Cebu Institute of Technology - University
College of Management, Business and Accountancy
Business Organization and Managerial
Management III
Name: Leah Mae G. Nolasco Course & Year: BSA - 1
Instructor: Dr. Laurencio Andrino Date: July 4,2018
1. Why is managing essential in a business enterprise?
Managing is essential in a business enterprise because it involves many aspects in
life and it has a step by step process to improve your skills. The aspects of managing are
leading with knowledge and confidence to yourself. Managing a business enterprise
operates in a constantly changing environment and it is also a process of planning,
organizing, staffing, directing and controlling. Through this process of managing a
business enterprise is achieving the organizational goals of your company.
2. What is the goal of managers?
The goal of managers is to follow properly the objectives of the company because
only the objectives can lead achieving the goals of the company. Managers are not just
working the company in a higher level but it is working through people that can lead in
a right way. Manager’s should manage, supervise and train them. Training a employees
in the company is helping each person how to manage and discipline their self through
guiding them in action, not just an action but it should a good model’s to all. In short,
train the trainers.
3. Among the three skills a manager should possess, what do you think is the most
important? Why?
Among the three skills of manager should possess is Interpersonal Skills because it
can help you build up the company in a higher level if you know how to interact your
employee always. By interacting your employee there is a possible way that they want
to leave their loyalty to the company forever.
4. In what way are the basic goals of managers at all levels and in all kinds of
enterprise the same?
To conduct an orientation to each team on how to achieve the goals of the
company. Some business enterprise that are franchise stores are Minute Burger and
Bean leaf that had different goals to the managers assigned in each store because they
are expected to lead the team in order for the company to gain good profit. Once you
have a partnership of the franchise store you need to follow the goals of the store, not
only the goals you need to follow but also the objectives and rules of the store. By
understanding the different objectives in every business, the goals of every company is
to aim high and aim higher income of the company.
5. Compare organizational goals to objectives. Give an example of each.
Organizational goals are created in an attempt to achieve a desired state of profit
and success. General organizational goals are found in the mission/vision statement of
the company, but details of those goals are defined in the business plan. While
objectives is what you are trying to achieve, the information is based on facts or
something that you plan to do. Objectives define the techniques an organization will
use to achieve sales success, customer service goals, financial goals and any other
measurable aspirations of the company.
6. Explain how the underlying principles of management are achieved in relation to
objective, authority, responsibility, efficiency and delegation.
They are relation because it is a process that the things are to get easily things done
in a company or organization. Like the one principle that are mention the delegation
that is refers to the person that the manager need to assign an executive on behalf of
the company to authorized the projects or things in the company.
7. Why should authority commensurate to responsibility? Illustrate.
Authority should commensurate to responsibility because they are just the same
situation that you need to be responsible of the things are being authorized of yourself.
By being an authorized person of the things in the company is you need to more careful
or you need to be responsible in action and words wherever you are.
8. How is efficiency measured?
Efficiency should be measured by avoiding wasting any things in the company just
like the office supply. Efficiency is also often measurable to avoid conflict things in
company and need to produce a less expenses of the company.
9. In the field of teaching, how many teachers do you think can a superior supervise?
Justify your answer.
For me, 10 teachers in every department in the field of teachers because it is
underpinned by three points. First, the school leadership is key to effective teacher
supervision. Second, the teacher supervision should be comprehensive. Lastly, the
teacher should policy so that the students can focus to them. This is important to the
teachers to supervise the students so that the students improve their knowledge and to
know how to out of the comfort zone.
10. Compare specialization to division of labor.
Specialization is a particular small job allows workers to focus on the parts of the
production process where they have an advantage. While, division of labor is a way of
good or service that is produced divided into a number of tasks that are performed by
different workers, instead of all tasks being done by the same person.
11. Explain the statement, “No one can serve two masters’. Do you believe in the
statement? Why or why not?
Actually, I read this in the bible if we have a bible sharing in our church. My answer
is Yes, I believe on the statement because you can’t serve two groups in one. People
from now on, want to serve two masters because they know that they can manage
their time every day but it not. It explains that it is possible to serve two masters, but
psychologically, if put in a situation where we have to choose, our devotion will exceed
for one of them. However, while all of us have, knowingly or unknowingly, willfully
agreed to become a part of the servitude, if we are forced to choose one true master
over the others, we will always have this one master that will be preferred over the
others.
