MANAGERIAL COMPETENCIES OF BUSINESS OWNERS IN ALAMINOS CITY,

PANGASINAN

A Proposed Thesis Presented to the

Faculty Members of the Business Administration Department

Pangasinan State University

Lingayen Campus

Lingayen, Pangasinan

In Partial Fulfilment of the

Requirements for the Degree

Bachelor of Science in Business Administration

Major in Operations Management

By:

Malong, Ennalyn T.

Palacsa, Jolina

Regaspi, May Ann T.

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 Sabes, Elizabeth O.

Solis, Queen Celine S.

2022

CHAPTER 1

Introduction

Background of the Study 

Leadership and management are significant to any organization's smooth performance,

progress, and growth in terms of its nature and operations. According to Harold Koontz,
management is the art of getting things done through and with people in formally organized
groups. It is also an organizational process that includes strategic planning, goal setting,
resource management, deploying the human and financial assets required to achieve goals,
and measuring results (Mustafa, 2013). Leadership refers to the act of directing the behavior of
others toward the achievement of a common goal, and it has long been regarded as a
prerequisite for the success of an organization. Leading is different from managing. Effective

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management and leadership are required in every multinational, national, SME, and corporate
sector. This enables business operations to run smoothly and efficiently, resulting in growth and
development. The best leadership and management are thought to make remarkable
contributions to the growth of institutions and produce remarkable results. This is because
corporate sectors, especially SMEs seeking to lead the global market, are increasingly
recognizing and demanding effective leaders and managers. Businesses must be qualified,
trained, and have committed leaders and managers who can lead the team, resources, and
market efficiently and effectively. Leadership is a significant proportion of management as one
of the four major management functions, and modern managers should understand the
distinction between management and leadership, as well as how to integrate those two roles to
accomplish organizational objectives. Managers are responsible for getting things done, while
leaders are responsible for the people who do the work. By integrating management and
leadership, the capability of a measured and methodical approach to management, as well as
honest care for workers as human beings, is required, which is an efficient way towards the
development of managing the business.

Most small business owner-managers do not conduct a strategic interview to determine

if they have or do not have any competencies for business performance. Most owners' and
managers' real objective for starting a business is to earn money as an alternative means of
survival after being excluded from the established competencies of formal employment (Walker
et al., 2007). It is also acknowledged that small business owner-managers have lower levels of
formal education than larger business managers, and they participate in competency
development and training activities less (Billett, 2001; Bartram, 2005). Furthermore, because
most small businesses are dominated by owner-managers who lack proper management
training and have already been disqualified from formal employment, their businesses are
merely alternative survival endeavors to simply meet their needs; thus, their persistence to
attain the required owner-manager entrepreneurial, managerial, and functional capacity
competencies appears to be different. 

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 Poor communication, bad teamwork, tough employees, poor time management, and
performance pressure are some of the issues and problems of managerial deficiencies that can
hinder corporate performance. To avert a crisis or collapse, managers must have strong
managerial skills. Basic business management skills and knowledge, such as the ability to lead,
communicate, negotiate, and have a strategic plan, should be acquired by business owner-
managers. Some owner-managers lack the necessary experience, expertise, or vision to run
their businesses. Today, having excellent managerial skills is one of the most critical factors for
being a successful business owner. Every business owner or manager possesses a set of skills
that are critical to achieving business success. And remember that businesses won't run
successfully if you don't have enough skills, abilities, good attitude, knowledge, ideas, or, in
other words, good managerial competency, so make sure you have all the necessary skills
before you start a company and become a business owner.

Every business needs efficient managers to succeed in today's competitive and dynamic
business environment. Identifying, developing, and retaining talent in a business is essential.
Every successful and efficient manager has a variety of skills that allow them to work efficiently
and effectively at different managerial levels. Managerial competencies are important in a
variety of organizations. A competency is the set of knowledge, skills, behaviors, and attitudes
that contribute to an individual's effectiveness and the set of knowledge, skills, attitudes, and
attitudes needed for an individual to be effective in a wide range of functions and types of
organizations. The competencies can distinguish between average and excellent managers.
Managerial competencies refer to knowledge, abilities, skills, and behaviors required for
effective job performance in managerial occupations. The abilities, habits, motives, knowledge,
and attitudes required to successfully manage people are known as managerial competencies.
Managerial competencies, when developed, promote better leadership and contribute to
corporate success. A productive workforce requires good managerial competency. Basic skills
are essential for effective work performance and can be consistently applied to a certain
business. All the personal attributes that encourage someone to do a successful job, including
work, knowledge, abilities, and values, motivate people to do a good job. (Jack, 2022).

