. Evaluation
6. Choosing an Alternative Solution
7. Implementing a Decision
8. Analyzing feedback
9. Making necessary adjustment
C. VALUES AND ADMINISTRATIVE DILEMMA
What is VALUES?
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The basic and fundamental beliefs that guide or motivate attitudes or

actions. They help us determine what is important to us. It describes the
personal qualities we choose to embody to guide our actions; the sort of person
we want to be; the manner in which we treat ourselves and others, and our
interaction with world around us. It is our guiding principles of our life. Our
values serve us markers to tell if life is heading in the right direction.
Why do we need values?
Guide us in the right path. Help us to choose right work. Bring

satisfaction in our work. Develop character. Sustainable growth, preserve
culture and heritage. Promote peace and harmony.
What is Administrative Dilemma?
Implies applying general moral rules to specific sphere of human

relations, that is to say administrative relations. Ethical themes are most often
discussed within the parts of administrative law or philosophy of law.
Why do we need Ethics and Values in Public Administration?
Ethical concerns and dilemmas in government and private institution

Bureaucrat has discretionary powers, therefore he must be provided with
guiding principles to prevent abuse of power. Enable them to become
responsive to people. Help him to take shortcut to arrive at right decision.
What is Ethical Reasoning and Moral Dilemmas?
Ethical Reasoning – pertains to right and wrongs of human conduct.

Each person has standards that are defined by their personal values which
come into play when the person faces certain dilemmas of decisions.
Commonly, ethical differences occur as a result of individual interpretation of a
subject or event, or may be political or religious in nature.
Ethical Dilemmas – A complex situation that often involved an apparent mental
conflict between moral imperatives, in which to obey one would result in
transgressing another.
Some Reasons for Ethical Dilemmas:

 Personal cost
 Professional vs. Personal stand
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 Right vs. Right
How to Resolve Ethical Dilemmas?
Can be resolve by altering and reformulating all the options available in a

systematic and coherent manner. It is advisable to make lexical order or
sequence of logical reasoning sets to deal with dilemmas. Example: Rule of Law
What is Conscience and how it acts as Source of Ethical Guidance
Conscience – an aptitude, intuition or judgement that assists in

distinguishing right from wrong.
 In psychological terms, it often described as leading to feelings of
remorse when a human commit actions that go against his moral values
and feelings of pleasure and well-being when our actions, thoughts and
words are in conformity to our value systems.
 Conscience can act as source of ethical guidance through “Inner Voice”
wherein this is important especially in democracy as it has multiple
stakeholders such as citizens, NGOs, corporates to be administered by
the politicians who are elected by them only but at individual level, every
person has conscience which helps them to take important decision.
Thus, it can act as strong tool to evade away the individual self-centered
thinking.
Examples:
1. Political Level – Conscience can help in reducing corruption, nepotism and

profit seeking behavior. Thus protect them to act benevolence of society at
large and uphold the constitution principles. At every decision they should
keep in mind that they were elected to serve the citizens and not to serve
their own needs and greed’s.
2. Bureaucrat Level – the crisis of conscience is important whether to just

mere follow the orders from superior are v/s to follow the right path of
judgment. They inherent voice of serving the nation maintaining the highest
standards of integrity and probity is important as they are link between
citizens and politicians.
3. Citizen Level – Collective and individual conscience of citizens is very

important because it defines the existing society conditions. (e.g. keeping
surrounding clean, actively participating in elections, dissent to
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undemocratic principles). Thus adhering to it will also curb mob injustice

such as riots and lunching of criminals.
Values and Governance
Good Governance is characterized by 8 major values:
1. Rule of Law – good governance fair legal frameworks that are enforced
by impartial regulatory body, for the full protection of stakeholders.
2. Transparency – means that information should be provided in easily

understandable forms and media that it should be freely available
directly accessible to those who affected by governance policies and
practices, as well as the outcomes resulting therefrom and that any
decisions taken and their enforcement are in compliance with
established rules and regulations.
3. Responsiveness – good governance requires that organizations and their

processes are designed to serve the best interests of stakeholders within
a reasonable timeframe.
4. Consensus Oriented – good governance requires consultation to

understand the different interests of stakeholders in order to reach a
broad consensus of what is the best interest of the entire stakeholder
and hoe it can be achieved in a sustainable and prudent manner.
5. Equity and Inclusiveness – the organization that provides the

opportunity for its stakeholders to maintain, enhance, or generally
improve their well-being provides the most compelling message regarding
its reason for existence and value to society.
6. Effectiveness and Efficiency – Good governance means the process

implemented by the organization to produce favorable results meet the
needs of its stakeholders, while making the best use of resources
(human, technological, financial, natural and environmental) at it is
disposal.
7. Accountability – is a key tenet of good governance that is accountable

for what should be documented in policy statements. In general, an
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organization is accountable to those who will be affected by its decision

or actions as well as the applicable rules of law.
8. Participation – participation by both men and women, either directly or

through legitimate representatives is a key cornerstone of good
governance. Participation needs to be informed and organized, including
freedom of expression and assiduous concern for the best interest of
organization and society in general.
Values that Characterized Good Governance
 Encouraging participation, listening to others and consensus oriented

