1. What is management (organizational) planning?

What is management
(organizational) control? Discuss comprehensively the relationship of the two (2)
management processes.
Management planning is the process of determining organizational objectives and
outlining the necessary steps to achieve those goals effectively. It involves assessing
the current situation, envisioning future objectives, and devising strategies to
accomplish them. This planning process often involves setting priorities, allocating
resources, and establishing timelines to ensure that the organization moves in the
desired direction.
Management control, on the other hand, is the function of ensuring that actual
performance aligns with planned objectives. It involves monitoring, evaluating, and
regulating organizational activities to ensure they conform to the established plans.
Management control includes setting performance standards, measuring actual
performance, comparing the two, and taking corrective actions if there are any
discrepancies. It aims to maintain organizational efficiency, detect deviations from
plans, and make necessary adjustments to achieve the desired outcomes.
The relationship between management planning and management control is integral to
the effective functioning and success of an organization. These two processes are
interconnected and interdependent, working in tandem to ensure organizational
objectives are not only established but also achieved efficiently. Here's a comprehensive
view of their relationship:
 Organizational planning and organizational control are interdependent processes.
Planning involves setting goals, outlining strategies, and determining the steps to
achieve those goals. Control, on the other hand, ensures that the actual
performance aligns with the plans. Without effective planning, control lacks
benchmarks for evaluating performance, and without control, plans might not be
effectively executed or adjusted as needed.

 Planning sets the standards and objectives against which performance will be
measured during the control process. These standards include financial targets,
production quotas, quality levels, timelines, etc. Control measures actual
performance against these predetermined standards.

 Alignment of Activities: Organizational planning ensures that the activities and

resources are allocated effectively to achieve the desired objectives. Organizational
control ensures that these allocated resources are used efficiently and that activities
are performed in a manner that supports the achievement of those objectives.

 Both planning and control contribute to the process of continuous improvement

within an organization. Planning identifies areas for growth and improvement, while
control measures performance against these benchmarks, allowing for adjustments
and enhancements in subsequent planning cycles.

 The relationship between organizational planning and control is about ensuring

organizational success. Planning sets the direction and goals, while control ensures
that activities are on track to achieve those goals. Together, they optimize resource
 utilization, enhance decision-making, and improve overall organizational
effectiveness.
In summary, organizational planning and organizational control are intertwined
processes that are essential for the effective functioning and success of an organization.
They work together to provide a framework for goal setting, execution, evaluation, and
adaptation, ensuring that the organization moves towards its objectives efficiently and
effectively.
2. What is managerial decision making? Differentiate between programmed and non-
programmed decision making and explain why non-programmed decision making is a
complex, uncertain process.
Managerial decision-making refers to the process by which managers assess problems,
evaluate alternatives, and choose a course of action among various options to achieve
organizational goals. It involves analyzing information, considering various factors, and
making choices that will benefit the organization.
Programmed Decision Making:
 Programmed decisions are routine, repetitive, and follow well-defined procedures
or rules.
 These decisions are structured and can be made using predetermined criteria.
They are usually made for recurring issues with established solutions.
 Managers tend to use programmed decision-making for routine operational
tasks, where the procedures and responses are known and standardized.
Non-Programmed Decision Making:
 Non-programmed decisions are unique, novel, and unstructured. They occur
infrequently and lack specific guidelines or procedures for resolution.
 These decisions are complex and involve uncertainty because they deal with
unprecedented situations or problems for which there is no established course of
action.
 Managers use non-programmed decision-making for strategic or significant
issues where the complexity and uncertainty make it impossible to rely on
predetermined protocols.
Non-Programmed Decision Making is complex and uncertain:

 Non-programmed decisions arise from unique situations or problems that haven't

been encountered before. The lack of precedent makes it challenging to
determine the best course of action.
 Managers often have limited information or incomplete data when facing non-
programmed decisions. This lack of information leads to uncertainty and makes it
harder to predict outcomes.
 Non-programmed decisions involve multiple variables, interdependencies, and
often conflicting objectives. Understanding these complexities requires deeper
analysis and evaluation.
 These decisions involve higher levels of risk and ambiguity because there is no
clear path to success or known outcomes. Managers need to consider potential
risks and uncertainties while making such decisions.
  Non-programmed decisions usually have a significant impact on the organization,
its objectives, and its future direction. The stakes are high, adding to the
complexity and pressure of making the right choice.
In essence, non-programmed decision-making is complex and uncertain due to its
unique, unstructured, and often high-stakes nature. Managers need to navigate through
these complexities by relying on their experience, judgment, and analytical skills to
make the best possible decisions amidst uncertainty and limited information.
3. Using your present workplace or work setting as a point of reference, make a SWOT
analysis and discuss how can it help you and your organization or office.

STRENGHT WEAKNESS

 Experienced and knowledgeable  Limited budget leading to potential

teachers and administrative staff. limitations in resources for
 A diverse student population extracurricular activities, equipment, or
contributing to a rich learning updated technology.
environment.  Insufficient classrooms
 Supportive parents, alumni, and
community partnerships enhancing
school activities.
OPPORTUNITIES THREATS

 Opportunity to integrate more  Threat of losing students to other

technology into teaching schools offering better facilities or
methodologies for enhanced learning programs.
experiences.  Failure to keep up with technological
 Collaborate with local businesses or advancements may result in falling
institutions to provide internships, behind in educational methodologies
workshops, or special programs for
students.
 Introduce new extracurricular
activities, languages, or programs to
cater to diverse student interests.
 Invest in continuous training and
development for staff to enhance
teaching methodologies.