When it comes to managing and operating a business, managerial competencies and

business owners have a significant connection. It is confirmed by a study by Veliul and
Manxhari (2017), who investigate the links between managerial competency and the
performance of SMEs. The research also revealed the factors that influence managerial
competencies for better corporate performance. When organizations work seriously to apply the

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required managerial competencies and assign them tasks, they avoid the costs of recruiting,
dissatisfied customers, and missed opportunities, and instead create their market position and
drive organizational success. As a result, it is clear that the combination of managerial
competencies (professional, social, and personal) influences the performance of SMEs in
Kosovo. Managerial competencies are not fixed and should correspond to the needs of the
organization. Manxhari et al. (2017) aim to present models of managerial competencies from
many authors. Managerial competencies are becoming one of the key building blocks of the
success of the company in achieving both the mission and vision of creating added value and
improving business performance, especially in the development of their people.

Understanding the relationship between managerial competencies and owners or

managers is critical to an organization's success. Laguna et al. (2012) explained how
managerial competencies relate to the business success of small and medium enterprises
(SMEs) and provided some implications for interventions aimed at increasing successful SME
management through the development of the CEO's managerial competencies, which are not
as stable but can be trained and modified. Bhardwaj and Punia (2013) identified competencies
shared by effective and successful managers around the world. They discovered that
communication skills, teamwork, reactiveness, vision, self-management, result orientation,
strategic orientation, ambition, persistence, decision-making, risk-taking, and creativity are the
most used managerial competencies by successful and effective managers. They have also
discovered that it is critical for a business organization to assess the competencies of its
managers and identify skill gaps in order to develop effective training and development
programs to improve the competencies of its managers. According to Raisiene (2014), modern
organizations should be managed with a new attitude toward the manager's work; additionally, a
modern manager must be a leader who can enable employees and collaborate in a team. They
examine the relationship between managerial competencies and firm performance, focusing on
the most effective managerial competencies in terms of their impact on business performance.
When an organization is effectively expanding, a crisis occurs due to a lack of necessary
information and managerial skills. Businesses with insufficient managerial competence (i.e., lack
of experience, education, and training, financial literacy, and managerial abilities of
managers/owners tend to fail. To successfully manage their personnel and accomplish business
growth, business owners require competencies such as education, work experience, business
start-up experience, training and skills, knowledge, and talents. Basic abilities and knowledge,

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such as the capacity to lead, communicate, negotiate, and have a strategic plan to govern a
business, should be acquired by business owners.

The purpose of this study is to measure the level of managerial competency of business
owner-managers in Alaminos City, Pangasinan. The study analyzes managerial competencies
as important, especially for business owners since they include a set of characteristics required
to perform some tasks specific to their workplace. Business owners-managers possess
managerial competencies that play an important role in a business. Some businesses are
unaware of why their business is still not progressing, the reason is that they lack managerial
skills which remain in shortage. Business owners should gain basic skills and knowledge in
managing a business such as the capability to lead, communicate, negotiate, and have a
strategic plan to operate a business.

To sum up, the goal of the study is to identify business owners' level of competence and
determine whether the study's findings resulted in a low level of managerial skills, whether they
can receive training or seminars, and if the level of their skills is adequate, the recommendation
is simply to increase or improve their skills. More so, business owners need competencies such
as education level, work experience and training, and skills.

Statement of the Problem

The main aim of this study is to determine the managerial competencies of business
owners in Alaminos City, Pangasinan.

Specifically, this study seeks to find the answers to the following questions:

1. What are the profile of business owners in terms of:

a. age,
b. gender,
c. civil status,
d. highest education attainment,
e. types of business operation,
f. years of business operation,

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 g. number of workers,
h. average annual sales?

2. What is the level of managerial competency of business owners in terms of:

a. planning and administration,

b. leadership and teamwork,
c. communication,
d. strategic action,
e. self-management?

