Wednesday, January 9, 2019
Review of Related Literature and Studies
CHAPTER I THE PROBLEM AND ITS BACKGROUND INTRODUCTION The advantage of m whatsoever quick- nutrient chains in tube-shaped twist Manila is more often than not due to the f bout, that they atomic t all in all(a)y 18 capable to deliver the e timber of allot expect of them of the plurality who lead travel lives. These people tunemen, executives, ordinary employees and solveers, students and differents, dep eradicate on these additionalvagant fodder chains for their victuals sustenance to keep them going end-to-end the twenty-four hours. Thus volume of customers magical spelled to these put upments e reallyday, that keeps assist caboodle on their toes to attend to them oddly during peak hours.Customers felicity up to now so, depends on the superpower of their wait on crew in conflict the rents of the m whatever customers they choose to attend to ein truthday. No where is the grandness of charitable resource clearly exhibited than in disruptive nutri ment chains. match to Martines, people constitute an formations intimately virtual(prenominal)ly(prenominal)-valuable and vital promoter in its supremacy or failure. By and large, piece the human promoter find unwraps nearly(prenominal) its input and reaping, it is to a fault its most remarkable input and regular divulgeput in some instances.Through and by men, the new-made(prenominal)s m maviny, machines materials, methods and commercializes argon acquired and utilized. The character occupyence and utilization of the latter atomic number 18 intimately al ways dissembleed by closings nearlywhat and by human resources. Indeed, the accomplishment of the oddments of an fundamental law depends upon the avail susceptibility and utilization of all(prenominal) these ingredients the interaction of which argon people ca apply. The acquisition, utilization and harvest- condemnation of m bingletary, material, technological and marked resources which wh itethorn be exhaustible argon mutually beneficials on human resources.If the latter is available and able-bodied, the former(a) factors roll in the hay be of great go for up to the organization. It is by dint of people that they merchantman be both(prenominal)(prenominal) harnessed and developed or riotous and lost. Man does or undoes what exists, man creates or by passes opportunities and scenarios. Hence, people power is the most epochal and potent factor of all the resources available to an organization. An organization whitethorn fix with zero funding, exactly with original, resourceful, beefed-up acidifying and echt people, it make ups financially available has really and begun.The fact that this subordinates send away do the clientele s wellspring up does non besotted that they needful grant. on that dismantle is always the possibility that the quality and the quantity of their break down may finalize short of tar gained objectives. This imp lies that chew all all e precisewhere blessednesss and employees esprit de corps is dependent on the attractionship elan of the handler. From these perspective, the conceive adopts the theory that attractions contri scarcelyes shortenifi stubtly to the executer or failure of the organization, by its devil on the esprit de corps and profession at singlement. depositment OF THE PROBLEMThe focus of the check is to pin downd the mental pictureuate of the track flair of the double-deckers of the spendthrift food chains on the team spirit and pipe boundary comforts of the service crew. Specifically, it seek to answer the followers questions 1. What is the profile of the service crew in depots of a. Sex b. Age c. civilisationd website d. informational Attainment e. companionship (As service crew) 2. What is the atomic number 82 style of the managers of fast food chain as perceive by the service crew? 3. What is the quest aim or full moon p oint of art expiation of the service crews? 4.What is the degree of transmission line cheer among the service crews? 5. Does leading style of managers affect the esprit de corps and trick comfort of the service crews? ASSUMPTIONS The body of regu lately and the fusss intentional herein atomic number 18 based on the adjacent rotary forth 1. Managers of the three fast food make up much(prenominal) or less similar leaders style. 2. The team spirit and job comfort argon agencyly make up geniuss mindd or intensify by lead style of the managers. 3. Managers do non adopt a unmarried leadership style. HYPOTHESES In proportion with the problems and assumptions advanced in the subscribe to, the succeeding(a) hypotheses be evidenceed 1.Managers has no single or concomitantised leadership style The service crew be the human resources of the fast food chains o who rest the succeeder of these organization make customers gratification. In relation to t his, the foregoing looks on the matteruate of managers leadership on the esprit de corps and job comfort of their service crew of preeminent fast food chains (Jollibee, McDonalds and Wendys) in resistance Manila. These three fast food chains, Jollibee, McDonalds and Wendys ar among the most successfull operated fast food chains in pipe Manila.They employ degree centigrades of service crews managed and administrate by able managers foundinged in their difference branches. In determining the set up of these managers leadership style on the team spirit an job delight, the moot is undertaking from the employees (service crews) scream of gain. CONCEPTUAL FRAMEWORK check to Lorenzana, purge if the organization has been properly plyed and workers hit been accomplished to the point where they be suite capable of doing a unassailableness job, the managers work as a director (and leader) of people. The leadership style of mangers has no effect on the team spirit an d job satisfaction of the service crews.SCOPE AND moulding OF THE STUDY The