College of Business Administration Education

2nd Floor, SS Building

Bolton Street, Davao City
Telefax: (082)227-5456 Local 131

UNIVERSITY OF MINDANAO
College of Business Administration Education
Program _____________________

Physically Distanced but Academically Engaged

Self-Instructional Manual (SIM) for Self-Directed Learning (SDL)

Course/Subject: __________________________________

Name of Teacher: ________________________________

THIS SIM/SDL MANUAL IS A DRAFT VERSION ONLY; NOT FOR

REPRODUCTION AND DISTRIBUTION OUTSIDE OF ITS INTENDED
USE. THIS IS INTENDED ONLY FOR THE USE OF THE STUDENTS
WHO ARE OFFICIALLY ENROLLED IN THE COURSE/SUBJECT.
EXPECT REVISIONS OF THE MANUAL.

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 College of Business Administration Education
2nd Floor, SS Building
Bolton Street, Davao City
Telefax: (082)227-5456 Local 131

Course Outline: BA100 (HR) – Essentials to Business Principles and

Practices
Professor: Reil S. Romero
Email: [email protected]
Student Consultation: By online (LMS), group chat
Mobile: 09090618789 (CALLs only)
Phone: (082) 227-5456 local 131
Effectivity Date: June 2020
Mode of Delivery: Online Blended Learning
Time Frame: 12 Hours (2 Weeks)
Student Workload: Self-Directed Expected Learning
Requisites: None
Credit: 3
Attendance Requirements: A minimum of 95% attendance is required at all
scheduled Virtual or face to face sessions.

Course Outline Policy

Areas of Concern Details

Contact and Non-contact Hours This 3-unit course self-instructional manual is
designed for blended learning mode of instructional
delivery with scheduled face to face or virtual
sessions. The expected number of hours will be 54
of a face or virtual sessions.
Assessment Task Submission Submission of assessment tasks shall be on the 3rd,
5th, 7th, and 9th weeks of the term. The assessment
paper shall be attached with a cover page indicating
the title of the assessment task (if the task is a
performance), the name of the professor, date of
submission, and the name of the student. The
document should be emailed to the professor. It is
also expected that you already paid your tuition and
other fees before the submission of the assessment
task.
If the assessment task is done in real-time through
the features in the Blackboard Learning
Management System, the schedule shall be
arranged ahead of time by the professor.

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 College of Business Administration Education
2nd Floor, SS Building
Bolton Street, Davao City
Telefax: (082)227-5456 Local 131

Turnitin Submission To ensure honesty and authenticity, all

(if necessary) assessment tasks are required to be submitted
through Turnitin with a maximum similarity index
of 30% allowed. It means that if your paper goes
beyond 30%, the students will either opt to redo
her/his paper or explain in writing addressed to
the course coordinator the reasons for the
similarity. In addition, if the paper has reached a
more than 30% similarity index, the student may
be called for disciplinary action in accordance
with the University's OPM on Intellectual and
Academic Honesty.

Please note that academic dishonesty such as

cheating and commissioning other students or
people to complete the task for you have severe
punishments
(reprimand, warning, expulsion).
Penalties for Late The score for an assessment item submitted after
Assignments/Assessments the designated time on the due date, without an
approved extension of time, will be decreased by
5% of the possible maximum score for that
assessment item for each day or part-day that the
assessment item is late.

However, if the late submission of the

assessment paper has a valid reason, a letter
of explanation should be submitted and
approved by the course coordinator. If
necessary, you will also be required to
present/attach
evidence.
Return of Assignments/ Assessment tasks will be returned to you two (2)
Assessments weeks after the submission and returned by
email or via the Blackboard portal.

For group assessment tasks, the professor will

require some or few of the students for online or
virtual sessions to ask clarificatory questions to
validate the originality of the assessment task
submitted and to ensure that all the group
members are involved.
Assignment Resubmission You should request in writing addressed to the
professor his/her intention to resubmit an
assessment task. The resubmission is premised
on the student’s failure to comply with the
similarity index and other reasonable grounds
such as academic literacy standards or other
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 College of Business Administration Education
2nd Floor, SS Building
Bolton Street, Davao City
Telefax: (082)227-5456 Local 131

reasonable circumstances, e.g., illness, accident

financial constraints.

Re-marking of Assessment You should request in writing addressed to the

Papers and Appeal professor your intention to appeal or contest the
score given to an assessment task. The letter
should explicitly explain the reasons/points to
contest the grade. The program coordinator shall
communicate with the students on the approval
and disapproval of the request.