3. What are the challenges business owners encounter in managing business?

Scope and Limitation of the Study

This study is limited to identifying the managerial competencies of business owners in

Alaminos City, Pangasinan. The study aims to know the different skills and knowledge to
manage the business effectively as well as to enhance their work performance and workforce
productivity. This is measured by the demographic of the respondent, the level of managerial
competencies of the business owners entitled to, and the challenges business owners
encountered in managing their business.

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This study focused only on the Municipality of Alaminos City, Pangasinan, and does not apply to
outside areas. The data collection will be conducted to the 88 sole proprietorship
managers/owners who are registered this 2022. The research would be using a survey
questionnaire as a reference for the study.

Significance of the Study

This research will give information and knowledge about the managerial competencies
of business owners in Alaminos City, Pangasinan.

This study will benefit the following:

Business owners. This study will help to provide basic knowledge and ideas that will
serve as a guide to some business owners that will bring consistency to a business.

Managers. This research will serve as a guide and help for managers to be
acknowledged with different skills to effectively manage the performance of the business.

Workers. This study will be a great help for the workers to improve their work capability
and performance to do better to achieve a better outcome.

Future business owners. This research will give ideas and some additional knowledge
that will serve as a guide in managing and enhancing business.

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 Future researchers. This study will serve as a guide that will help future researchers to
their related studies for further validation and it will serve as the thesis reference that will give
them a background or an overview about managerial competencies of business owners.

Definition of Terms

This section contains a list of the terminologies used in the study.

Definitions of terminologies are as following:

Managerial competency. The sum of our experiences and the skills, values, attitudes,
and knowledge that we have acquired which is necessary to improved job performance as well
as to effectively managed individual and team performance better.

Owners. An individual, group or partnership with complete authority and have fully
control over a certain aspect of business.

Business. An organization where people collaborate to gain profit, it is also a profession

where one earns a career by creating, procuring, and selling goods.

Competencies. The capability to apply a particular knowledge, skills, and abilities to

successfully perform a certain task. 

Small business. A privately owned by a single person or two that is smaller than a
regular-sized firm or a corporation in terms of both employees and annual revenue.

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 Sole proprietorship. An individual owns a business structure and has complete control
and authority over it.

Profile.

Challenges.

CHAPTER 2

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 Review of Related Literature

This chapter examines the related literature and studies on the previous chapter's topic.
The chapter starts with a definition of managerial competencies being discussed. The
discussion then moves on to the competency model and the various managerial competencies
dimensions, which are subsets of the managerial competency model. The related studies focus
on foreign and local studies, followed by the study's theoretical and conceptual frameworks.

Related Literature

Managerial Competency

The literature on the subject offers various definitions of the term "managerial
competency." For the purpose of the present study, the definition offered by Kesy et al. (2021) is
defined as a set of managerial skills, organizational interpersonal communication skills, and
problem-solving abilities that enable managers in charge of a company’s function to make
decisions and take actions to achieve desired goals. The following definitions are provided by
different authors from the other studies.

The first interesting definition is from the study of the European Journal of Business and
Management (2020). Managerial competency are activities, knowledge, skills, attitudes, or
personal characteristics necessary to improve management performance. The second definition
offered by Usman et al. (2018) also refers to a manager’s skills to control resources effectively
and efficiently using planning, managing, and tracking. In addition, it is essential for achieving
organizational goals (Veliu & Manxhari, 2017). Lastly, these are also the behaviors expressed
by the individuals through their knowledge and attitudes that influence better organizational
outcomes. (Fabrizzio et al., 2021).

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Competency model

The competency model is a set of skills, or success factors, that encompass the key
behaviors required for outstanding performance in a specific role. The competency model can
be used to determine the skills that people need to better their current performance or prepare
for future positions (Wu & Lee 2005). Over the last two decades, developing and training
managers on critical competencies has received a lot of attention (Mbokazi et al. 2004).
According to several surveys, many modern businesses are increasingly adopting competency
models as critical management tools to improve their competitiveness (Wu & Lee 2005).