 Abiding by law
 Accountability
 Equity and inclusiveness
 Responsive to people
D. Best Practices in Decision-making
The Nature of Decision Making
Making effective decision, as well as recognizing when a bad decision has

been made and quickly responding to mistakes, is a key ingredient in
organizational effectiveness.
Some, expert believe that decision making is the most basic and
fundamental of all managerial activities.
Decision making is most closely linked with the planning function.
However, it is also part of organizing, leading, and controlling.
Process of Decision Making
Sometimes effective decision must be made to;
OPTIMIZE – some set of factors such as profits, sales, employee welfare

and market share or
MINIMIZE – loss, expenses or employee turnover or Select best method
for going out of business, or terminating a strategic allegiance.
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Managers make decisions about both problems (undesirable situation)

and opportunities (desirable situation)
It may take a long time before a manager can know for sure if the right
decision was made.
Types of decision making
Collect
Democratic
Autocratic
Consensus
Steps of decision making
Prioritize which decisions to focus on.

Collect available facts/information.
Use good process and frameworks/tools.
Proactively avoid bad decision
Consider the effect of misaligned incentives that may have an effect.
Apply ’second-order thinking (ask’ and then what? And consider what
and who this decision will affect and then how)
Importance of Decision
Better utilization of resources

Business growth
Achieving objectives
Facilities innovation
Motivates employees
Solving problems in management
Teamwork
E. PARLIAMENTARY PROCEDURE
INTRODUCTION
The 11th edition of Robert’s Rules of Order, Newly Revised, is the eleventh
edition of the manual that the people of this country have looked to for 135
years as the authoritative statement of parliamentary law and the basic guide
to fair and orderly procedure in meetings.
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The 11th edition of Robert’s Rules of Order, Newly Revised, is the only
currently authoritative volume to contain what is now the complete Robert’s
Rules of Order subject matter as finally developed by the original author,
General Robert, and those who have worked after him.
Among the more important areas of revision in the 11th edition of Robert’s
Rules of Order are:
• More detailed treatment of removal of officers and trials as well as expanded

provisions on remedies for abuse of authority by the chair in Chapter XX.
• Revision of the content of modified parliamentary rules in small boards and
committees.
• A new subsection on “electronic meetings.”
• Clarification of the rules governing the ways in which business can go over
from one session to a later one.
• A new subsection on challenging the announced results of elections and more
precise rules on the retention of tally sheets and ballots.
• More precise delineation of the motions in order in the absence of a quorum.
• Clarification of what rights members have to inspect records of the assembly,
boards and committees. • Provision permitting notice to be sent by electronic
communications, such as e-mail or fax, to members who consent. Please refer
to the Preface of the 11th Edition of Robert Rules of Order, Newly Revised, for
additional important points which are included in the revision.
MEMBERSHIP – PRIVILEGES AND RESPONSIBILITIES
No organization can exist without members. The qualifications for membership,

which are determined by the organization, should be clearly stated in its
governing rules (charter, constitution and/or bylaws). Some organizations
define in their governing documents different classes of membership, not all of
which include full participation in the proceedings of the organization;
however, the term “member” in this handbook refers to a person who has full
participating rights. When one joins an organization, one enters into a
“contract of membership” with the organization. Should the member feel that
change is necessary, it should be brought about by working fairly through the
proper channels within the current rules. 4 Membership carries with it
responsibilities as well as privileges, and where these are peculiar to the
organization, they should be defined in its bylaws. However, it is neither
necessary nor advisable to encumber bylaws with a list of privileges and
responsibilities that are common to members of all organizations. Such a list of
generally accepted privileges and responsibilities of membership should
include, but should not be limited necessarily to, the following:
A. Privileges
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1. To attend meetings.
2. To make motions and enter into debate.
3. To vote.
4. To nominate when appropriate.
5. To be a candidate for office when requested.
6. To insist on the enforcement of the rules of the organization and of
parliamentary law based on Robert’s Rules of Order, Newly Revised, or other
adopted authority.
7. To review official records of the organization, including the most recent
governing document and the minutes of previous meetings.
B. Responsibilities
1. To promote the object and purposes of the organization.
2. To comply with and uphold the organization’s governing rules.
3. To attend meetings regularly and punctually.
4. To give one’s undivided attention to the business as well as the program of
the meeting.
5. To abstain from acts or remarks outside the meetings that will in any way
interfere with the work of the organization and/or its officers.
6. To hold office when requested.
7. To perform conscientiously any duty assigned and accepted in the
organization.
Keys to Being a Good Member
Attends meetings regularly and arrives on time.
• Speaks up during the meeting, bringing out important points and