If disapproved by the professor, you can elevate

your case to the program head or the dean with
the original letter of request. The final decision
will
come from the dean of the college.
Grading System All culled from BlackBoard sessions and
traditional contact
Course discussions/exercises
– 30% 1st formative
assessment – 10%
2nd formative assessment
– 10% 3rd formative
assessment – 10%

All culled from on-campus/onsite sessions (TBA):

Final exam – 40%

Submission of the final grades shall follow

the usual University system and procedures.
Preferred Referencing Style Harvard Referencing Style

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 College of Business Administration Education
2nd Floor, SS Building
Bolton Street, Davao City
Telefax: (082)227-5456 Local 131

Student Communication You are required to create a umindanao email

account, which is a requirement to access the
BlackBoard portal. Then, the professor shall
enroll the students to have access to the
materials and resources of the course. All
communication formats: chat, submission of
assessment tasks, requests, etc. shall be
through the portal and other university
recognized platforms.

You can also meet the professor in person

through the scheduled face to face sessions
to raise your issues and concerns.

For students who have not created their student

email, please contact the professor or program
head.
Contact Details of the Dean Vicente Salvador E. Montaño, DBA
Email:[email protected]
Phone: 09094177626 (CALLS only)
Contact Details of the Program Reil S. Romero
Head Email: [email protected]
Phone: 09090618789 (CALLs only)
Students with Special Needs Students with special needs shall communicate with
the course coordinator about the nature of his or her
special needs. Depending on the nature of the need,
the course coordinator, with the approval of the
program coordinator, may provide alternative
assessment tasks or extension of the deadline for
submission of assessment tasks. However, the
alternative assessment tasks should still be in the
service of achieving the desired course learning
outcomes.
Help Desk Contact Reil S. Romero
Email: [email protected]
Phone: 09090618789 (Calls only)
Library Contact [email protected]
Well-being Welfare Support Help Rhoda Lauyon
Desk Contact Details Phone: 09190011887

Course Information – see/download course syllabus in the BlackBoard LMS.

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 College of Business Administration Education
2nd Floor, SS Building
Bolton Street, Davao City
Telefax: (082)227-5456 Local 131

Unit Learning Outcomes (ULO): At the end of the unit you are expected to:

1. Understand the basic concepts of Business Management and its application on

different areas in business.
2. Analyze the managerial environment including the factors that influence the
changes in management principles.
3. Identify the roles and responsibilities of managers in a very dynamic business
environment.

Big Picture!

Hello future managers!

In a very dynamic and challenging economy, the roles and responsibilities of business
managers cannot be emphasized. Managers are contributing a significance in the attainment
of organizations’ goals. In turn, managers or even the aspiring ones, must equip themselves
with enough knowledge and skills in order to easily adjust to a very dynamic business
environment. With that, this lesson allows you to explore the critical structure of every business
organization and the significant contribution of every managers in different business endeavor.

Come aboard, let us begin!

Your Course Facilitator
Metalanguage:
In the current business environment, managers are just a simple manager, they are also
more than just leaders. Managers perform sumptuous roles and responsibilities such as
problem solvers, cheerleaders as well as planners. There so no perfect managers. There are a
lot of managerial and leadership styles that every organization is looking for.
Provided in this section are the essential terms and vocabularies that you may encounter
as you go further to this lesson. You can use this as your reference if in case you need to review
the terms you may encounter.
Management is any activity that involves planning, organizing, staffing and directing, and
controlling (POSDICON) in order to determine and accomplish the stated objectives by means
of utilizing essential business resources such as the human resource.
Business Management is any activity of planning, organizing, staffing and directing, and
controlling (POSDICON) every business activity and operation
Managers are persons involve in performing the process of management by the use of
his or her leadership and other essential skills.

Essential Knowledge
To perform the aforementioned ULO’s, you need to understand first the introduction and
basic concepts of Business Management. Please take note that you are not limited to review
this section only. You can utilize books (also available from Library and Information Center),
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 College of Business Administration Education
2nd Floor, SS Building
Bolton Street, Davao City
Telefax: (082)227-5456 Local 131

internet search engines, research articles and journals.

Nature of Management
In a very dynamic business environment, business organizations around the world are
on the hunt of a very good example of a strong-man who can lead the staff and the entire
organization to its common and established objectives. The demand for this people is keep on
increasing as more and more changes are occurring brought by globalization and other
influential phenomenon. With that demand, business management discipline came to the
rescue in order to produce competent individuals to perform the task. By equipping the essential
and required skills to solve the abovementioned problem, you can now call yourself a manager.
The discussion of the nature of management involves the following:
- Management: its definition
- Identifying management levels and functions
- Evaluating managers’ many roles
- Describing different managerial skills
- Avoiding managerial myths
Management and the Organization
Organizations are everywhere in today’s society. Group of individuals constantly
banding together to accomplish the tasks in unison. Many experts say, no man is an island
and two heads are better than one.
Here are the managers. Organization could not stand without them. The success of
every organization largely depends on every action performed by managers in a certain
department of office.
Business organizations are not exempted from the ongoing transformation brought by
numerous factors. As this happens, managers are threatened with sumptuous skills
requirement. Managers perform a lot of difficult situations such as inevitable decision making,
setting short-term and long-term goals and objectives, planning strategies and leading all the
staff in unity to face this scenario.
Management: its definition
Management is an activity of gathering together all the necessary business resources in
order to attain the organizations’ stated goals and objectives, both the short-term and long-term
ones. Given the fact that every business organization is a system of numerous coordinating
parts, management involves the process of planning, organizing, staffing and directing, and
controlling (POSDICON). This task requires a lot of necessary skills and knowledge. Thus,
attempting to manage others without managing oneself could create negative consequences.
Level of Management (Benowitz, 2001)
As the business organization tend to be more complex from time-to-time, Organization
tend to believe that business challenges and problems can be solved if they employ to or more
managers with different titles and roles. This is to ensure that all parts of the business
organization are functioning systematically. For clarity, shown in the figure 1 is the level of
management as result of constant evolution of management principles from classical to
contemporary period.