The Hellriegel et al. (2005) managerial competency model is relevant to the study
because it encompasses numerous managerial competency dimensions (see Figure 1).
Managing competencies are sets of information, abilities, behavior, and attitudes that a person
must possess in order to be successful in a variety of managerial roles and organizations.
(Hellriegel et al.2014).

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 Figure 1. Managerial Competency Model graphic display by Hellriegel et al. (2005)

Managerial Competencies 

Planning and Administration Competency 

Planning and administration competency when considering the role and responsibilities
of a manager, the most fundamental competency is planning and administration. Bharduaj
(2016) defined the planning and administration competency as determining what tasks must be
completed, determining how they can be completed, allocating resources to enable completion,

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and then monitoring progress to ensure completion. According to Steyn (2006), managers must
plan properly in order to achieve organizational goals and objectives effectively and efficiently.
They go on to say that when people think of managers and management, the first thing that
comes to mind is planning and administration competency. Furthermore, planning and
administration competency, according to Hellriegel et al. (2004), encompasses the following
dimensions: information collection, analysis, and problem solving, project planning and
organization, time management, budgeting, and financial management. 

Leadership and Teamwork Competency 

        

        According to Gary Yukl (2006), Leadership competency is "the process of persuading

others to understand and agree on what needs to be done and how it should be done, as well
as the process of assisting individual and collective efforts to achieve agreed objectives."
According to Peter Northouse (2010), leadership is "a process by which an individual inspires a
group of people to attain a common purpose and also it is defined as the action of persuading
others to work cooperatively toward a common goal".

According to Cherry (2022), there are several major leadership theories. Some focused
on the characteristics that distinguish leaders from followers. Other theories, such as situational
factors and skill levels.

On the other hand, Table 1 presents the most important and undeniably prominent
leadership theories, attempting to highlight the evolution of these traits, attributes, or situations
that determine leadership and how people lead.

Theory Description

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Great Man or Trait Presume that leadership ability is inherited and investigate specific
theory examples to comprehend their personality or behavioral characteristics
or traits achievements as a leader.

Behavioral theory Defines leadership in terms of people and tasks, suggesting that through
training and observation, people can learn to be leaders.

Situational theory Highlights the contribution of in shaping leaders' responses to be more

effectively motivated by a relationship or a task, or more authoritative or
participative.

Contingency theory It is suggested that the influence of leaders is dependent on specific

variables; leadership styles are determined by the environment.

Transactional or Concentrate on the interactions and exchanges that occur between

Transformational leaders and followers. The job of a transactional leader is to create
theory structures that allow for abundance clear about what is expected of
followers and the consequences of failing to do so while transformational
leaders are either meeting or not meeting expectations focused on group
members' performance, but also on each individual achieving his or her
full potential.

Participative theory According to this leadership theory, employees should be directly

involved in decision making in their organization.

Skills theory States that learned knowledge and acquired skills/abilities are significant
factors in the practice of effective leadership.

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 Table 1. General Theories of Leadership

        Teamwork competency refers to the ability to complete a task in small groups of people
who are collectively responsible and whose work is interdependent. Designing teams,
establishing a supportive environment, and managing team dynamics can help managers in
firms become more productive (Hellriegel et al., 2007). According to Robbins (2001), data
demonstrates that when activities require numerous abilities, judgment, and experience, teams
often outperform individuals. Organizations have turned to teams as a strategy to better utilize
employee talents as they have structured themselves to compete more effectively and
efficiently.

Communication Competency 

Communication competency refers to ability to effectively communicate information from

one person to another. Managers must use good communication to create understanding
between themselves and their diverse team (Steyn & Steyn, 2006). Managers who do not
communicate properly are not leaders, according to Spychala and Stachurski (2021), the more
the manager communicates, the more smoothly the operation will function. If a manager can
accurately deliver a message in the shortest amount of time, he or she is an efficient
communicator. If the other person correctly understands a message, the manager is a good
communicator (Kinicki & Williams 2006).

According to Hellriegel et al. (2014), communication competency is the ability to

successfully communicate and exchange information that leads to understanding between
managers and others in the firm. They further say that management entails getting tasks done

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through the help of others (employees). Communication competency, which includes informal
communication, formal communication, and negotiation, is essential for effective managerial
performance.

