CHAPTER II

CONCEPTUAL FRAMEWORK
This chapter presents the reviewed literature and studies, which were
deemed relevant in the conduct of the study. Through careful reading of these
informative materials, the researcher was able to get some insight which
supported the organization of the foundations of the study.
Review of Related Literature and Studies
The following related literatures were reviewed in order to serve as
foundation of the study.
Related Literature. The study is anchored on the management practices
for the organizational development discussed by Onnibokun (2010:105) which
have the following features:

Improvements are based on many small changes rather than the radical
changes that might arise from Research and Development

As the ideas come from the workers themselves, they are less likely to be
radically different, and therefore easier to implement

Small improvements are less likely to require major capital investment

than major process changes

The ideas come from the talents of the existing workforce, as opposed to
using research, consultants or equipment any of which could be very
expensive

All employees should continually be seeking ways to improve their own

performance

It helps encourage workers to take ownership for their work, and can help
reinforce team working, thereby improving worker motivation.
Management in businesses and organizations is

the

function

that

coordinates the efforts of people to accomplish goals and objectives by using

available resources efficiently and effectively. Management includes planning,
organizing,

staffing,

leading or directing, and controlling an organization to

accomplish the goal or target. Resourcing encompasses the deployment and

manipulation of human resources, financial resources, technological resources,
and natural resources. Management is also an academic discipline, a social
science whose

objective

is

to

study

social

organization.

https://en.wikipedia.org/wiki/Management.
Dirman

(2011:55) discussed

that management practices involves

identifying the mission, objective, procedures, rules and manipulation of

the human capital of an enterprise to contribute to the success of the enterprise.
This implies effective communication: an enterprise environment (as opposed to
a physical or mechanical mechanism) implies human motivation and implies
some sort of successful progress or system outcome. As such, management
practices is not the manipulation of a mechanism (machine or automated
program), not the herding of animals, and can occur either in a legal or in an
illegal enterprise or environment. Management does not need to be seen from

enterprise point of view alone, because management practices is an essential

function to improve one's life and relationships in an organization. Based on this,
management must have humans, communication, and a positive enterprise
endeavor. Plans, measurements, motivational psychological tools, goals, and
economic measures (profit, etc.) may or may not be necessary components for
there to be management. At first, one views management functionally, such as
measuring quantity, adjusting plans, meeting goals.
Planning in an orderly step-by-step undertakings of the organization where
every step is leading towards the attainment of development and organizational
goals and objectives. It is the process of thinking about and organizing the
activities required to achieve a desired goal. It involves the creation and
maintenance of a plan, such as psychological aspects that require conceptual
skills. There are even a couple of tests to measure someones capability of
planning well. As such, planning is a fundamental property of intelligent behavior
(Tadena, 2011:32).
Also, planning has a specific process and is necessary for multiple
occupations ,particularly in fields such as management, business, etc., as
discussed by Walter (2012:67). In each field there are different types of plans that
help companies achieve efficiency and effectiveness. An important, albeit often
ignored aspect of planning, is the relationship it holds to forecasting. Forecasting
can be described as predicting what the future will look like, whereas planning

predicts what the future should look like for multiple scenarios. Planning
combines forecasting with preparation of scenarios and how to react to them.
Management

planning

includes

environmental, land

use, regional, urban and spatial planning. In many countries, the operation of a
town and country planning system is often referred to as "planning" and the
professionals which operate the system are known as "planners". t is a conscious
as well as sub-conscious activity. It is "an anticipatory decision making process"
that helps in coping with complexities. It is deciding future course of action from
amongst alternatives. It is a process that involves making and evaluating each
set of interrelated decisions. It is selection of missions, objectives and "translation
of knowledge into action." A planned performance brings better results compared
to an unplanned one. A manager's job is planning, monitoring and controlling.
Planning and goal setting are important traits of an organization. It is done at all
levels of the organization. Planning includes the plan, the thought process,
action, and implementation. Planning gives more power over the future. Planning
is deciding in advance what to do, how to do it, when to do it, and who should do
it. This bridges the gap from where the organization is to where it wants to be.
The planning function involves establishing goals and arranging them in logical
order (Cameron, 2012: 98).
Patrick Montana and Bruce Charnov (2009: 122) outline a three-step
result-oriented process for planning: 1) choosing a destination, 2) evaluating
alternative routes, and 3) deciding the specific course of plan. In organizations,