12. Explain why manager of a business enterprise is considered the organization
catalyst.
Business enterprise is considered the organization catalyst because it must institute
a program that would identify potential “change agents” who can act as catalysts for
the change initiatives which the management might be planning. The point about the
catalysts for change initiatives is that they have the personal attributes needed to
motivate and inspire others to follow their lead.
13. How can failure of communication in an organization be avoided or at least
minimized?
To avoid the failure of communication in an organization is to speak clearly and
remove your assumptions. Check in with the person to make sure you’re understood.
When communicating electronically, be clear, concise, and informative. Being a good
listener can help avoid miscommunications, too. When you put some effort into your
conversations, you can lower your risk of miscommunicating.
14. Illustrate how an enterprise is considered more than the sum of its parts.
Asking team member and social media experts for their valuable input and advice, I
was reminded of a critical theme that holds true for just about any industry. The
enterprise is more than the sum of its parts that can be greater than the sum of its parts
when the strengths brought to the table are leveraged appropriately. We see these
qualities very often in business models like franchise systems, co-operatives and group
purchasing organizations.
15. In your opinions, which of the three school of thought in management discussed
in this chapter has given the most important contribution in the study and practice of
management? Support your answer.
For me, the three school of thought in management that is the most important is
the quantitative school of thought because nowadays, community involves technology.
By using the technology our management will be easier and it can give as a multi-
tasking by using computer. Quantitative school of thought is the best because it can
give techniques such as statistics, information models and especially the computer
simulations just to improve the decision making of the management by helping the
technology today.
D. Terminologies
1. Management
It is a problem-solving process of effectively achieving organizational objectives
through the efficient use of scarce resources in a changing environment. Management
also an art of getting things done through and with the people in formally organized
groups. It is an art of creating an environment in which people can perform and
individuals and can co-operate towards attainment of group goals.
2. Goal
The end result or achievement in which effort is directed and a describe what a
company expects to accomplish over a specific period of time. Goal is also helping
organizations evaluate performance and motivate and inspire employees.
3. Principles
It is essential, underlying factors that form the foundations of successful
management. It’s also a principles to tomorrow’s business leaders by weaving three
threads through every chapter: strategy, entrepreneurship and active leadership.
4. Objectives
Something that one's efforts or actions are intended to attain or accomplish,
purpose or a target. Objectives also are time-related to achieve a certain task.
5. Authority
It is a power that is delegated formally. It includes a right to command a situation,
commit resources, give orders and expect them to be obeyed, it is always accompanied
by an equal responsibility for one’s actions or a failure to act.
6. Delegation
It occurs when someone with authority confers upon another person the power to
do a particular task. Delegation is usually a one-way street - superiors delegate
authority to subordinates.
7. Coordination
It is the unification, integration, synchronization of the efforts of group members so
as to provide unity of action in the pursuit of common goals.
8. Responsibility
It is work or duties assigned to a person by virtue of his position in the organization.
It refers to the mental and physical activities which must be performed to carry out a
task or duty. That means every person who performs any kind of mental or physical
effort as an assigned task has responsibility.
9. Unity of Command
The employee or a worker must not have many bosses or superiors. If an employee
or subordinate has to work under the influence of many bosses or superiors, then it
creates a confusing situation, dilemma and disorder. This also affects overall efficiency,
productivity and profit of the organization.
10. Span of Control
The number of subordinates that a manager or supervisor can directly control. This
number varies with the type of work, complex, variable work reduces it to six, whereas
routine, fixed work increases it to twenty or more.
11. Chain of Command
It is a hierarchy of authority where those at the top of the organization direct and
control the activities of the organizational members below them.
12. Scientific Method
The scientific method also called scientific management which the theory seeks to
improve an organization’s efficiency by systematically improving the efficiency of task
completion by utilizing scientific, engineering and mathematical analysis.
13. System Theory of Management
It is an abstract philosophical framework that nonetheless entails a highly empirical
and investigative form of management science.
14. Processes
It is one of the management functions associated with organizing. The work of the
people in organizations takes place through their activities that need to be scheduled
within the organizational structure, and assigned to specific workers in the
specific workplaces.
15. Science
Practicing managers who believe in management as a science are likely to believe
that there are ideal managerial practices for certain situations. That is, when faced with
a managerial dilemma, the manager who believes in the scientific foundation of his or
her craft will expect that there is a rational and objective way to determine the correct
course of action.