Strategic Action Competency

Strategic action competency refers to the broader mission and values of organization
and ensuring that one's own and others' actions are in line with them. Understanding the
industry, understanding the organization, and taking strategic actions are all dimensions of
strategic action competency. Managers and other employees who understand the industry can
accurately predict strategic trends and prepare for the organization's future needs, and they are
less likely to be looking for new jobs when the organization changes direction (Hellriegel et al.
2007).

Self-management competency

Self-management refers to the attitude that a person must adopt in order to see the
desired change in his or her life and at work (Alemgeest et al., 2017).  According to (Botha &
Musengi, 2012), before people can become business managers, they must first understand who
they are. Knowing who they are is heavily reliant on their ability to manage themselves. Self-
management entails deliberately engaging in activities that enhance personal characteristics
such as mystery, trustworthiness, and dependability (Botha & Musengi, 2012). According to
Helriegel et al. (2013), self-management as a managerial competency entails ethical behavior
as well as integrating personal drive and resilience awareness, self-development, and work-life
balance.

This brief review of literature denotes that managerial competency are determined
efficient for managers in their work performance. As a result, managers must have a deep
understanding of the five managerial competencies mentioned earlier. Considering the issues

17
managers face on their job are continually changing, it is critical for managers to continue to
enhance their managerial competencies.

Related Studies

Foreign Studies

According to Bhardwaj (2016), planning and administrative competencies are essential

for any manager or owner to perform their duties. Similarly, according to Louw et al.(2014),
planning and administrative competencies also include identifying what must be done, how it
should have been done, and allocating available resources. Moreover, managers or owners
must strategize effectively in order to achieve the firm's objectives. Meanwhile, Kurz and
Bartram (2002), defined competency as a set of behaviors that serve as tools in the delivery of
desired outcomes. Likewise, according to Boyatzis (1982); Freitas and Odelius (2018),
managerial competencies are the characteristics of an individual that result in superior job
performance. Qiao and Wang (2009), conducted a study on managerial competencies, which
was an investigation into the competencies deemed critical to the success of middle managers.
They discovered that middle managers in China and the United States shared similar skills such
as team building, communication, coordination, execution, and continuous learning.
Nonetheless, Krajcovicova et. al (2012), used the competency model to identify key managerial
competencies in industrial enterprises, concluding that managerial competencies benefit both
the organization and the individual. The four pillars of managerial competencies identified by
them are: understanding the organization, leading and managing people, managing resources,
and communicating effectively. Shahmandi et al. (2011), conducted a literature review in the
field of education to link the management styles of middle-level managers in research
universities with their competencies. They contend that self-efficacy, critical reasoning,
innovative thinking, establishing others, versatility, role and impact, data collection, initiative,
interactional understanding, organizational innovation, self-confidence, and team building are all
predictors of exceptional performance (Asumeng, 2014).

Human resources, people or employees, are the most important asset of any
organization.  Businesses cannot function without these employees who work in the firm.

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Effective and efficient managers are critical for improving business performance. Managers
must develop several competencies to perform competently in order to be effective. According
to Chye et al. (2010), managers must be good organizers, coordinators, administrators, and
communicators in order to improve the performance of their business. Sparl et al. (2013), on the
other hand, could not find an association between managerial competencies and enterprise
performance when they conducted a study in Austria, pointing out that there may be other
factors that affect firm performance apart from managerial competency, and managerial
competency do not always have an effect on firm performance. 

Local Study

Based on the study of "Assessing the Managerial Skills and Decision-Making Ability of
the Local Chief Executives: The Case of the Third District of Nueva Ecija" in terms of
Managerial Skills, Public Personnel are responsible for the internal operations of the municipal
government, and they should be managed properly in order to ensure competence in the
workplace. Local Chief Executives recognize their changing role as General Managers are
expected to have leadership, visionary, and other change management skills of a caliber not
previously seen in local government, as the emphasis in their role shifts from administrative
compliance to managerial proactivity. It could be argued that the general manager now
represents the glue that holds the whole organization together occupies a crucial position at the
political-managerial interface of the council assess the on-the-job training and additional hours
for training. Miciano (1998) conducted a similar study with the same instrument in the Junia
study However, his study was a comparison between the instruments and was simplified into
five categories that included theoretical knowledge, technical skill, communication skills and
personal relations skills. Generally, there was no significant difference in the profiles of the
managerial skills, but they were adequately prepared for their job. Moreover, gender does now n
longer exert the considerable impact, in addition to managers, are classified through excessive
degree of task overall performance wherein they excel in working towards all management
abilities.
Similar with the managers of hotel in General Santos City deliver very important score to
recognize the way to handle remarks from the clientele. The managers have higher knowledge
of valuing customers through imparting them the best examples, task productiveness within side
the place of work will be maintained (Banosava, 2011). As an entire, the significance stage of