planning is a management process, concerned with defining goals for company's

future direction and determining on the missions and resources to achieve those
targets. To meet the goals, managers may develop plans such as a business
plan or a marketing plan. Planning always has a purpose. The purpose may be
achievement of certain goals or targets.
Planning is the function of management that involves setting objectives
and determining a course of action for achieving those objectives. Planning
requires that managers be aware of environmental conditions facing their
organization and forecast future conditions. It also requires that managers be
good decision makers. Planning is a process consisting of several steps. The
process begins with environmental scanning. The act of analyzing the critical
external contingencies facing an organization in terms of economic conditions,
competitors, and customers which simply means that planners must be aware of
the critical contingencies facing their organization in terms of economic
conditions, their competitors, and their customers. Planners must then attempt to
forecast future conditions. These forecasts form the basis for planning. Planners
must establish objectives, which are statements of what needs to be achieved
and when. Planners must then identify alternative courses of action for achieving
objectives. After evaluating the various alternatives, planners must make
decisions about the best courses of action for achieving objectives. They must
then formulate necessary steps and ensure effective implementation of plans.
Finally, planners must constantly evaluate the success of their plans and take
corrective action when necessary. There are many different types of plans and

planning. Strategic planning is the process of analyzing competitive opportunities

and threats, as well as the strengths and weaknesses of the organization, and
then determining how to position the organization to compete effectively in its
environment involves analyzing competitive opportunities and threats, as well as
the strengths and weaknesses of the organization, and then determining how to
position the organization to compete effectively in their environment. Strategic
planning has a long time frame, often three years or more. Strategic planning
generally includes the entire organization and includes formulation of objectives.
Strategic planning is often based on the organizations mission, which is its
fundamental reason for existence. An organizations top management most often
conducts strategic planning. Tactical planning is the intermediate-range planning
that is designed to develop relatively concrete and specific means to implement
the strategic plan. is intermediate-range (one to three years) planning that is
designed to develop relatively concrete and specific means to implement the
strategic

plan.

Middle-level

managers

often

engage

in

tactical

planning. Operational planning assumes the existence of goals and objectives

and specifies ways to achieve them generally assumes the existence of
organization-wide or subunit goals and objectives and specifies ways to achieve
them. Operational planning is short-range (less than a year) planning that is
designed to develop specific action steps that support the strategic and tactical
plans (Santos: 2012:301).
Management organizing, in companies point of view, is the management
function that usually follows after planning. And it involves the assignment of

tasks, the grouping of tasks into departments and the assignment of authority
and allocation of resources across the organization (Brylle, 2012).
The following are the important characteristics of organizing: 1)
Specialization and division of work. The entire philosophy of organization is
centered on the concepts of specialization and division of work. The division of
work is assigning responsibility for each organizational component to a specific
individual or group thereof. It becomes specialization when the responsibility for a
specific task lies with a designated expert in that field. The efforts of the
operatives are coordinated to allow the process at hand to function correctly.
Certain operatives occupy positions of management at various points in the
process to ensure coordination; 2) Orientation towards goals. Every organization
has its own purposes and objectives. Organizing is the function employed to
achieve the overall goals of the organization. Organization harmonizes the
individual goals of the employees with overall objectives of the firm.
1. Composition of individuals and groups. Individuals form a group and the
groups form an organization. Thus, organization is the composition of individual
and groups. Individuals are grouped into departments and their work is
coordinated and directed towards organizational goals; 3) Continuity. An
organization is a group of people with a defined relationship in which they work
together to achieve the goals of that organization. This relationship does not
come to end after completing each task. Organization is a never ending process.

Organizing is the function of management that involves developing an

organizational structure and allocating human resources to ensure the
accomplishment of objectives. The structure of the organization is the framework
within which effort is coordinated. The structure is usually represented by an
organization chart, which provides a graphic representation of the chain of
command within an organization. Decisions made about the structure of an
organization are generally referred to as organizational design. The matching of
organizational form, such as structure, reporting relationships, and information
technology, with the organizations strategy decisions. Organizing also involves
the design of individual jobs within the organization. Decisions must be made
about the duties and responsibilities of individual jobs, as well as the manner in
which the duties should be carried out. Decisions made about the nature of jobs
within the organization are generally called job design decisions. Organizing at
the level of the organization involves deciding how best to departmentalize, or
cluster, jobs into departments to coordinate effort effectively. There are many
different ways to departmentalize, including organizing by function, product,
geography, or customer. Many larger organizations use multiple methods of
departmentalization. Organizing at the level of a particular job involves how best
to

design

individual

jobs

to

most

effectively

use

human

resources.