contributing from one’s own experiences.
• Learns to be brief, because brevity wins the goodwill of other members.

Refrains from being technical or more strict than is absolutely necessary for
the good of the meeting.
• Participates with good humor; brightens up the meeting and makes way for
differing viewpoints.
• Faces opposition without taking offense or feeling there was personal

criticism where none was intended.
• Serves willingly to the best of one’s ability, thus gaining experience with each
added duty.
• Confines oneself to the question before the assembly and avoids personalities.
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• Practices correct parliamentary procedure.
MEETINGS
Types of Meetings
All organizations conduct their affairs through meetings. Regardless of format,

meetings are one of the following types.
1. Regular Meetings – Meetings for which the time and place are usually
prescribed in the bylaws or standing rules.
2. Special Meetings – Meetings called for transaction of a special item of

business. Procedure usually defined in bylaws.
3. Annual Meetings – Meetings scheduled for hearing reports, election of

officers, amending rules and such other business as may need to come for
information of members at the close of the organization year.
3. Electronic Meetings – A group that holds an official meeting by alternative

means – that is, other than as a single gathering in one room or area – does not
lose its character as a deliberative body as long as the meeting provides, at a
minimum, a condition of opportunity for simultaneous aural communication
among all participating member’s equivalent to those of meetings held in one
room or area.
Bylaws must have provision to allow for conducting an electronic meeting. If

done by teleconference, it must be done in a way that allows all participants to
hear each other simultaneously, and if done by video conference, they must be
able to see each other as well. Special rules of order and standing rules should
be adopted with specific details how each par ticipant will be recognized and
given the floor. (RONR, p. 97-98)
Procedure for Small Boards
A small board is defined as one where there are not more than about a dozen
members present. All of Robert’s Rules of Order apply as far as practicable,
with certain exceptions. Best to adopt rule on procedure followed, otherwise it
is “assumed” small board will be followed. Should not “flip-flop” between large
and small board procedures at will but suspend rules to change procedure if
necessary.
• Members may raise hand instead of rising to obtain the floor.
• Can be seated while making motions or speaking.
• Motions do not need to be seconded.

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• There is no limit to the number of times a member can speak to a debatable

Question.
• Motions are still in order to close or limit debate, including limiting times one
can speak on a motion.
• Appeals are debatable under the regular rules. – Can speak only once in
debate. – Chair may speak twice in debate.
• Informal discussion of a subject is permitted while no motion is pending. A

vote can be taken without a motion, if everyone is perfectly clear.
• Unless there is unanimous consent, all actions must be approved by vote.
• Chair must restate motion before voting.
• Best to take vote by show of hands.
• Chair does not need to rise while putting the question (calling for the vote).
• Chair can speak in informal discussion and in debate.
• Chair can vote on all questions
• Footnote to actual rules (not in actual text of rules) – Informal discussion can
be initiated by chair. – Chair can submit proposals. – Chair can make a
motion. (RONR, p. 487-488)
Order of Business and Agenda
An Order of Business is essential to all meetings in which business of the

organization is transacted. It assists the presiding officer and members in
proceeding in an orderly way, maintains continuity in the transaction of
business and establishes priorities for items of business.
Orders of Business should not be included in the bylaws since the bylaws may
never be suspended. The Order of Business should be spelled out in the
standing rules or the parliamentary authority. It is recommended that every
group adopt a parliamentary authority as a guide. Robert’s Rules of Order,
Newly Revised, is the most widely accepted authority in both deliberative and
legislative assemblies.
An Order of Business differs from an Agenda. The following set forth the basic
components of both.
Order of Business:
The basic outline of the business proceedings.