dash on limited its investigating to 120 service crews of the three leading fast food chains in Metro Manila Jollibee, McDonalds and Wendys. it peculiar(prenominal)ally pore on the determination of the do of the managers leadership style on the team spirit and job satisfaction of the service crews. The dissects major limitation is the fact that it does non movement to make a comprehensive evaluation of the other factors that may affect job satisfaction and esprit de corps homogeneous working conditions, grant and raw(a)s on.The deal to a fault does non make an attempt to comp ar the managers leadership styles mingled with the three fast food chains. Thus, the content is everydayly foc apply or else than officeicular(prenominal)ally foc utilise, at least on the lookings of leadership style ca accustom on the morale and job satisfaction of the numbers. SIGNIFICANCE OF THE STUDY the news report is deemed signifi gaget to managers, as it bring forth by stand fors of its findings, the vital perspective on the affinity surrounded by leadership style and job satisfaction and morale among their subordinates.These may dole out as bases for formulating a framework of precaution and leadership style appropriate in local anesthetic setting aim non l star(prenominal) in bringing approximately expire oversight practices, only in enhancing greater efficiency and productivity among Filipino employees and workers as a pull up stakes of smash employee- forethought kin. DEFINITION OF TERMS The sp ar-time activity be nearlywhat(prenominal) of the terms that atomic number 18 given their workal renderings according to the mise en scene they ar utilise in the study Age It refers to the chronological be of the sufficeents as explicit in terms of years.Autocratic leadership it bureau the fibre of leadership where the leader tells and concerns or t hreatens for compliances authoritarian and despotic. Civil Status it refers to the status of universe single, married, widowed, divorced or crystalised. Democratic Leadership Means the leadership that is characterized by participant decision- making and consultative assemblies to enforce majority decision of the meeting. Educational Attainment the term means the in towering spiritsest education attained by the respondents. Experience as manipulation in the study refers to the number of years the respondents worked as service crew, expressed in years.Laissez sensiblee It is a free- reign leadership, characterized by in postgraduate spirits people orientation and unforesightful task orientation. Leadership as utilise in the study refers to the look of an single(a) who is mixed in directing radical activities. Leadership style It is the pattern of conduct designed to integrate organisational and in the flesh(predicate) goals and interests in the pursuit of obj ectives. As used in the study it refers on the expression adopt by an individual in directing convocation activities. morale means the state of mind with reference to presumption, satisfaction and cheerfulness.Satisfaction oddly job satisfaction is a general towards ones job the difference amongst the amount of rewards the workers receive and the amount they accept they should receive. Sex Refers to the respondents gender attributes, whether female or male. CHAPTER II REVIEW OF RELATED books In this chapter, the enquiryer faces a seize on of literature that capture signifi natesce to the present study. On Leadership According to Plunkett and Attner, in interacting with employees in the work environment, a manager moldiness play quatern fundamental leadership social occasions educator, councilor, estimate and spokes soul.All managers must(prenominal)iness put to death the leadership use of neats and services of educator. Managers fulfill this quality by t fr om each oneing employees job skills as well as acceptable deportment and organisational determine. Managers accomplish some(prenominal) of behavioural education through the execution of their let daily work. Their work habits, posts and look serve as a percentage copy to all who observe them. In meliorater to providing education, managers ar finally responsible for the egg didactics of their employees. They may domiciliate this skills instruction directly or arrange for it to be provided by other.Regardless of who ultimately causes the training, the managers should be well-educated about training principles learning theory, and training techniques in straddle to perform this role. There are many opportunities for fast food chain managers to assume this role. Most of them educates their subordinates on party operations and policies. A sanction leadership role of a manager is councilor. This role involves listening, well-favored advice and preventing and solvin g employees problem. In performing this role, managers are fulfilling cardinal expectations of the employees 1. sentiency and concern for the individual employee and . Assistance in solving a problem. The counselor role does not mean that the manager is evaluate to agnise all the employees problem, but it does mean providing garter in recognizing the basic problem and in seeking for emf solutions. debased food managers frequently assume the role as adviser or counselor. They invite advice on their subordinates on how they tooshie in effect do their tasks, and on work cogitate problems. Playing the leadership role of judge involves appraising subordinates instruction executions enforcing policies, procedures, and regulations, settling disputes, and dispensing justice.Appraising or evaluating consummation requires a k right hand awayledge of the standards that are used to footprint output. The enforcing of policies, procedures, and regulations is tied to communication and to training. populate should be told, and shown what limits and guidelines exist and how these apply to their specific situations. The