Traditionally, job design is the process of putting together various elements to

form a job, bearing in mind organizational and individual worker requirements
which was based on principles of division of labor and specialization, which
assumed that the more narrow the job content, the more proficient the individual

performing the job could become. However, experience has shown that it is
possible for jobs to become too narrow and specialized. For example, how would
you like to screw lids on jars one day after another, as you might have done
many decades ago if you worked in company that made and sold jellies and
jams? When this happens, negative outcomes result, including decreased job
satisfaction and organizational commitment, increased absenteeism, and
turnover (Frank, 2012).
Controlling in management involves ensuring that performance does not
deviate from standards. Controlling consists of three steps, which include (1)
establishing performance standards, (2) comparing actual performance against
standards, and (3) taking corrective action when necessary. Performance
standards are often stated in monetary terms such as revenue, costs, or profits
but may also be stated in other terms, such as units produced, number of
defective products, or levels of quality or customer service. The measurement of
performance can be done in several ways, depending on the performance
standards, including financial statements, sales reports, production results,
customer satisfaction, and formal performance appraisals (Tan, 2013).
Managers at all levels engage in the managerial function of controlling to
some degree. The managerial function of controlling should not be confused with
control in the behavioral or manipulative sense. This function does not imply that
managers should attempt to control or to manipulate the personalities, values,
attitudes, or emotions of their subordinates. Instead, this function of management

concerns the managers role in taking necessary actions to ensure that the workrelated activities of subordinates are consistent with and contributing toward the
accomplishment

of

organizational

and

departmental

objectives. Effective

controlling requires the existence of plans, since planning provides the necessary
performance standards or objectives. Controlling also requires a clear
understanding of where responsibility for deviations from standards lies. Two
traditional control techniques are budget and performance audits. An audit
involves an examination and verification of records and supporting documents. A
budget audit provides information about where the organization is with respect to
what was planned or budgeted for, whereas a performance audit might try to
determine whether the figures reported are a reflection of actual performance.
Although controlling is often thought of in terms of financial criteria, managers
must also control production and operations processes, procedures for delivery
of services, compliance with company policies, and many other activities within
the organization. The management functions of planning, organizing, leading,
and controlling are widely considered to be the best means of describing the
managers job, as well as the best way to classify accumulated knowledge about
the study of management. Although there have been tremendous changes in the
environment faced by managers and the tools used by managers to perform their
roles, managers still perform these essential functions. The principles of
management can be distilled down to four critical functions. These functions are
planning, organizing, leading, and controlling. This P-O-L-C framework provides

useful guidance into what the ideal job of a manager should look like. (Grehme,
2012)
Making the work environment conducive to the nature of work can be of
help towards better satisfaction in job in consideration of the following aspects:
Consistent Communication -employers who make a point of consistently
communicating with employees get better performance results than those who
ignore the concept. Communication builds morale and trust, which reduces
turnover, as consultant Gregory P. Smith observes in a commentary for
"Business Know-How." One example is Guardian Industries, an 800-person glass
plant in Indiana that struggled to staff its shifts properly. To solve the problem,
management sought out employees' opinions. Instead of rotating between days
and evenings, employees decided to work permanent 12-hour shifts. Turnover
fell by 50 percent as a result.
Heating and Lighting Issues - when designing an office, employers should
remember that fluorescent light isn't the only option, according to "Inc."
magazine. If possible, every employee should work in a space with some natural
light. At a minimum, planners should create common spaces that have natural
light. Companies should also check the heating, ventilation and air conditioning
system's performance. In most cases, the landlord has to ensure that the system
works properly. For that reason, the employer should designate a staff person to
help the management company resolve complaints.
Manageable Workloads - burnout is one of the greatest threats to
performance and morale. For this reason, management should keep workloads