1. Call to order.
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2. Reading and approval of the minutes.

3. Reports of officers, boards, standing committees.
4. Reports of Special Committees (committees appointed to exist until they
have completed a specified task or been discharged).
5. Special Orders matters which demand special priority).
6. Unfinished Business (never referred to as “old” business), which deals with
matters previously introduced but not completed.
7. New Business (to bring a new matter before the organization for discussion).
Order of Business and Agenda 7
Agenda: A schedule of the order of business, noting details. These details

indicate items of business, reports, programs, appointments, resolutions and
such other specific features as the presiding officer may need to ensure an
orderly and courteous transition from item to item in the conduct of business.
Careful preparation of an agenda requires familiarity with the rules of the
organization, both local and parent, parliamentary practice, minutes of the
previous meeting, a calendar of events and commitments, records of adopted
policy, the roster of members and names of officers and chairmen.
In a large meeting or a convention, it is important that the agenda be well

planned and that each member of the entire session be timed accurately and
spaced in efficient and attractive sequence.
Procedure for Order of Business
The following procedure for an order of business is suggested.
1. Call to Order Presiding officer raps the gavel once and announces, “The
meeting will come to order.”
2. Opening Ceremonies (optional)
3. Roll Call (usually only necessary to establish a quorum and is optional)
4. Reading and Approval of the Minutes Chair: “The Secretary will read the
minutes”; following the reading, the Chair will ask, “Are there any corrections
to the minutes?” (Additions and omissions are corrections, therefore not used
in this question.) If there are none, the Chair says, “The minutes stand
approved as read.” If there are corrections, they are usually made by general
consent and the Chair says, “The minutes stand approved as corrected.”
5. Reports of Officers, Boards and Committees Chair: “The Treasurer will now
report.” Following the report, the Chair will ask, “Are there any questions on
the Treasurer ’s Report?” If there are no questions, the Chair says, “The report
will be filed for audit.” (A Treasurer ’s Report is never adopted.) Officers who
126
have reports will be called on in proper order. The presiding officer should
know in advance who is prepared to report.
6. The Board or Executive Committee may be empowered to transact business.

The action taken is read by the Secretary for information as a Report of the
Board. If the Report carries a recommendation, action may be taken at the time
of the Report or under New Business.
7. Standing Committees are usually called upon in the order in which they are
listed. The Chair should know in advance who is prepared to report. If the
Report is for information only, no action is taken; if the report brings a
recommendation, action may be taken at this time or under New Business.
Action on the report is moved by the reporting member.
8. Special Committees are usually called on in the order in which they were
appointed. If the Report is given for information, no action is taken; if the
Report brings a recommendation, the reporting member may bring the
recommendation for action at this point or under New Business.
9. Unfinished Business is business postponed or referred by motion or left

unfinished from the previous meeting as recorded in the minutes (not referred
to as “old business”).
10. New Business may be introduced by the Chair or by any member. The
Chair will ask, “Is there any new business?” at which time there is an
opportunity to bring new items of business by motion or resolution.
11. Program (If there is a planned program, the schedule should be optional.)
12. Announcements
13. Adjournment – The Chair asks, “Is there any further business to come
before the assembly?” If the Chair hears none, the Chair may declare the
meeting adjourned; however, a motion may be made to adjourn the meeting,
requiring a second to the motion and a majority vote. The meeting is not
adjourned until the Chair declares it adjourned.
MOTIONS
A motion is a proposal to bring a subject to a group for its consideration and

action. Motions are not all the same. They fall within certain classes, and some
take priority over others. The following explains these classes of motions.
Classes of Motions
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1. Main Motions: A main motion is a motion whose introduction brings before

the assembly a question or business for con sideration when no other
business is pending. Only one main motion can be considered at a time, and
no other main motion may be introduced until the first one is disposed of in
some manner.
2. Subsidiary Motions: Subsidiary motions assist the assembly in treating or

disposing of a main motion. Since they relate to the question before the house,
it is in order to propose a subsidiary motion when a main motion is still before
the assembly. The vote on the subsidiary motion is taken before the action is
taken on the main motion. (See chart of motions and RONR, p. 62.) Motions
Classes of Motions
3. Privileged Motions: Privileged motions do not relate to the pending business

but deal with special matters of immediate and overriding importance.
Privileged motions may interrupt debate before the assembly. (See chart of
motions and RONR, p. 66.)
4. Incidental Motions: Incidental motions are motions incidental to another

motion pending or incidental to other business at hand, such as suspending
the rules or closing nominations. (See chart and RONR, p. 69.)
5. Motions That Bring a Question Again Before the Assembly: These motions
bring a question that has already been considered by the assembly back before
the assembly, as in the case of the motions to rescind or take from the table.
(See chart and RONR, p. 74.)
Making a Motion
To properly make a motion, the following procedures are followed:
1. Member rises and addresses the Chair. “Mr. /Madam President or