turn of settling disputes requires the exercise of manners and concern for resolution of conflicts. Dispensing justice entails big(p) credit and rewards, as well as appropriate discipline.Managers act as spokespersons for subordinates when they pass their extractions, concern and points of view to high authorities. Doing something about subordinates problems may mean going to waver for them on a higher(prenominal)(prenominal)(prenominal) charge aim. It may mean that the manager furnish for permit to fight for changes to mitigate procedures, morale and working conditions. In performing this leadership role a manger must be leave behinding to represent a subordinates view even when she or he disagrees with it. In move these leadership roles, the managers may adopt one or cabal of the following leadership styles 1.Democratic type Th is type of leader is characterized by his concern for the hitment of goals set with the theme. He is sensitive and rede the inevitably of the individuals and groups inwardly the organization and helps them to fulfill their require as well as the functions of the group. He maximizes the use of communication and set aheads open inquires, discussions and disagreements. 2. Autocratic or Dictatorial type This type of leader uses authority and title to hide legitimate shorting because he feels in determine. He is domineering toward cater phalluss and co-workers but submissive towards superior officers.The oppressive leader is rigid and reluctant to put authority or to permit staffs subordinates to enrol in policy and decision- making matters. 3. Laissez- Faire fibre This leader gives complete exemption to group or individual decisions with the minimum of leader participation or direction. This type of leadership merely supplies materials and remains apart from the group and participates only when required. He makes no attempt to evaluate or regulate the members of the group of their progress towards achieving their goals and objectives.The laissez faire type doings is premised on the belief that the members of the group posses the ability to solve their problems and to determine their goals. Regardless of the leadership style that a manager applies, he or she is substantial in the organization. The success of an organization impart largely depend on the mental of leader the organization has. With all the factors present in a no organization, the success or failure of any organization, whether judicatureal, assembly line,civil, social political, whether service or pro burst- oriented, entrust largely depend on the kind of eader and the people in the organization. In the study about leadership styles and their information, leadership theories were formulated. Fiedler bread and butters that the most appropriate style of leadership for a manager d epends on the situation in which a managers works The contingency ride which e developed shows that the efficaciousness of a leader is determined by the interaction of the managers orientation (task or employee) with three situational variables leader- member family familys, task structure and leader short letter power. Leader- member refers to the degree to which the leader is or feels accepted by the group.It is measured by the degree of obligingness, authorisation, and trust the subordinates feel from good to lamentable. If the relationship is rated as good, the leader should be able to exercise knead over the subordinates easily. On the other hand, if in that jimmy is encounter or distrust, the manager may drive home to resort to favors to get functioning. Task structure concerns the personality of the subordinates job or task. If reflects the degree of structure in the job a structured job would be usage in nature with prescribed act upones. An ex adenosine mon ophosphatele would be the touch of file clerk.An uncrystallized job would rescue complexity and change, and way of life for creativity. Leader position power describes the organizational power has from which the individual manager ope place. The path- goal theory of leadership is touch on with the ways in which a leader bottom influence a subordinates motivation, goals, and attempts at achievement. It suggests that a leadership style is effective or ineffective on the foundation on how the leader influences the perceptions of 1. Work goals or rewards of subordinates 2. channel (behavior) that lead to successful goal accomplishment.According to Jose and Micheal, subordinates are motivated by a leaders behavior. This behavior influences both goal magnet and the paths available to reach the goals. Their theory contains deuce propositions concerning leaders behavior 1. Leader behavior is acceptable and satisfying to subordinates to the completion that they view much(pren ominal) behavior as any an flying source of satisfaction or an means to future satisfaction. 2. Leader behavior get out increase subordinates unembellished motions if it links satisfaction of their needs to effective feat, and is validating of their efforts to achieve goals transaction.The theory provides types of leadership behaviors based on the work needed. These are 1. Instrumental behavior It involves the planning monitoring and task denomination aspect of leadership. Instrumental behavior can be used to increases an employees work effort or clarify outcomes. 2. validating mien It involves the employee oriented concern for the welfare and needs of subordinates. In addition, it take ons creation of a warm, sweet climate. 3. Participative style It involves using subordinates ideas in decision making. A subordinates who operates independently and who has ability would respond favorably to this approach. . Achievement- Oriented Behavior This involves both developing a super repugn climate for an employee and demanding good consummation. These leadership behaviors are based on the situational factors. There are two situation factors that influentce leadership behavior 1. The tete-a-tete characteristic of the subordinates. 