19
managerial abilities of the hotel managers in General Santos City in phrases of controlling falls
at a totally crucial degree on the connection among the extent of managerial abilities of hotels
and the organizational overall performance. There is a considerable effective relationship
among the four additives of managerial abilities: planning, organizing, directing, controlling, and
as an entire to the increase of the organizational overall performance supported through all the
values that did not reap their importance set at opportunity degree (Boyatzis & Rechard, 2011).

Conceptual Framework

This study aims to determine the level of managerial competency of business owners in
Alaminos City and to be able to come up with recommendations to improve their managerial
competency.

This study used an input-process-output model or IPO model. In figure 2, the Input box
shows the profile of the respondents in terms of age, gender, civil status and highest
educational attainment. It also includes these determinants to measure their level of
competencies such as leadership, communication and negotiation, time management and
problem-solving and planning and monitoring. The Process box contains the distribution of
questionnaires through the use of giving survey questionnaires and the Statistical Treatment of
Data will be used after. The data gathered will be analyzed and interpreted. The Output is the
expected result as regards to this study. Recommendations will be provided in accordance with
the result and to contribute to the managerial competencies of business owners in Alaminos
City, Pangasinan.

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 INPUT PROCESS OUPUT

1. What is the profile Distribution of Enhancement For

of the business
questionnaires Business Owner-
owners in terms of:
a. age Managers about
b. gender
Managerial
c. civil status,
d. highest Statistical treatment of Competency
education data (weighted mean,
attainment,
e. types of frequency distribution)
business
operations,
f. years of
business Analysis and
operation,
g. number of interpretation of
workers, gathered data
h. average of
annual sales?

2. What is the level of Analysis through non-

managerial
competency of the probability sampling
business owners in method.
terms of:
a. planning and
administration
b. leadership and
teamwork,
c. communication
,
d. strategic
action,
e. self-
management?

3. What are the

challenges
business owners
encounter in
managing
business?

Figure 2. Research Paradigm

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The paradigm of the study shows the input, process, and output.

22
 CHAPTER 3

Research Methodology

The previous chapter examined the literature on the factors that influence the growth of
the firm by owner-managers. This chapter will focus on the research methodology that was used
in this study. According to Saunders (2008), research methodology is the theory of how
research should be conducted as well as the application of various techniques, methods, and
principles used to generate scientifically based knowledge through objective methods and
procedures within a specific discipline. It also includes data sources, instrument and data
collection, data collection procedures, and statistical data treatment.

Research Design

This is a quantitative study, and the researchers will utilize a descriptive approach to
determine the managerial competencies of business owners in Alaminos City, Pangasinan. A
questionnaire will be an important instrument in conducting and gathering the necessary data.
After the data collection, the researchers will interpret it and describe the responses of the
respondents. Researchers will use a descriptive method to describe the situation. With this
method, researchers will have a better understanding of the research problem.

Sources of Data

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 The respondents of the study are limited to sole proprietorship business
owners/managers from Alaminos City, Pangasinan. Based on statistics by the Alaminos
Department of Trade and Industry Office (2022), the number of sole proprietorship business
owners-managers who renewed and newly registered in Poblacion, Alaminos City, Pangasinan
was around 112 individuals.