Chairperson.”
2. Chair recognizes the member.
3. Member: “I move that __________ (states motion).”
4. Second to motion (not necessary to stand). “I second the motion.” If the
motion comes as a recommendation from two or more members, the motion
does not need a second.
5. Chair states motion: “It has been moved by (name) and seconded that
__________.”
6. Discussion: If the motion is debatable, every member has the right to debate;
the Chair refrains from debate while presiding. The Chair carefully determines
the order in which members are recognized to speak, giving first opportunity to
the pro poser of the motion. Care should be given to assure that discussion is
related to the question.
128
7. The Chair says, “If there is no further discussion, the motion is __________
(restate motion).”
8. Vote: The Chair says, “All those in favor of __________ (the motion stated) say
‘aye.’ Those opposed say ‘no.’”
9. Result of the vote is stated by the Chair. “The motion is carried” or “the
motion is lost.”
Amending a Motion
To amend a motion is to alter or modify the wording of a motion that has

already been made.
1. Methods of Amending
a. Insert
b. Add (at the end)
c. Strike out
d. Strike out and insert (words only)
e. Substitute (a paragraph) An amendment must be germane to the main
motion; it must relate to the same subject matter.
2. Types of Amendments
a. Primary – an amendment that applies directly to the main motion.
b. Secondary – an amendment that applies directly to the primary amendment
only. No amendment beyond the above is in order, and only one of each may be
made at one time. It is possible to have a motion, an amendment to the motion
and an amendment to the amendment before the assembly at one time.
3. Voting on Amendments
a. Discussion and vote on secondary amendment.
b. Discussion and vote on primary amendment as amended (if amendment
carried).
c. Discussion and vote on main motion as amended (if amendments carried).
Some Most Used Motions
Some of the most often used motions are these. Their purposes are also
explained.
Main Motion – a motion to bring a matter before the assembly for discussion
and action.
Amendments – primary and secondary amendments are to modify or change a

motion. (See “amendments.”)
129
Postpone Indefinitely – to reject a motion or question pending without taking

a direct vote. The effect is to “kill” the main motion.
Refer to a Committee – to delay action; to give more time for consideration or

study of the matter.
Postpone to a Definite Time – to delay action on a proposed question to a

specified time.
Limit or Extend Debate – to limit by decreasing the allotted time or to extend

by increasing the allotted time. (See chart.)
Call for the Previous Question – a motion to determine whether the assembly
will cut off debate and vote at once on the pending question (requires two-
thirds vote).
Lay on the Table – a motion which enables the assembly to put aside a
pending question temporarily; can be brought back by a motion to take from
the table (not intended as a killing motion).
Call for Orders of the Day – a request that the prescribed rules of order be
followed.
Questions of Privilege (Personal and General) – a motion requesting special

privilege for an individual or the assembly.
Recess – to dissolve an assembly temporarily.
Adjourn – to close a meeting officially. Fix
Time and Place to Which to Adjourn – to provide for another meeting (called
“adjourned meeting”) to continue business that was not completed in present
session.
Point of Order – to request enforcement of the rules of order.
Appeal From the Decision of the Chair – to question a decision of the Chair;
an effort to reverse the decision of the Chair on a point of order.
Objection to Consideration – to suppress and prevent discussion of an

undesirable or sensitive question (must be raised before debate begins).
Withdraw – to remove a matter for consideration without a vote upon it. (May
be made by the mover or by permission of assembly.)
130
Take From the Table – to take up a matter which has been laid on the table.
Reconsider – to consider or bring back a matter previously voted. Motion to

reconsider must be made by voter on prevailing side and must be made on the
same day or in the same session.
Rescind – to repeal or annul action previously taken. Requires majority vote

with previous notice, two-thirds without notice.
Ratify – to make legal action taken in an emergency.
OFFICERS
Good leadership and informed membership are directly related to the officers’
knowledge and skillful use of parliamentary procedure and rules of order. The
usage – extent and the diversity – depend on the particular organization. Since
the quality and the effectiveness of an organized group is often determined by
the proficiency of its leaders, choices of officers and other leaders must be
made on the basis of the best qualifications for appropriate positions. Members
and officers should be familiar with functions of their officers, their officers’
qualifications and duties as prescribed by the organization’s bylaws.
The term PRESIDENT or CHAIRPERSON is a title given to the presiding officer