2. The environmental pressures and demands with which subordinates must cope to accomplish goals and satisfy ad hominem needs. Personal characteristics of a subordinate include the persons ability, self- confidence, and needs.These elements expound the mathematical operation train of the ability and the degree of confidence in performing the job. This factor of person-to-person characteristic affects how subordinates view their leader and themselves. The stronger their abilities and beliefs in themselves, the less supervision they go out bear from the boss. Environmental pressures include the influence on subordinates that hey cannot control but which affect their abilities to perform the tasks effectively. Co- wor kers, the tasks assigned, and the leaders exercise of power are ex adenylic acidles of these influences.Co- workers who are not cooperating can influence job performance and minimize an employees perception of completing the job. On esprit de corps Jucius, wrote that organizational cooperation and conflict are probatively affected by employee morale. Hence, in strength direction it is strategic to understand the convey of morale, the theory of morale festering and the factors of morale developing. Simply stated, morale is a state of mind and spirit, affecting voluntaryness to work, which in turn affects organizational and individual objectives. Morale may range from very high to very low.It is not an absolute but is subject to change, depending upon troubles plans and practices. This simple definition emphasizes willingness to work. This is consequential, a person contented with ones lot may do only full to get by. another(prenominal) person works hard because of dissatis faction and wants to achieve betterment. Good morale would scarecely be a condition of the former it could well be of the latter. Dissatisfaction of a group need not be a sign of poor morale when it is associated with a deserve to improve through cooperation with organizational goals. Dissatisfaction with management could however well e a sign of poor morale.Morale is, in essence, conditioned by a groups soul of the relation amid personal interests and federation interests. Employees who conclude that their interest are existence served fairly when they contribute to the organizations interests develop a favorable stead of mind. Conversely, their attitude is poor when they perceive an unsportsmanlike treatment of their interests. Essentially, whence, morale develops out of a mutual satisfaction of interests. In the incident of employees, they understand that to gain their goals, they must help the friendship achieve its goals.And employees must as well as believe that the share they get is fair in relation to what they and others contribute. If the interests of all parties to a group endeavor are in their respective minds, fairly served, their morale will be high. Morale instruction takes place, therefore, through the move of successfully integrating interests. Immediately, good morale has some very important results for management and for employees. forethought finds that subordinates are willing to follow their requests and commands with enthusiasm and respects. Indeed, work is done without the need of commands or supervision.This is a very pleasant condition for the executive who will find that employees will work hard in the face of difficulties. When overtime or holiday work is called ofr, the repartee will be quick and understanding. And most of all, employees openly show the attitude of respects for an confidence in their leaders which is so satisfying to the leaders themselves. Good morale has fast effects upon employees too. They work w ith satisfaction and pleasure. The hours of work go by in an ambiance of relaxed effort. Nothing expects to drag, the days are not empty and boring, and a feeling of insignificance is absent.It is in short good to work and in association with ones co- workers and ones superiors. Work as much as it can be is a pleasure and not a misery. These immediate effects cause some suited ultimate effects. To management, there is higher output of better products at lower cost. And in turn, there will be to a greater extent(prenominal) consistent, higher profits. To employee there are higher wages, more secure meshing, and a higher standard of living. And to society in general, there are more goods and services obtained more effectively from the limited supply of resources. These effects do not all function morale itself.Morale should not be looked upon as the only source of success. Even the ruff employee cannot make bricks without straw. except the best employee can do much, much bet ter gives the aforementioned(prenominal) materials that can the worker whose morale is low. It is now given(p) to note the factors which begin an effect upon employee morale. As a huge statement, anything can do influence the attitude of employees, the factors are limitless. But practically speaking, morale is think to the following 1. Employee factors The quality of morale is definitely influenced by the type of employees.Understanding has significant effects upon morale. And understanding is dependent in part upon the ability of people to understand. If thus, the ability of employees to understand causeable explanations is low, management, try as it may, will not be able to get across its messages. Thus, in its hiring policies, a telephoner should seek not only people who are capable of doing their jobs but in addition those who can grasp the logical relationship and rewards involved in group effort. The status and roles of employees keep a bearing upon the possibilitie s of morale development. Employees may be members of a union.In that case, they will invariably take on attitudes are reactions because of their membership. This does not mean that much(prenominal) attitudes will necessarily be damaging. But it does mean that management will begin to allocate with a group which is not docile to convince of the views it opines correct. Even when not organized, working class may take on particular attitudes because of such things as grasp- management account in a given residential area or the manner in which labor looks upon itself in the factory. 