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 College of Business Administration Education
2nd Floor, SS Building
Bolton Street, Davao City
Telefax: (082)227-5456 Local 131

Figure 1: Levels of Management

Top Level Management

Managers at this level involved in the process of crafting general and major goals
and objectives and ensure that those can be accomplished in accordance with the company’s
timetable. There are common job titles belong to this level of management. Chief Executive
Officer or CEO, Chief Operating Office or COO, senior leaders such as presidents and vice
presidents. In this level, managers are often called executives who are responsible for the
performance of the organization as a whole or for one of its significant parts.
Middle Level Management
Middle managers are responsible for submitting reports to the executives. Middle
managers involved in the activity of managing large departments or divisions consisting of
several smaller units. This level also is responsible for the development and implementation of
action plans (such as increasing sales by increasing the market presence) approved by the
executives. For example, the dean of every university handles the entire college or department
and crafts his or her objectives of his or her department. These objectives must be in
accordance with the objectives of the University as a whole.
Lower Level Management
This level of management is the job where most people attain. They are in the
frontline positions such as team leaders and supervisors. They are in charge to manage smaller
units composed of hands-on workers. There are various job titles in this level of management.
Lower level managers ensure that they work units meet the performance objectives (such as
quota) which is in accordance with the objective of middle and top-level managements.
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 College of Business Administration Education
2nd Floor, SS Building
Bolton Street, Davao City
Telefax: (082)227-5456 Local 131

Functions of Managers
Managers do not just think of out-of-the-blue strategies and solutions to organizations’
problems and challenges. Managers are evaluating every possible angle to create a perfect
ingredient for an optimal solution to a problem. By doing these, managers tend to perform the
following functions:
.

Figure 2: Functions of Management

Planning
Planning is a future oriented action aimed to formulate strategies, policies and
guidelines to achieve the organizations’ common goal. Planning also is the rational and
systematic way of creating a sound decision making process. In addition, planning allows
organization to foresee possible problems and its possible impacts and create optimal solution
for that problem. This type of activity requires a lot of skills that managers need to possess.
Managers should know how to evaluate and study the current business and economic
environment in order to create a concrete plans and strategies. In creation of plans, it involves
the following process:
Strategic Planning involves the formulation of long-term and general goals and
objectives of the organization.
Contingency Plans involves the formulation of back-up plans in case some of the
strategic plans veers off from its intended outcomes or objectives.
Organizing
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 College of Business Administration Education
2nd Floor, SS Building
Bolton Street, Davao City
Telefax: (082)227-5456 Local 131

This activity involves the process of forming up a concrete and strategic

structure that clearly defined the functions, directions and flow of authority to ensure that the
smaller parts will coordinately perform with other parts in achieving the common goal of the
organization as a whole. Organizing also involves the gathering of all essential and required
resources to achieve the desired outcomes. Organizing resources is a tedious task for
managers. This due to some factors such as the availability of resources needed. With that,
managers should take note of the following essential and required resources that is need to
be put in the proper place in order to attain the desired outcomes.
- Men or human resources - the most important resource among all other
resources. Human resource are irreplaceable resources in the
organization. Organizing this resource is a tedious process for managers
as it involves studying human behavior which is another complex
endeavor to study. Managers should able to encourage their
subordinates to work in unison to attain the desired outcome.
- Money – is another essential resource needed by every organization.
Similar to other major resources, money in business is always limited.
Managers or specifically financial managers and accountants should
properly study the financial position of every organization before
performing major decisions. Managers should know when to buy new
machineries or equipment, raw materials and other resources in order to
avoid losing money which can be used for other corporate purposes.
- Materials – without materials, organization could not produce what they
desired to produce. Materials are always limited. Thus, managers should
study quantitative and qualitative factors before purchasing the much-
needed materials. Managers should also encourage their subordinates
to utilize diligently the available materials and will be used for corporate
purpose only.
- Machines – this type of resources enables every organization to perform
massive production as it fastens and quickens the production process.
Machines allow organization to produce different products in one
production process thereby creating more market as well as revenue for
the business. In this type of resources, managers should know how to
estimate the life-span of every machine in order to estimate when is the
right time to buy specific machines. Also, managers should know how to
coordinate with machine operators to maximize the use of such resource.
- Methods – This is the most and heavily guarded type of resource. This
resource comprised of various organizations’ secrets such as recipes,
market strategies, target market and other confidential information about
the business. Managers should carefully review this resource in order to
respond to changes in social and economic environments (e.g. changes
in price, taste and preference of the consumers).
- Market – is another important resource for all businesses as they are
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2nd Floor, SS Building
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Telefax: (082)227-5456 Local 131