manageable, TechRepublic newsletter advises. One possible solution: When

workload changes, employers might meet with staffers and have them score
each task for its importance to the company and level of quality. The employer
can then quickly rank each member's tasks to determine where he must cut,
eliminate or refocus assignments to deliver a high-quality product.
Open Spaces - companies are abandoning the standard design concept of
executive offices that surround a series of employee cubicles. Instead, some
employers are embracing open spaces, one of many design concepts that have
grown popular in recent years, according to "Inc." magazine. The theory is that
such areas are more likely to promote collaboration and information-sharing, with
employers creating as many open spaces as possible, including low-paneled
work spaces. However, rooms can also be set aside for when employees must
concentrate on big projects or conference calls. This concept, known as
"hoteling," is gaining ground in office design
Worker Safety - The Occupational Health and Safety requires employers
to provide a workplace that's free of known dangers. The Occupational Health
and Safety Administration enforces this right through inspections and a series of
standards that define worker safety. Examples including putting safety guards on
machines, and providing training before workers perform dangerous tasks. In the
absence of such standards, employers are still bound by the act's "general duty"
clause to keep workplaces free of known, recognized hazards.
Robles (2011: 44) stated that job satisfaction or employee satisfaction has
been defined in many different ways. Some believe it is simply how content an

individual is with his or her job, in other words, whether or not they like the job or
individual aspects or facets of jobs, such as nature of work or supervision. Others
believe it is not so simplistic as this definition suggests and instead that
multidimensional psychological responses to one's job are involved. Researchers
have also noted that job satisfaction measures vary in the extent to which they
measure feelings about the job (affective job satisfaction) or cognitions about the
job (cognitive job satisfaction).
The concept of job satisfaction has been developed in many ways by
many different researchers and practitioners. One of the most widely used
definitions in organizational research is that of Locke (1976), who defines job
satisfaction as "a pleasurable or positive emotional state resulting from the
appraisal of one's job or job experiences". Others have defined it as simply how
content an individual is with his or her job; whether he or she likes the job or not.
It is assessed at both the global level (whether or not the individual is satisfied
with the job overall), or at the facet level (whether or not the individual is satisfied
with different aspects of the job). Spector lists 14 common facets: Appreciation,
Communication, Coworkers, Fringe benefits, Job conditions, Nature of the work,
Organization,

Personal

growth,

Policies

and

procedures,

Promotion

opportunities, Recognition, Security, and Supervision). www.mbaonline.com

Related Studies. In the study of Meindl & Ehrlich (2009) on ICT in
Management Education Process: A critical literature review and its implications, it
was fond out that management practices can influence a person and can enlist
the aid and support of others in the accomplishment of a common task. They

concluded that it is the motivating and organizing a group of people to be able to

achieve a common goal. In the past, some researchers have argued that the
actual influence of leaders on organizational outcomes is overrated and
romanticized as a result of biased attributions about leaders. Their study focuses
on the management preference of leaders and how such affect the overall
organizational performance. They found out that leaders would choose to be: 1)
coordinators of workforce actions, 2) decision-maker with the collaboration of the
group, and 3) implementor with the group help. Finally, they suggested that ICT
as an effective use of managerial practice should be employed which the leaders
confirmed to a very high extent.
The cited study similarly focused on having management practice a good
tool in making great performance for the organization although the cited study
and the present study differ in location, variables and use of other interrelated
ideas for management.
The study of Eleveos (2011) on current status and trends of organizing
where respondents from Princeton University and the University of California
described an effective manager first "as an individual with the capacity to
consistently succeed in a given condition and be viewed as meeting the
expectations of an organization or society" and secondly as an effective
communicator in the organization. For most of the respondents, managers as
described in study are recognized by their capacity for caring for others, clear
communication, and a commitment to persist. An individual who is appointed to a

managerial position has the right to command and enforce obedience by virtue of
the authority of their position. However, she or he must possess adequate
personal attributes to match this authority, because authority is only potentially
available to him/her. In the absence of sufficient personal competence, a
manager may be confronted by an emergent leader who can challenge her/his
role in the organization and reduce it to that of a figurehead. However, only
authority of position has the backing of formal sanctions. It follows that whoever
wields personal influence and power can legitimize this only by gaining a formal
position in the hierarchy, with commensurate authority. Weighted mean, standard
deviations and z-test was used as statistical tools.
The cited study of Eleveos is similar to the present study focusing on the
organization practices of a leader which may led to a satisfied employees. On the
other hand, they differ in terms of respondents, location and output of the study.
Leal (2011) proved out in his study that the understanding of managing as
involving the social and informal sources of influence that one use to inspire
action taken by others is a matter to better understood good administration
practices. The respondents were asked about their managers which appear that
if managers are effective leaders, their subordinates will be enthusiastic about
exerting effort to attain organizational objectives. He also cited that the
behavioral sciences theory have made many contributions to understanding this
function of management. Personality research and studies of job attitudes
provide important information as to how managers can most effectively lead