The total respondents were only limited to 88 business owners-managers as a sample

size. The Slovin's formula is performed to determine the study's sample size with a 5% margin
of error and a 95% confidence interval, this leads to a sample of 88. The researcher used non-
probability sampling, convenience sampling more specifically to obtain the information needed
in this study. The formula is presented below:

n = N / 1+ Ne²

Where:

n = sample size

N= population (112)

e= margin of error (0.05)

Slovin's Formula:

n= 112 / 1+ 112(0.05) ²

n= 112 / 1+112(0.0025)

n= 112 / 1+0.28

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n= 112 /1.28

n= 87.5 or 88

Instrumental and Data Collection

The purpose of collecting thesis data is to collect evidence for evaluating clear solutions
to the problems. In this study we conducted a source of data, mode of data collections and
techniques. This research used primary sources to collect information. The researcher uses
personal interviews, surveys, and questionnaires as preliminary data. The respondents were
selected based on how well they answered the conceptual questions. The participants were
requested to provide any relevant background information. Interviewees were chosen based on
their closeness to the research and experience level.

Furthermore, researchers will prepare and present a letter of request noted by the thesis
adviser to the DTI, LGU and Administrative Office to request a copy concerning the list of
registered sole proprietorship business owners in Alaminos City, Pangasinan. After the
approved request, the researchers will have a copy of the registered business owners and
prepare to gather the data needed for the study. These data will be evaluated, tabulated, and
presented. The researchers developed a series of questions that will be distributed to
respondents while maintaining their confidentiality. Confidentiality shall be always maintained to
protect each person and will never be made public.

Data Gathering Procedure

Before the start of the survey, the researcher's ask the research subject instructor for
some advice and recommendation on how to proceed with this study. The following are the
procedure we used in gathering data:

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 First, the researchers make pre-survey questions for our respondents and identify
whether it is possible to use it to answer a specific point or research study.

Second. After the draft, the researcher finalizes the survey questionnaires and;

Third, Validation of the survey questionnaire, the research subject instructor will now
approve and check the list of survey questionnaires proposed by the researchers.

Fourth. After the researcher's gather the collected data, the researchers analyze and will
tabulate the given response of our respondents.

Fifth. Last steps the researchers would determine the managerial competencies of
registered business owners in Alaminos City.

Statistical Treatment of Data

The study's research data has been anticipated, and descriptive statistics enable for
coherent presentation of facts that emerge ahead of schedule. On all variables, descriptive
statistics used to present percentages, frequencies, and means. Simple graph analysis is also
used to visualize the descriptive statistics, which allow summaries of the sample observations to
be provided. Frequency counts and percentage distribution will be used for part I of the study to
describe the profile background of the business. The formula to get the percentage is:

%=f/n× 100

Where:

f=Frequency

n=Number of Respondents

%=Percentage

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For Mean:

x=(∑x)/n

Where:

x =sample mean

∑x=Sum of all responses

n=sample size

The non-probability sampling will be used regarding the challenges to be gathering data.
In probability sampling, not every member of the population has the equal chance of being
selected. It can rely on the subjective judgment of the researcher. The convenience sampling
will be used regarding the challenges to gather data. Convenience sampling is selecting a
sample based on the availability of the member and /or proximity of the researcher. It is also
known as accidental, opportunity or grab sampling.

27
 MANAGERIAL COMPETENCIES OF BUSINESS OWNERS IN ALAMINOS CITY,
PANGASINAN QUESTIONNAIRE

PART I. PROFILE

Directions: Kindly provide the necessary information by putting a check (/) mark and data
needed on the space provided. You can be confident that your responses will be treated
confidentially.

28
Name (Optional): ____________________________________________________

a. Age:

______20 and below

______21-30

______31-40

______41-50

______51 and above

b. Sex:

______ Male

______ Female

c. Civil Status:

______ Single

______ Married

______ Widow/er

______ Others (Please specify) __________

29
d. Highest Educational Attainment:

__________College, no degree

__________ Bachelor’s Degree

__________ Master’s Degree

__________ Doctorate Degree

__________Others (please specify)

e. Types of Business Operations

__________ Wholesaling

__________ Retailing

__________ Manufacturing

__________ Service

f. Years of Business

______ Less than 1 year ______ 3-5 years

______ 1-3 years ______ 5 years and above

g. Number of Workers

______ 0 ______ 3-5 workers

30
______ 1-2 workers ______ 5 and above workers

h. Average Annual Income

______ Below 10,000

______ 50,001 to 70,000

______ 10,001 to 30,000

______ 70,001 to 90,000

______ 30,001 to 50,000

______ 90,001 and above

31
PART II. LEVEL OF MANAGERIAL COMPETENCY.

DIRECTIONS: Using the scale indicated below, kindly put a check ( / ) mark on the appropriate
column.