considered as their lifeblood. Market provides the much-needed revenue

to continue the business operations. Managers should know how to
respond to constant changes in consumer behavior and the factors that
influence such changes. Managers should also know how to conduct
market research in order to study the current industry condition where
the organization belong.
The abovementioned resources are need to be organized properly by managers since
failure to organize at least one of those resources will result to negative consequences or worst
closure of the business.
Staffing and Directing
Is another vital function of management. This function involves a tedious process
of recruitment and selection of not just only right but also best people that fits to certain job.
Staffing involves filling up the much-needed position with capable human resource which can
perform the duties and responsibilities. Directing or Leading involves the managing,
encouraging and motivating the employees to work as whole to attain the desired outcomes. In
this function, managers exercise human relation in order to coach, motivate and manage the
employees’ differences.
Controlling
After all the things are put in the proper place. Sustainability is of another
challenge every manager faced. Ensuring the conformity of all things to desired goals and
objectives is the main purpose of doing controlling process. This activity involves establishing
standards for work performance, measuring performance and develop compare and contrast
to previous performance. Controlling allows the organization whether to expand or remain in
their position. Controlling also involves performing corrective actions to major and minor
deviations performed.
Roles Performed by Managers
It is not surprising that managers wear many hats in every organization. They performing
a sumptuous role that required essential knowledge and skills. Mintzberg proposes the

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 College of Business Administration Education
2nd Floor, SS Building
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Telefax: (082)227-5456 Local 131

Mintzberg Set of Ten Roles need to

perform by managers. According to this
model, managers should perform ten roles
which are divided into three (3) categories.

Interpersonal Roles
This role involves human
interaction. Managers should be able to
create a working environment that
encourages the employees to perform their
best to attain the objectives. This category
consists of the first three (3) roles need to
be performed by the managers.
Figurehead
Performs ceremonial and
symbolic duties such as greeting visitors
and guests and also signing legal
documents
Leader
Direct, encourage and
motivate the subordinates and ensures an
excellent working environment by
communicating and counselling with the
subordinates.
Liaison
Maintaining the link of information both from the inside and outside of the
organization through different means such as mails, phone calls and meetings.

Informational Roles
The importance of acquiring available information is very important to every business
organization as this influence in the process of making sound business decisions. Thus, this
role for managers involves acquiring, sharing and analyzing every available information and
utilize them for the benefit of business operations. Informational role involves another three (3)
set of managerial roles that is need to be performed by the managers.
Monitor
Seeks and receive information, scanning latest news from periodicals and
newspapers, and maintain personal contact with stakeholders that influence the business
operations.
Disseminator
Information is very vital to the success of every business organization as it guides
the managers from three levels of management in creating a sound decision. As the information
already available, dissemination as early as possible is needed for verification and analysis.
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 College of Business Administration Education
2nd Floor, SS Building
Bolton Street, Davao City
Telefax: (082)227-5456 Local 131

Managers should forward that information immediately by any available means.

Spokesperson
Similar to acquiring information, providing information to the public is another
essential role that a manager needs to do. Managers should ensure that the company image
must be protected always. Also, managers should provide clarity in sharing information without
leaking confidential things to the public.
Decisional Role
For all the roles of managers, this is the most challenging part since it requires a lot of
skills and other needed resources. Also, decision making takes time and must be in a hurry.
Finally, decisions must be optimal or must undergo several reviews and evaluation for any
possible flaws. This role is divided into four (4) specific roles that a manager needs to perform.
Entrepreneur
Managers should have the initiative to take the lead in every project where
organization is involved. He or she must engage in critical thinking skills to develop new ideas
and transform them into a good or service that will provide additional revenue for the company.
Disturbance Holder
As what Ronald Reagan said, conflict is inevitable but combat is optional.
Managers should settle every disagreement and conflicts within the organization to prevent it
from harming the company. He or she should adapt to the dynamic working environment.
Resource Allocator
It is not surprising that resources in business is always limited. Thus, managers
are tasked to allocate properly all the available resources and choose the optimal production
possibility for the company. This role involves the decision of buying or outsourcing of raw
materials needed and continue or discontinue the ongoing production. Finally, managers should
do proper budgeting in order to allocate properly the financial resources of the company.
Negotiator
Represent the organization or the company as a whole to different agreements
between unions, supplier and even some consumers. Managers should perform this role in
order to create a win-win scenario for the company. He or she should ensure that the company
image is always protected from any externalities such as employee protest and consumer
complain.