unless a special title is chosen by the organization.
The officers in line to serve in the absence of the PRESIDENT are VICE
PRESIDENTS or VICE CHAIRPERSONS. The SECRETARY is the recording
officer and fills other secretarial duties if there is no CORRESPONDING
SECRETARY. The TREASURER is the custodian of the funds. There may be
additional officers specified in the bylaws, such as Director, Librarian,
Historian and Chaplain, with assigned special duties.
The PARLIAMENTARIAN is a consultant to the PRESIDENT or other members

of the organization and should be appointed by the PRESIDENT.
Qualifications of Officers
President: Should be a good member and know the structure and purpose of
the organization, have the ability to get along well with people, be able to
preside with dignity, have a sense of humor.
Vice President: Should have most of the qualities of the President since the
Vice President acts in the absence of the President.
131
Recording Secretary: Should be prompt and dependable, accurate in work,

possess some skill in the use of words.
Corresponding Secretary: Should be cordial and tactful and understand good

principles of letter writing.
Treasurer: Should have an understanding of good business procedure,

capacity for handling money, some bookkeeping skills and unquestioned
honesty.
Qualifications of the other officers depend on the purpose for which they exist
as defined by the organization and its rules.
Duties of Officers
The general duties of the officers are stated in recognized parliamentary

authority; general and specific duties are included in the bylaws and standing
rules of the particular organization. The following list includes those duties
generally considered important for good performance.
President:
1. Prepare a detailed order of business and agenda for each meeting.
2. Open meetings on time as designated.
3. Conduct the meeting but not dominate it; be firm but courteous.
4. Know the rules of correct procedure and use them skillfully.
5. Exact obedience to bylaws and other rules and policies.
6. Conduct business in a manner that ensures the right of every member.
7. Meet the demands of the office unselfishly. 8. If given the authority, select
chairmen, committees and appointive officers for qualification for the particular
assignment.
9. Leave the chair to debate.
10. Vote as other members in ballot vote; may vote to break tie in voice vote
only.
11. Observe and supervise the basic program of work of the local and the
parent organizations.
12. Where bylaws designate, serve as ex-officio member of committees. (See
RONR, p. 402, #48.)
13. Sign all necessary orders, reports or financial transactions as defined in the
rules of the organization. 14. Acquire and use all tools necessary to the
conduct of the office. (Bylaws and other rules of the group and parent
organization; a copy of recognized parliamentary authority; appropriate
handbooks, yearbooks, publications, list of officers, chairmen and members.)
Vice President:
1. Preside in the absence of the President.
132
2. Assume such other positions of responsibility as may be designated in the

bylaws or otherwise prescribed.
3. If the bylaws so indicate, fill a vacancy in the office of President. Vice
Presidents, where there be more than one, assume duties in the order of their
office (1st V Pres., 2nd V Pres., etc.)
Secretary:
1. Keep a precise permanent record of the proceedings called minutes.
2. Keep a file of reports.
3. Prepare a list of unfinished business for the President.
4. Have for ready reference in meetings minutes, bylaws and policy references,
roll of members, other pertinent lists.
5. Take accurate notes of proceedings and transcribe them into permanent
form immediately following the meeting. Request that complicated motions be
provided in writing, signed by the maker of the motion.
6. Write minutes in brief, carefully worded sentences.
7. Sign minutes with the name used in the membership roster (no “respectfully
submitted”). When approved or corrected, initial or sign with date of approval.
Write corrections in the margins.
8. Send a copy of minutes to the President within a reasonable time.
9. Read correspondence if there is no Corresponding Secretary; read reports of
absentee members.
10. Present recommendations of the Board or Executive Committee. The
Secretary may make motions, debate and vote.
11. Sign with other officers official papers and documents as prescribed.
12. Call a meeting to order in the absence of the presiding officers and preside
over the election of a temporary Chair.
Treasurer:
1. Be custodian of all funds.
2. Receive funds systematically and according to the rules.
3. Deposit all monies in such financial institutions as may be approved by the
organization or its Board. 4. Disburse funds as designated and keep a schedule
of payment obligations.
5. Expend only on proper authority.
6. Keep an accurate account and make such reports as may be desirable. Be
prepared to have books audited, and deliver records to successor on time.
7. Include in the report the balance at the beginning of the period, receipts,
disbursements and balance on hand at close of period. The Treasurer ’s report
is never adopted; it is referred for audit or placed on file.
8. Provide copies of the report to the President and the Secretary.
9. Where large amounts of money are involved, the Treasurer should be bonded
for protection of the officer and the security of the organization.
Parliamentarian:
133
1. Have a thorough knowledge of correct parliamentary procedure for