This SWOT analysis can help identify internal strengths and weaknesses as well as
external opportunities and threats that a school might encounter, aiding in strategic
planning and decision-making for improvement and growth.
4. Using the job characteristics model, how motivating do you think the job of a typical
employee in your organization? Cite specific scenarios if necessary.
Using the job characteristics model, the employees in our organization have high quality
work performance, high internal motivation, high job and work satisfaction and low
absenteeism and turnover.
5. Organizations may employ various management control approaches. What
management control approach/es is/are applicable to your present workplace or
organization and what are the common issues or problems encountered? Cite specific
examples.
In my own opinion as an Administrative Assistant assigned in schools, these are the
management control approaches are applicable in my workplace.
 Budgetary Control: Involves setting financial targets and using budgets to
monitor and control expenditures, revenues, and overall financial performance. It
helps in managing costs, allocating resources, and ensuring financial stability.
Example:
Schools use budgetary planning to manage resources, allocate funds for various
educational needs, and maintain financial stability. The issues are the insufficient MOOE
fund to provide for the needs of the school and the learners, and the allocation of
budgets is not being followed because of the unexpected expenses that are not
indicated in the budgeting plan.
 Behavioral Control: Focuses on regulating employee behavior by emphasizing
organizational culture, values, norms, and socialization processes. This approach
aims to align employee actions with organizational goals and values.
Example: DepEd encourages school teaching and non-teaching personnel to adhere to
school values and discipline policies and foster a positive learning environment since we
are a child-centered public institution. The issue is that despite the encouragements and
policies that the Department of Education is implementing, due to external factors,
there are still teachers and learners who do not adhere to school values, which creates
conflicts with their colleagues.
 Output Control: Emphasizes achieving specific output or performance targets. It
involves setting measurable goals and performance indicators to assess and manage
the outcomes and results of various activities.
Example: Schools set performance indicators such as graduation rates, exam scores,
and student achievements to monitor educational outcomes.
 Quality Control: Concentrates on ensuring that products, services, or processes
meet established quality standards. It involves monitoring and maintaining
consistent quality levels through inspections, testing, and adherence to quality
protocols.

 Example: Schools often focus on maintaining educational standards and quality
assurance. They use assessments, evaluations, and curriculum reviews to ensure
teaching quality and student learning outcomes.
 Process Control: Involves monitoring and controlling specific processes or
workflows within an organization. Its aim is to ensure compliance with established
procedures, enhance efficiency, and minimize errors or deviations.
Example: Implementing and monitoring teaching methodologies, administrative
procedures, and classroom management.
6. The underlying theme of "transformation" in the Philippine Development Plan (PDP)
2023-2028 signifies a comprehensive and strategic shift aimed at fostering deep
economic and social changes within the country. The goal is to reinvigorate job
creation, promote inclusive growth, and accelerate poverty reduction by steering the
economy towards a sustainable and high-growth trajectory. This transformation agenda
is intended to impact the lives of Filipinos across various dimensions:
1. Economic Growth and Job Creation: The plan aims to stimulate economic growth by
fostering an environment conducive to business development, investment, and
innovation. By focusing on key sectors such as manufacturing, agriculture, tourism,
and information technology, the plan aims to generate employment opportunities
for Filipinos, especially for the youth and marginalized sectors.

2. Poverty Reduction and Inclusive Growth: Through targeted programs and

initiatives, the plan aims to reduce poverty and address income inequality. Efforts
to promote inclusive growth involve providing better access to education,
healthcare, social protection, and essential services to marginalized communities.

3. Infrastructure Development and Connectivity: The PDP emphasizes infrastructure

development to enhance connectivity and accessibility across regions. Improved
infrastructure, including transportation networks, digital connectivity, and utilities,
will not only spur economic activities but also improve the quality of life for Filipinos
by facilitating easier access to services and markets.

4. Climate Resilience and Sustainability: A focus on sustainability and resilience is

integrated into the plan to address environmental challenges and mitigate climate
change impacts. This involves adopting sustainable practices in sectors like
agriculture, energy, and urban planning, aiming to safeguard natural resources and
reduce vulnerability to environmental risks, ultimately improving living conditions
for Filipinos.

5. Governance and Institutional Reforms: The plan includes measures to strengthen

governance, enhance transparency, and improve public service delivery. By
addressing governance issues and implementing institutional reforms, the plan
seeks to ensure efficient and effective implementation of development programs,
fostering trust and confidence among citizens.

6. Human Capital Development: Prioritizing education, skills development, and

healthcare services is crucial for enhancing human capital. The PDP emphasizes
investing in education and health programs to equip Filipinos with the skills and
knowledge needed to participate effectively in the economy, thereby improving
their overall quality of life.
Overall, the "transformation" theme in the PDP 2023-2028 aims to create a more
resilient, inclusive, and sustainable society. If successfully implemented, it is expected
to positively impact the lives of Filipinos by providing better economic opportunities,
reducing poverty, improving access to essential services, and fostering a more
conducive environment for overall societal development and well-being.