Skills Needed by Managers

Not everyone can be a manager. Certain skills, or abilities to translate knowledge into
action that results in desired performance, are required to help other employees become more
productive. These skills fall under the following categories (Benowitz, 2001):
Technical: This skill requires the ability to use a special proficiency or expertise to
perform particular tasks. Accountants, engineers, market researchers, and computer scientists,
as examples, possess technical skills. Managers acquire these skills initially through formal
education and then further develop them through training and job experience. Technical skills
are most important at lower levels of management.
Human: This skill demonstrates the ability to work well in cooperation with others.
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 College of Business Administration Education
2nd Floor, SS Building
Bolton Street, Davao City
Telefax: (082)227-5456 Local 131

Human skills emerge in the workplace as a spirit of trust, enthusiasm, and genuine involvement
in interpersonal relationships. A manager with good human skills has a high degree of self-
awareness and a capacity to understand or empathize with the feelings of others. Some
managers are naturally born with great human skills, while others improve their skills through
classes or experience. No matter how human skills are acquired, they’re critical for all managers
because of the highly interpersonal nature of managerial work.
Conceptual: This skill calls for the ability to think analytically. Analytical skills enable
managers to break down problems into smaller parts, to see the relations among the parts, and
to recognize the implications of any one problem for others. As managers assume ever higher
responsibilities in organizations, they must deal with more ambiguous problems that have long-
term consequences. Again, managers may acquire these skills initially through formal education
and then further develop them by training and job experience. The higher the management
level, the more important conceptual skills become.
On the other hand, there are a lot of more specific skills that is needed by the managers.
These skills can be utilized as they face the challenging job of being a manager. Management
Centre Europe (2018) cited some skills needed by the managers in facing the dynamic
environment of business. These skills are needed for the managers to become more resilient,
agile and always ready for any event that can cause changes to the organization.
People Management Skills
This skill refers to your team. Your team is composed of many great people also
aspiring to become managers. But, due to the sumptuous workload they too can become
stressed sometimes. So here you are, as a manager you need to exercise this skill to deal with
conflicts and demotivation. Also, this skill is where you manage your people especially some of
them are too emotional or too intellectual. You need to adapt to your employees’ culture and
behavior. For organizations involve in international affairs and operation, this skill is more
essential as different culture create different behaviors.
Business Finance for Non-Financial Managers
As a manager you need to understand all the complexities of financial records of
the company. This includes the financial performance and financial position. Also, you must
master the skill of finding opportunities with the given financial position of the company and
make them into a finished good or service that will give additional revenue or profit to the
company.
Influencing Skills
As a manager, you are not in control with all your subordinate and co-executives.
Thus, you need to equip yourself with influencing skills that will encourage them to approve
your strategies created. However, this skill is prone to work politics and other insecurities with
you co-executives which will serve as blocks or barriers to your idea. But, if you can handle it
carefully and influence them to go with you, it is not impossible for you to convince them to
implement your strategies or ideas.
Moss (2018) also shared his views on what skills needed by the manager to perform
their job effectively.

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2nd Floor, SS Building
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Telefax: (082)227-5456 Local 131

Prioritization
As a manager, you need to know how to rank your tasks or responsibilities
according to its importance and contribution to your department or division. Prioritization
ensures that all of your team members are working together to achieve one task after another
easily and in a very convenient and timely manner.
Cultivating Relationship
Cultivating relationship is a very important skill that is need to be acquired by the
managers. Building relationship to your employees ensure that there is harmonious
environment within your division of department. Also, building relationship with your customer
can create a good retention to the customers and may influence their consumer behavior
thereby shifting to your product or service offered.
Building Trust
It is not surprising that trust is another major issue in business organization.
Building trust to your subordinates will erase any feeling of insecurities between them thereby
preventing disagreements and conflict.
Using Emotional Intelligence
Managing people is a challenging task for every manager as it entails analyzing
the dynamic human behavior. Thus, managers should exercise emotional intelligence in
coordinating with their employees. Also, managers should build self-control, motivation and
empathy to their subordinates.
As time passes by, business and management educator are trying to help aspiring
managers acquired necessary managerial skills. The American Assembly of Collegiate Schools
of Business (AACSB) is urging business schools to help their students develop.
• Leadership — ability to influence others to perform tasks
• Self-objectivity — ability to evaluate yourself realistically
• Analytic thinking — ability to interpret and explain patterns in information.
• Behavioral flexibility —ability to modify personal behavior to react
objectively rather than subjectively to accomplish organizational goals.
• Oral communication — ability to express ideas clearly in words
• Written communication — ability to express ideas clearly in writing
• Personal impact — ability to create a good impression and instill confidence
• Resistance to stress —ability to perform under stressful conditions
• Tolerance for uncertainty — ability to perform in ambiguous situations
Dispelling Common Myths About Management
Majority of employees within the organization experience difficulty in clearly
understanding the roles and responsibilities performed by managers. They tend to think that
managers are just sitting pretty directing employees to finish specific task and claim credit for
it. But the reality speaks that managers are threatened with multiple task and challenging
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 College of Business Administration Education
2nd Floor, SS Building
Bolton Street, Davao City
Telefax: (082)227-5456 Local 131