conducting meetings and interpreting the rules of the organization.
2. Serve as an “advisor” to the President at the discretion of the President and
other officers or members on matters related to the organization.
3. Give “opinion” or “advice” not a “ruling” since the Chair rules.
4. Serve as a consultant to committees on rules, bylaws, elections, resolutions.
Other Officers: Duties of other officers should be carefully described in bylaws

or rules according to the needs of the organization and its parent body.
Specialists and Consultants: Many organizations depend on the guidance of

persons qualified to give leadership in special fields and to teach certain skills.
These may be provided for in bylaws, standing rules or in the established policy
of the organization.
NOMINATIONS AND ELECTIONS
Nominations
A nomination is the presentation of the name of a person to the assembly as a

nominee for an office to be filled.
Most organizations have detailed provisions for nominating and electing officers
in the bylaws or other governing rules. Such details usually include the method
of nominations, time of nominations, time and method of election and details of
installation (if this is observed).
Listed below are the most frequently used methods.
1. Nominations From the Floor.
a. In order when the presiding officer calls for them.

b. Require no second.
c. The presiding officer repeats the names of the nominees and the secretary
records them.
d. When the presiding officer is sure that every opportunity has been given for
nominations, the presiding officer may declare the nominations closed. It is in
order for any member to move to close nominations; the motion requires a two-
thirds vote. Nominations may be reopened by a motion and a majority vote.
Board of Directors Nominations and Elections Nominations
2. Nominations by a Nominating Committee.

a. The nominating committee shall be elected by the organization according to
the rules of the organization. (Bylaws, policy rules, parliamentary authority.)
134
b. The nominating committee shall submit to the organization, at the

prescribed time, the names of nominees proposed for office (copies to Presiding
Officer and Secretary).
c. Following the report of the nominating committee, the presiding officer shall
call for nominations from the floor. When no further nominations are
presented, the presiding officer may declare the nominations closed or
entertain a motion to close nominations.
d. The report of the nominating committee is never adopted. (Voting is the act
of adoption.)
e. The membership of the organization may be informed of the names of
proposed nominees before the meeting at which the committee submits its
report. This should be written into the bylaws or standing rules if the
procedure is acceptable.
Elections
Being nominated to office does not within itself put a person in office.
Nominees must be elected. To be elected to office involves member voting. The
usual methods of voting following the closing of nominations are as follows.
1. Voice Vote: Election may be by voice vote unless a ballot vote is required.
(The motion to instruct the secretary to cast the ballot is not good procedure.)
a. Nominees are voted on in the order in which they are nominated.
b. Tellers may be appointed to assist with the count of votes and report to
presiding officer.
c. The presiding officer officially announces the result and declares the election.
2. Ballot Vote:
a. When a ballot vote on nominees is required or expedient, it is important to

make the necessary preparation for ballots, ballot boxes, time allotment and
space as needed.
b. Tellers to count the ballots should be carefully selected and instructed on

correct procedure. Common sense must govern the validity of ballots if no rules
exist. Three is the usual number of tellers, but size of organization may
determine number.
c. Tellers report the result of the election at the designated time and give copies
of the report to the presiding officer and the secretary.
d. The presiding officer repeats the results and declares the election.
Officers assume their duties at the time designated by the organization.

Usually the time is stated in the bylaws and provides for taking office at the
135
close of the meeting at which they are elected or following an installation at

some future time. If no rules exist in practice or policy, the officers assume
their duties upon election.
Organizations that have a widely distributed membership and find it difficult to

assemble members for elections may opt to hold elections by mail or permit
proxy voting. Both of these methods are complicated and require detailed
governing rules.
Activity 11
ROLE PLAYING ON BASIC PARLIAMENTARY PROCEDURE
Instructions:
1. Group yourselves into ten (10) members and select your chairman or
presiding officer and secretary.
2. Select your own agenda.
3. Submit your script one (1) day before the role-play.
Rubrics:
Completeness Balance Design Timeliness

of Script & clarity (10 points) (10 points)
(10 points) (10 points)
Performe Performe Balanc In Clear Unclea Performed Performed
d the d the e and balanc design r the script the script
script by script by loud & e and . design. on beyond
100%. 75% and clear. not (10 (5 pts) prescribe the
(10 pts) below. (10 pts) loud & pts) d time. prescribe
(5 pts) not (10 pts) d time.
clear. (5 pts)
(5 pts)
Character Formation with Leadership, Decision Making, Management and 2020
Administration
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Strategy, 2001. Retrieved from
https://www.sciencedirect.com/topics/engineering/communication-
protocol
MMLumigat Page 139

Administration
APPENDIX A - SYLLABUS
APPENDIX B - ENDORSEMENT
Appendix C – BRIEF INFORMATION ABOUT THE AUTHOR
The author is a faculty of College of Criminal Justice Education at the