5 4 3 2 1

A. Planning and (Very (Highly (Moderat (Slightly (Not

Administration
Highly Competent) e Compete Compete

Compete Compete nt) nt)

nt) nt

Monitoring data and

using it to identify
symptoms, issues,
and potential
solutions.

Make timely
decisions.

Takes calculated risk

and and anticipates
consequences.

Develop plan and

schedule to achieve

32
goals effectively.

Assigns priorities to
tasks and delegates
responsibility.

Determine, obtains,
and organizes
necessary resources
to accomplish the
task.

Handles several
issues and project in
one time but does not
spread self to thin.

Monitor and keeps to

a schedule ofchanges
schedule of needed.

Works effectively
under time pressure.

Understands budget,
cash flow, financial
reports and annual
reports and regularly
uses such information
to make decisions.

33
Keeps accurate and
complete financial
records.

Creates budgetary
guidelines for others
and works within
those guidelines.

5 4 3 2 1

B. Leadership and Teamwork (Very (Highly (Moderat (Slightly (Not

Highly Competent e Compete Compete

)
Compete Compete nt) nt)

nt) nt

Creates clear goals that motivate

team members to perform.

Appropriately staff the team,

considering the importance of
ideas as well as the technical
skills required.

34
Defines team responsibilities and
as needed, assigns tasks and
responsibilities to individual team
members.

Fosters a culture in which

effective teamwork is expected,
recognized, praised, and
rewarded.

It certainly aids in identifying and

acquiring the resources it requires
to achieve its objectives.

Lead the team as an advisor and

mentor to team members as they
learn.

Acknowledge group members'

strengths and weaknesses and
use their strengths to complete
tasks as a team.

It brings conflict and disagreement

to the surface and uses it to
improve performance.

35
 5 4 3 2 1

C. Communication (Very (Highly (Moderat (Slightly (Not

Highly Competent e Compete Compete

)
Compete Compete nt) nt)

nt) nt

Practice two-way communication

by asking for feedback, listening
and creating a give and take
conversation.

36
Has awareness of others' feelings.

Builds strong interpersonal

relationships with people.

Inform people of relevant events

and activities and keep them up to
date.

Makes persuasive, high public

presentations and handle

questions well.

Understands and motivates

people both individually and in
groups.

Negotiates effectively.

Skilled at developing relationships

and exercising influence upwards
with subordinates.

Takes decisive and fair actions

when handling problem to
subordinates.

5 4 3 2 1

37
 D. Strategic Action (Very (Highly (Moderat (Slightly (Not

Highly Competent e Compete Compete

)
Compete Compete nt) nt)

nt) nt

Understand the business and can

quickly recognize changes that
pose major threats or
opportunities.

Keep track of competitors' and

strategic partners' activities.

Can assess general industry

trends and their future
implications.

Recognize and address the

trainees' concerns.

Understands the concerns of

stakeholders.

Comprehend the benefits and

drawbacks of various business

38
strategies.

Understands the company's

vision, mission, and goals

Priorities are assigned and

decisions are made in accordance
with the firm's vision and strategic
objectives.

Recognizes and addresses

alternative strategy management
challenges.

Establishes technical and

operational goals to help with
strategy implementation.

39
 5 4 3 2 1

E. Self-management (Very (Highly (Moderat (Slightly (Not

competency
Highly Competent e Compete Compete
)
Compete Compete nt) nt)

nt) nt

Must have clear ethical objectives

that serve as a framework for
maintaining the integrity and
ethical behavior.

Seems to be willing to
acknowledge errors.

Pursues responsibility and is

motivated and driven to achieve
goals.

Works tirelessly to complete

tasks.

Clearly demonstrates dedication

in the face of adversity and
recovers from failure.

40
It maintains a rational balance
between the two and other crucial
factors so that no aspect of life is
overlooked.

One takes good care of oneself,

both mentally and physically, and
uses productive outlets to relieve
frustration and tension.

Evaluates and establishes

personal life and work goals.

Has specific personal and

professional goals.

Analyze and gain knowledge from

work and personal experiences.

41
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