external environment of business organization. Employees beliefs allowed some

misconceptions and myths to exist.
Myth Number 1: The manager is a reflective, methodical planner.
Reality: The average manager is swamped by trivialities and crises and spends
only nine minutes or so on any activity.
Given the fact that managers have already prepared major strategic planning and their
contingency plans. Managers need not to think anymore of new ones as they only refer to any
of their formulated plans and perform minor revisions in order to apply it to the current situation.
Myth Number 2: The effective manager has no regular duties to perform.
Reality: Managers attend upper management meetings, meet regularly with
employees, coworkers, and potential clients, and absorb and process information on a
continued basis.
It is repeatedly stated in the precious section of this module that managers performed
diverse, complex and various task as they are considered to be as the brains of the business
organization. Managers tend to create decisions for both current and future by analyzing every
available information.
Myth Number 3: The manager’s job is a science.
Reality: Managers rely heavily on interaction and judgment.
Although management is considered science since it is continuously seeking knowledge.
Managers tend to prefer interaction and judgements. By this, they can evaluate every angle by
studying all information gathered and create sound decisions.
Myth Number 4: Managers are self-starters, self-directed, and autonomous.
Reality: Good managers are self-managing: They accept autonomy, while seeking
input from supervisors.
Given all available resources and much needed information, managers are expected to
create decisions and strategies for a specific problem. Managers tend to solicit ideas from his
or her subordinates. Also, managers keep on seeking inputs, advices and suggestions from
both the employees and their supervisors in order to properly weigh in the chosen strategy or
plan.
Myth Number 5: Good managers seek out the information they require.
Reality: Managers don’t always have access to information they need.
Information availability is very vital for managers as this may influence the process of
making decisions. However, managers are facing the challenge of information unavailability as
many executives and business owners afraid to share confidential information. Also, managers
are threatened with lack of information about the current market conditions. Hence, managers
tend to refer to their deep analysis and judgement by using the only available information.
Myth Number 6: Competition among managers is good for business.
Reality: Collaboration (the pooling of resources) and cooperation (working
together) among managers creates a better business. Today, the concepts of TQM
(which are discussed in Chapter 15) indicate that organizations function better if
resources and knowledge are shared and individuals work together as a team.
Working in unison is what every manager desired for their divisions or departments as
they believe that by doing so, the task or the desired outcomes can easily be achieved. With
this reality, managers are threatened with the challenge of banding together their subordinates
to work in unity.
Uncovering your own beliefs of management is important as you develop an awareness

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of “true” daily management duties.

The Evolution of the Management Thought (Damachi, 1978; Benowitz, 2001; Peak, 2020;
and Tanuja, n.d)
The dynamic environment of business enables educator and experts to study the
complexity of management itself. This scenario provided sumptuous information for managers
and executives to utilize for their disposal. With that fact, evolution shared some of its vital
benefit to the management principle.

School of Proponent Management Principles

Thought
Classical Scientific Frederick Taylor Often called as the father of scientific management
School as he believes that the organization needs to
carefully study management principles and develop
procedures from it.
Also called as the father of time-study as he is the
person who first utilize stopwatch in studying the
employees’ behavior.
Finally, he devised the incentive system for
employees who achieved desired outcomes or meet
new standards.
Henry Gantt The person who is responsible developing the Gantt
Chart, a bar graph presentation of planned and
completed work along each stage of production.
Frank and Lilian A husband-wife tandem who are responsible in
Gilbreth devising the motion study. This study involves in
choosing optimal methods for specific tasks in order
to produce more.
Also devised the elemental hand or arm motion, also
known as therblig (backward spelling of their name
except for letter T and H). This elemental hand or
arm motion refers to vital functions of employees
that may influence his or her production capability.
Classical Max Weber Disliked that many European organizations were
Administrative managed on a “personal” family-like basis and that
School employees were loyal to individual supervisors
rather than to the organization.
Henri Fayol Responsible for devising the fourteen (14) principles
of management based on his personal experience.
These principles provided knowledge to modern-
day managers and supervisors on how to effectively
organize the entire organization.
Mary Parker Responsible for stressing the importance of
Follett organizations’ establishment of its own goals to their
employees. She is also responsible for recognizing
the importance of ethic, power and leadership in an
organization. For her, command style hierarchical