16. Balance
It is a key element of a happy life and sustainable business. Balance is about how
you live your life and manage your business and people. When your life or business is
out of balance, nothing works.
E. Case Studies
1. Case A
Facts of the Case
Pete is supervising the construction of a building with fifteen workers under
him. He was instructed by Mr. Cruz, the General Manager, to follow up the delivery
of certain construction materials. While Pete was away, Mr. Cruz saw Johnny, a
masson working at the aforestated construction, using four-inch instead of six-inch
concrete hollow blocks for the outer walling of the building being constructed. He,
therefore, directed Johnny to use the six-inch concrete hollow blocks, admonishing
him accordingly.
Problems
What is the principle of management violated in the instant case, if any?
Support your answer.
Though Mr. Cruz still a general manager of the company but it is Pete who
supervises the team on how to work things out in order to build the
company successfully. Mr. Cruz should not make any decisions right away
and then without the authority of Pete because it may be one of the cause
that the building would be unsuccessful if both of them would have
different decisions at all and it is just a waste of money and time.
Therefore, I conclude that Mr. Cruz should not take an action without
even thinking on what the pros and cons are if he will change the due
process of constructing a building.
What should have been done, if any violation of management principle has
been committed?
He should ask first Mr. Johnny if it is really 4-inch concrete hollow blocks
to be used for or it is really what Pete commanded them to do before he
will make a decision right away to avoid confusion on behalf of the team.
2. Case B
Facts of the Case
Pete, the sales manager of ABC Company, has a sales quota of 5,000 sacks of
animal feeds a month for one year. Accordingly, he made and forwarded his
requisition to Johnny, the Production Manager with the advice or notation on said
requisition that 5,000 sacks of a forestated animal feeds be made available at least
five days before the first day of the month. At the start, the sacks of animal feeds
were on hand on time. However, after six months, only 3,000 sacks were made
available by the Production Department on the alleged ground that there had been
shortage in the supply of raw materials as reported by the Procurement Department.
Problems
What was wrong in the instant case, if any? Explain your answer.
They should have a timeline for them to be guided accordingly. For
example, they should have a quota everyday which is to have 50 sacks per
day in one month and would total for 1.5k sacks of animal feeds every
month and probably would have more than the said sacks to what they are
expecting to have every year.
Is there any management principle that was violated? If so, which principle?
Explain your answer. If there is none, likewise, your answer.
3. Case C
Facts of the Case
Pete, the foreman of XYZ Company, was to male 100 wooden tablets within one
month, as directed by Mr. Reyes, the General Manager. For the purpose, Pete was
given five carpenters who were recruited by the Personnel Officer. At the end of the
month period, only 70 tablets were finished. Explaining his inability to finish the 100
tablets, said that one of the carpenters hired was inadequate for the job while
another one was always absent.
Problem
Analyze the case and state what error or errors management committed, if
there are any. Explain your answer.
I can heartedly say that they directly hired people without even giving an
orientation on what are the due process in making the tablets. They should
be given one day of orientation in order for the new employees to know
what the do’s and don’ts of the company are.
4. Case D
Facts of the Case
Pete, a mechanical engineer, was hired as General Manager of KLM
Manufacturing Company. He has the technical skills relative to the physical plants and
machine of the company. He is quite a perfectionist that he expects his subordinates
to be as good as he is in their respective jobs. Despite Pete's strict supervisor efforts
as General Manager, the overall production was below par, and not long, thereafter
arose a labor crisis therein. In the view of this, Pete recommended the termination
from service of all the workers who were responsible for the said crisis in the view
allegedly of the fact that their labor demands are unreasonable.
Problems
Diagnose the management problem or problems in the instant case, using the
principles and/or concepts you have learned in the chapter. Explain your
conclusions.
Being a manager, you should be at the bottom which means neutral. You
should know when to be strict and not. Being perfect is not bad but too
much is not good at all. Why? It is because pride will now be leading and not
the person who leads the team anymore which makes you more selfish. You
don’t know how to trust your employees anymore and how to get along
with them. In lieu of the case, the decision is invalid since he doesn’t have
any basis of rating each employee’s performance. He can’t terminate
people right away even without due process and we are not an American
that can fire people right away, everything has due process that needs to be
followed.