subordinates. Further, his research proved that to become effective at leading,

managers must 1) understand their subordinates personalities, values, attitudes,
and emotions; 2) communicate effectively; and 3) be personally involved in
employee activities. He finally cited studies of motivation and motivation theory
which provide important information about the ways in which workers can be
energized to put forth productive effort; studies of communication provide
direction as to how managers can effectively and persuasively communicate; and
studies of leadership and leadership style which provide information regarding
becoming a good manager and good practices of management. As an output, he
had a book on Leading for a Purpose which focuses on the areas which may
lead to a better leader performance.
The study of Leal is similar to the present study in a way that they
discussed on management practices and the effectiveness of it in the
organization. The said practices can create better understanding of proper
management and leadership that may help improve employee performance. On
the other hand, they differ in variables, location of study and output of the study.
A study title "Analysis of Factors Affecting Job Satisfaction of the
Employees in Public and Private Sector", in India concluded that in India
Employees tend to love their job if they get what they believe is an important
attribute of a good job. Weightage factor of each such attribute based on
exhaustive survey has been calculated. Region, sector and gender wise study of
job satisfaction has provided consistent picture with respect to distribution of data

set analyzed showed that most of the employees in Indian industry are not
satisfied with their job except for a few like male in commerce sector and female
in education sector. Total job satisfaction level of males is found to be higher than
that of woman. Total job satisfaction level in manufacturing sector is found to be
very low. (Kasmir, 2011)
The cited study is the same with the present study as both give credence
to job satisfaction of employees and factors affecting it. Further, they have
different location, respondents and output of the study.
Job satisfaction can also be seen within the broader context of the range
of issues which affect an individual's experience of work according to the study of
Hennesey (2012). Accordingly, the quality of life also affect job satisfaction and
not the internal factors of job nature alone. Job satisfaction can be understood in
terms of its relationships with other key factors, such as general well-being,
stress at work, control at work, home-work interface, and working conditions. The
study recommended teambuilding and family guidance program for a better
inward relation with work and balanced family life.
The study of Henessey also concentrates on the job satisfaction of
employees which is also the variables included in the present study. However,
the said studies differ in location, variables, respondents and output of the study.
The study of Allen (2012) posted the importance of Edwin A Lockes
Range of Affect Theory which is arguably the most famous job satisfaction model

in 70s. The main premise of this theory is that satisfaction is determined by a

discrepancy between what one wants in a job and what one has in a job. Further,
the theory states that how much one values a given facet of work (e.g. the
degree of autonomy in a position) moderates how satisfied/dissatisfied one
becomes when expectations are/arent met. When a person values a particular
facet of a job, his satisfaction is more greatly impacted both positively (when
expectations are met) and negatively (when expectations are not met), compared
to one who doesnt value that facet. To illustrate, if Employee A values autonomy
in the workplace and Employee B is indifferent about autonomy, then Employee A
would be more satisfied in a position that offers a high degree of autonomy and
less satisfied in a position with little or no autonomy compared to Employee B.
This theory also states that too much of a particular facet will produce stronger
feelings of dissatisfaction the more a worker values that facet.
The cited study gave emphasis on job satisfaction which is also the
concern of the present study. However, job satisfaction is only one of the
variables in the present study and other factors are given focus which is not
included in the study of Allen.
Falcon (2012) further discussed in his study the importance of the Equity
Theory in management practices where showing how a person views fairness in
regard to social relationships such as with an employer which led to job
satisfaction. A person identifies the amount of input (things gained) from a
relationship compared to the output (things given) to produce an input/output

ratio. They then compare this ratio to the ratio of other people in deciding
whether or not they have an equitable relationship. Equity Theory suggests that
if an individual thinks there is an inequality between two social groups or
individuals, the person is likely to be distressed because the ratio between the
input and the output are not equal. In the study, consider two employees who
work the same job and receive the same pay and benefits. If one individual gets
a pay raise for doing the same work as the other, then the less benefited
individual will become distressed in his workplace. If, on the other hand, both
individuals get pay raises and new responsibilities, then the feeling of equity will
be maintained. The respondents of the study viewed a good manager who
practices and acts with concern to employee as the best where those who only
focus on organizational set-up as worst.
Falcons study similarly focused on the employee job satisfaction which is
based on the practices a manager do. Meanwhile, the study differ with the
present study as regard other variables, locale of the study and respondents.
The study of Gregory (2012) in e-learning of management put emphasized on the
concept of discrepancy theory which is to explain the ultimate source of anxiety and
dejection. An individual who has not fulfilled his responsibility feels the sense of anxiety
and regret for not performing well. Based on the study, the respondents will feel
dejection due to not being able to achieve their hopes and aspirations. According to this
theory, all individuals will learn what their obligations and responsibilities are for a
particular function, and if they fail to fulfill those obligations then they are punished. Over
time, these duties and obligations consolidate to form an abstracted set of principles,