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type of organization is a disaster because

employees are treated like robots.
Chester Barnard Introduces the idea of informal organization that
provide important and significant communication to
the organization as a whole. Also, he is responsible
for the Acceptance Theory which emphasizes the
willingness of employees to accept that mangers
have legitimate authority to act.
Behavioral Elton Mayo Responsible for his Hawthorne Studies, a series of
Management experiments that rigorously applied classical
Theory or Human management theory only to reveal its shortcomings.
Relations School With this principle, it provided a conclusion that
employees tend to increase their productivity by
giving what they want such as equal wage for equal
work.
Abraham Responsible for the formulation of Hierarchy of
Maslow Needs theory which break down the needs into five
specific area.
Douglas Given the influence of both the Hawthorne Studies
McGregor and Maslow’s Hierarchy of Needs, he devised his
own theory of management by recognizing the two
sides of manager. This theory is often considered as
Theory X and Y. the Theory X manager, has a
negative view of employees and assumes that they
are lazy, untrustworthy, and incapable of assuming
responsibility. On the other hand, the Theory Y
manager assumes that employees are not only
trustworthy and capable of assuming responsibility,
but also have high levels of motivation.
Quantitative School Several The quantitative approach to management involves
of Thought Mathematicians, the use of quantitative techniques, such as
Physicist and statistics, information models, and computer
other Scientists simulations, to improve decision making.
Consist of several branches: Management Science,
Operations Management, Management Information
System (MIS), Systems Management Theory.
Contingency Several Simply refers to “it depends” approach of
School of Management management which means that there is no best way
Management Experts or perfect way to organize a certain organization
because business environment tends to experience
constant changes and transformation.
Quality School of Several The quality school of management is a
Management Management comprehensive concept for leading and operating
Experts an organization, aimed at continually improving
performance by focusing on customers while
addressing the needs of all stakeholders. In other
words, this concept focuses on managing the total

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organization to deliver high quality to customers.

This theory considers the following principles:
Organization makeup, Quality of goods and services
and Continuous improvement in goods and services
Kaizen Kaizen is the commitment to work toward steady,
Approach continual improvement. The best support for
continuous improvement is an organization of
people who give a high priority to learning. In this
process, everyone in the organization participates
by identifying opportunities for improvement, testing
new approaches, recording the results, and
recommending changes.
Reengineering The reengineering approach to management
Approach focuses on creating change — big change — and
fast. It centers on sensing the need to change,
seeing change coming, and reacting effectively to
change when it comes.

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Keywords Index: This section is provided for you to list down all the keywords and vital terms.
This also includes all important ideas and concepts that you can use for your review for the
upcoming examination.

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Let’s Try

Task Number 1: Multiple Choice Questions (3 points each)

______1. It is the process of planning, organizing, staffing and directing, and controlling
performed in order to attain desired objectives and outcomes.
A. Business Management
B. Management
C. Science
D. Art
______2. It is the process of planning, organizing, staffing and directing, and controlling
performed in order to attain desired objectives and outcomes by using all essential business
resources.
A. Business Management
B. Management
C. Science
D. Art
______3. The final area or category in the Maslow’s Hierarchy of Needs Theory is called
___________.
A. Success Need
B. Need for Achievement
C. Self-Actualization Need
D. Need for Power
______4. Hawthorne Studies refers to _________________
A. A series of experiments performed in order to know the most optimal methods used
to increase productivity.
B. A series of experiments that enables managers to know that by giving what the
employees need they will increase their activity
C. A series of experiments that debunk most of the principles stated in classical school
of thought
D. A series of experiment performed that enables the managers to know that giving
importance to leadership, ethics and power is the best way for effective
management of a certain organization.
______5. Which of the following is an example of common myths of management?
A. The average manager is swamped by trivialities and crises and spends only nine
minutes or so on any activity
B. Managers rely heavily on interaction and judgment.
C. Good managers are self-managing: They accept autonomy, while seeking input
from supervisors.
D. All of the above
______6. When ambiguous situation occurred, managers need to have and utilize this skill.
A. Technical Skill
B. Interpersonal Skill
C. Informational Skill
D. Conceptual Skill
______7. Settling disputes and conflicts within the organization requires what type of
managerial skill?
A. Interpersonal Skill
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B. Human Skill
C. Technical Skills
D. Conceptual Skills
______8. When a manager has the ability to influence others to perform the task, he or she
posses the skill called ____________
A. Communication Skills
B. Leadership Skills
C. Entrepreneurial Skills
D. Informational Skills
______9. Forwarding information to organization members via memos, reports, and phone calls
belongs to what role of manager?
A. Intellectual Role
B. Decisional Role
C. Informational Role
D. Interpersonal Role
______10. This management school of though is brought by changes created by the ongoing
Industrial Revolution.
A. Quantitative School of Thought
B. Qualitative School of Thought
C. Management Science
D. Classical School
______11. Also known as the Father of Time-Study
A. Frederick Meyer
B. Frederick Parlor
C. Frederick Weber
D. Frederick Taylor
______12. Incentive system refers to _____________
A. Giving incentive when an employee created new idea
B. Giving incentive when an employee discover strategy
C. Giving incentive when an employee meets a certain standard
D. All of the above
______13. This refers to Fayol’s remuneration.
A. Equal pay for equal work
B. Equal incentive for every quota
C. Equal Pay for a new discovery
D. Giving incentives to those who meet the standards.
_____14. Gantt Chart refers to _____________
A. A system of giving incentive to those employees who attain specific task
enumerated in the bar graph
B. A bar graph presentation of each procedure in every stage of production
C. A bar graph presentation of objectives and desired outcomes
D. A bar graph presentation of sales and profits
______15. Esprit ‘de Corps Means
A. Law is Law
B. Law is harsh, but that is the law
C. Loyalty to one means loyalty to all
D. Loyalty to group