Ifugao State University, main campus, Nayon, Lamut, Ifugao. He is a former
criminology and NSTP-CWTS instructor at Kings College of the Philippines
(formerly Eastern Luzon College) Bambang, Nueva Vizcay from 2006 to
2013. He is a former Sangguniang Kabataan Chairman of Barangay
Antipolo, Asipulo, Ifugao from 1996 to 2002.
The author is Philippine Army Reservist with the Rank of Major with a
Serial No. 0-152892. He is a former Assistant Commandant of PLTC ROTC
Unit in the year 2019. He is the Charlie Commander at 203 rd CDG,
Bayombong, Nueva Vizcaya from 2019 to present. He is a Certified Security
Trainer (CST). He is one of the contemporary criminologists (PRC License No.
0009264) in the Philippines.
- MML-
MMLumigat Page 140

Administration
Writer/s: Marvin M. Lumigat Date February 25, 2020

:
Title of Instructional Material: Character Formation with Leadership, Decision
Making, Management and Administration
EVALUATION CHECKLIST
Criteria YES NO N/A

A. Objective
1. Is the objective accomplished based on the contents?
B. Authenticity
1. Have you consulted reviews for this material? (If yes,
note sources)
2. Is the material up-to-date?
3. Are information sources well documented?
4. Are translations and retelling faithful to the original
sources?
C. Appropriateness
1. Does the material promote the educational goals of the
curriculum?
2. Is it appropriate to the level of instruction intended?
3. Are the illustrations appropriate to the subject and age
levels?
D. Content
1. Is the content of this material well presented by
providing adequate scope, range, depth, continuity and
evaluation materials?
Remarks:
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MMLumigat Page 141
Administration
Evaluated by:
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Ifugao State University

For IFSU Use only!

ABOUT THIS INSTRUCTIONAL MATERIAL

The course covers the topics in personality development, leadership,

1. transform the negative values into positive values;

6. value the importance of supervisory role in the management.

Chapter 1. Basic Leadership Training

Chapter 2. Organization and Administration

Chapter 3. Basic Management

Chapter 4. Stress and Anger Management

Chapter 5. The Supervisor’s Role in Management

Chapter 6. Decision Making

This chapter presents a brief introduction of leadership regarding a

As a human being, the basic foundation of leadership is to maintain the

At the end of the chapter, the students will be able to:

2. explain the concepts of leadership;

A. LEADERS AND LEADERSHIP

Leadership is the ability to direct, guide, influences or controls the

What is Leadership Principles?

Leadership principles is a fundamental guideline for the selection of

What is Leadership Trait?

A leadership trait is a quality that is direct value to the leader in gaining

1. Accomplishment of the Mission

Conceptual Framework of Leadership

 Leadership cannot be manifested in a single vacuum.

Ten Essential Words of a Leader

The leaders should remember (IWELSRSJKC):

1. I – The most damaging 1- letter word: Avoid It.

Here are the basic tools to be an effective leader. These are:

a. Know yourself and Seek Self-Improvement – A leader must conduct self-

b. Be Technically and Tactically Proficient - A leader must be competent in

c. Seek Responsibility and Take Responsibility for your Action – A leader

h. Develop a Sense of Responsibility in Your Subordinates - Another way

i. Insure that the Task Is Understood, Supervised and Accomplished -

k. Employ Your Unit in Accordance with its Capabilities - Good training

The fourteen (14) common traits are the following:

1. Bearing - The must leader establishes good general appearance and

3. Decisiveness - The leader must possess or establishes a positive

4. Dependability - A dependable leader can be relied upon to carry out any

5. Endurance - The mental and physical stamina measured by the ability of

6. Enthusiasm – The leader must be optimistic and cheerful.

7. Initiative – The taking action in the absence of orders is often required

8. Integrity - The uprightness and soundness of moral principles, the

9. Judgment - Is the ability to logically weigh what is right and what is

11. Knowledge – Acquired advance information including knowledge of the

12. Loyalty - Is the quality of faithfulness to country, the seniors,

13. Tack - Is the ability to deal with others in a respectful manner.

Positive/ authentic Leadership

Positive or authentic leadership is a genuine or real leadership. This

Authentic Leadership Characteristics

The most distinct qualities of authentic leaders are listed below:

a. Transparency. All transactions must be open of his/her men for

Authentic Leadership Strategies

The following strategies can help to employ the authentic leadership

a. Listen and share. Open mindedness can develop a good relationship

b. Principled. A principled attitude shows that the leader sticks to