designated as a self-guide. The study reflects from the respondents that agitation and
anxiety are the main responses when an individual fails to achieve the obligation or
responsibility. This theory also explains that if achievement of the obligations is obtained
then the reward can be praise, approval, or love. These achievements and aspirations
also form an abstracted set of principles, referred to as the ideal self guide. When the
individual fails to obtain these rewards, they begin to have feelings of dejection,
disappointment, or even depression. In this case, the need to have a better management
practices so that employees will feel better towards their job must be maintained. This
may be done through added non-monetary benefits, training, communication openness
among the management personnel and officers and participation in planning and
organizational decision making.
The study of Gregory is similar to the present study as both discussed the
importance of job satisfaction at work. However they are not parallel in terms of
variables, location, respondents and study methodology.

Conceptual Model of the Study

The conceptual model which guided the researcher in conducting this study is
presented in Figure 1 using the Input, Process and Output.
INPUT

PROCESS

OUTPUT

Respondents:
Faculty members and
Employees

Level of
management
practices of the
Marikina
Polytechnic
College
Extent of job
satisfaction of the
employees

Questionnaires

School Documents

Content Validation
of the
Questionnaire

Administration and
retrieval of the
questionnaires

Statistical
Treatment of the
data

Analysis and
interpretation of
data

Figure 1. Conceptual Model of the Study

Level of
management
practices of the
Marikina
Polytechnic
College as
assessed by the
faculty members
and employees
Extent of job
satisfaction of the
employees
Significant
relationship
between the level
of management
practices of the
Marikina
Polytechnic
College and extent
of job satisfaction
of the employees
Intervention Plan

The input consists of the respondents of the study composed of the faculty
members and employees of the Marikina Polytechnic College. Included as well are
questionnaires and school data.
The process of the study consists of the Content Validation of the Questionnaire,
administration and retrieval of questionnaire, statistical treatment of the data and the
analysis and interpretation of data.
The output are the the level of management practices of the Marikina

Polytechnic College as assessed by the faculty members and employees; extent

of job satisfaction of the employees; significant relationship between the level of
management practices of the Marikina Polytechnic College and extent of job
satisfaction of the employees; and proposed intervention plan.

Research Hypothesis
The hypothesis that will be pursued in this study is:
1. There is no significant relationship between the level of management practices of

the Marikina Polytechnic College and extent of job satisfaction of the employees .

Definition of Terms Used

In order to arrive at a common understanding, the following terms used in the
study are hereby defined:
Job satisfaction. This refers to a measurement of feeling of faculty and
employees about their current work situations namely recognition and rewards, work
condition, job security and communication.

Management practices. This refers to the manner attaining the goals and
targets of the organization in terms of planning, organizing, decision-making,
implementing, monitoring or controlling.
Planning. This refers to the process of thinking about and organizing the

activities required to achieve a desired goal where the organization set fort as
target over a certain period of time.
Organizing. This refers to a systematic process of structuring, integrating,
coordinating task goals, and activities to resources in order to attain objectives
generally planned over a target period of time .
Decision making. This is regarded as the cognitive process resulting in the

selection of a belief or a course of action among several alternative possibilities

which was part of different planned effect.
Implementing. This refers to the manner of executing decisions based on
specified plans to be able to meet the goals and objectives of the organization.

Monitoring/Controlling. This refers to the observation of a situation for

any changes which may occur over time as an effect of planned actions and
activities and further make necessary mechanism so that the desired outcome
can be acquired.
Recognition and rewards. This refers to a system employ by the school
to attain positive stimulus that can be presented in the process of reinforcing
behavior of the employees.

Work condition. This refers to the nature of employment and place where
work is undertaken. This may also refer to the environment where work is
undertaken and its relevance to the employees position and remuneration.
Job security. This refers to the feeling of ease of employees towards their
work and manner of treatment of the management towards them as part of the
working group of the organization.
Communication. This is the manner of information dissemination in the
organization which may be a top-to-bottom style or vice versa. This is the
management system of making employees informed of the processes, policies
and all other matters that may affect each and every one in the organization.