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Let’s Analyze: Put your situation where you are a manager of very large corporation with a
monthly sale of P1B and an asset of Php 300B and experiencing the havoc of COVID-19
pandemic.

Task Number 1 (50 points): Research for the Fayol’s Fourteen Principles of
Management and rank them according to its importance with the given scenario above. Explain
why?

Task Number 2 (50 Points): Given the same scenario, select at least five (5) school of
thought that really help a manager like you. Explain why?

Task Number 3 (100 points): Give at least 10 managerial roles that is needed to
perform by a manager like you with the given scenario above and rank them according to its
importance.

Task Number 4 (75 points): Give at least 10 managerial skills that is needed to by a
manager like you with the given scenario above and rank them according to its importance.

A Bonus Activity!
Complete the given Vision and Mission Statement of the University of Mindanao (3 points
each)

Vision

By __________ (1) a globally recognized institution providing _________ (2), __________ (3)
and __________ (4) education.

Mission

Provide a _____________ (1) and _______________ (2) academic environment through the
highest standards of instruction, research and extension in a ______________ (3) institution
committed to ____________ (4) access to education.

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2nd Floor, SS Building
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Telefax: (082)227-5456 Local 131

Self - Help: Listed in this section are the references which will provide additional information
about this lesson. You can access or research for it for your own consumption and benefit.

References
Damachi, U., 1978. Springer Link: Human Relations School. [Online]
Available at: https://link.springer.com/chapter/10.1007/978-1-349-03586-1_3#citeas
[Accessed 2020].
Emerald Works, n.d. Emerald Works: Henri Fayol's Principles of Management. [Online]
Available at: https://www.mindtools.com/pages/article/henri-fayol.htm
[Accessed 2020].
Kukreja, S., n.d. Management Study HQ: Functions of Management. [Online]
Available at: https://www.managementstudyhq.com/functions-of-management.html
[Accessed 2020].
Lumen Boundless Learning, 2020. Lumen: An Introduction to Management. [Online]
Available at: https://courses.lumenlearning.com/boundless-business/chapter/an-introduction-
to-management/
[Accessed 2020].
Lumen Boundless Learning, 2020. Lumen: Types of Management. [Online]
Available at: https://courses.lumenlearning.com/boundless-business/chapter/types-of-
management/
[Accessed 2020].
Management Centre Europe, 2020. Management Centre Europe: 10 Key Skills Every Manager
Needs. [Online]
Available at: https://mce.eu/ten-key-skills-every-manager-needs/
[Accessed 2020].
Moss, D., 2018. SHRM: The Top 10 Management Skills You Need. [Online]
Available at: https://www.shrm.org/hr-today/news/hr-magazine/book-blog/pages/the-top-10-
management-skills-you-need.aspx
[Accessed 2020].
Peek, S., n.d. Busines.com: Human Relations Management Theory Basics. [Online]
Available at: https://www.business.com/articles/human-relations-management-theory-basics/
[Accessed 2020].
Study.com Library, 2020. Study.com Library: Classical School of Management Theory: Help
and Review. [Online]
Available at: https://study.com/academy/topic/classical-school-of-management-theory-help-
and-review.html
[Accessed 2020].
Tanuja, A., n.d. Business Management Ideas: Quantitative Theory of Management: Branches,
Evaluation and Limitations. [Online]
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 College of Business Administration Education
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Available at: https://www.businessmanagementideas.com/management/quantitative-theory-of-

management-branches-evaluation-and-limitations/4715
[Accessed 2020].
Tyranska, M., 2016. Research Gate: Managerial Competencies for Various Management
Levels. [Online]
Available at:
https://www.researchgate.net/publication/316311940_Managerial_Competencies_for_Various
_Management_Levels
[Accessed 2020].
Wilkinson, J., 2013. The Strategic CFO: Definition of Management. [Online]
Available at: https://strategiccfo.com/management-definition/
[Accessed 2020].

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