2. Management Practices The most important group of factors affecting morale are those falling within the province of management.Few employees indeed would be aware of or generous in how management deal with such matters of pertinence to them as goals, policies, procedures and communications. Any of these subjects can project secure wallop upon the morale of the employees. Any one of these are as has more than enough powder to blow upon the relations between labor and management. The behavior of executives is particularly significant as a morale factor. just about executives are autocratic in their attitude toward subordinates. Others imply a feeling that they are better that their subordinates that the latter are indorsement class citizens.Others are suspicious of the motives and actions of employees and openly indicate their lack of confidence. Other avoid, if not despise, the companion of their workers. And shut away others are supercilious of the intelligence of employees. Such attitudes are speedily noted. Obviously, it is natural for employees to return a negative attitude of mind. To reverse these behaviorisms serves to enhance the morale of employees. The author indeed emphasized how leadership style of management could affects the morale of the employees as one factor of morale development. 3.Extra caller forces and factors Morale may also be affected by f orces and factors outside the company itself. The union is significant example and versatile community and family relationships are another. The union is so interwined, and becoming increasingly more so with company affairs that it may be incorrect to classify it as an extra company agency. But legally it is, of not in other relationships. Certainly it is a potent morale factor. How employees feels toward their company is importantly determined by the indoctrination they receive from their unions.And at times such as during a disclose their attitude depends to be all swayed by this force. Other extra company forces affecting employees morale are numerous. though it may not be company line of merchandise, an employees attitude toward at work is affected by a variety of things, such as 1. How well he gets a bulky with spouse, children and proportionals. 2. The nature of associations with friends and neighbors. 3. The state of personal health or of family well- being. 4. Whether or not the worker has picked a winner is politics, in a favorite team or in the last football pool. 5.Environmental factors in the community, such as parking and work conditions, housing conditions and ecological conditions. It faculty front a herclean task to cope with such as infinite variety of morale factors. This is not so. Not all are effective at the same time. But to work with any of them, management should be able to determine which ones are effective at particular times. On duty Satisfaction and Morale Robbins describes job satisfaction as an attitude. A person with a high level or job satisfaction delivers positive attitudes toward a job, plot of ground a person who is dissatisfied hold negative attitudes about the job.Attitudes of a person depend on the think ofs they hold and that is important to them. Values strongly influence a persons attitudes. An employees performance and satisfaction are apparent to be higher if his or her revalues fit well within the or ganization. The determinants of job satisfaction are mentally ambitious work, genuine rewards, substantiating working conditions, promoteive colleagues and personality job fit. Mentally contend work employees to prefer jobs that give them opportunities to use their skills and abilities and offer a variety of tasks, freedom and feedback on how well they are doing.Equitable rewards, pay bodys and promotion policies that are fair and just, and in line with their expectations. Supportive working conditions, concerns the work environments of both personal comfort and feedback. Temperature, dim, dissension and other environmental factors should be conductive. Supportive colleges money or tangible achievements are not all that matter, work also fills the need for social interaction. Having friendly and supportive co- workers and boss increases hypothecate satisfaction.Personality Job fit theory people with personally types appropriate with their chosen vocations should find that they have the right talents and ability to meet the demands of their jobs. Satisfied and attached employees, for instance have lower rates of dollar volume and absenteeism. There are at least 4 reasons why organizations should pass the level of job satisfaction 1. dissatisfy employees skip work more ofttimes and more likely to resign. 2. Dissatisfied employees are more likely to engage in distructive behaviors. 3. Satisfied employees have better health and live ampleer. 4.Satisfaction on the job carries over to the employees life outside the job. According to Lyman Porter and Lawyer, satisfaction is defined as the consummation to which the rewards truely received meet or exceed the perceive equitable level forwards. The greater failure of actual rewards to meet or exceed perceive equitable rewards, the more dissatisfied a person is considered to be in a given situation. There are four relative independent areas that will or will not contribute to job satisfaction 1. Intrinsi c satisfaction with the work itself 2. Satisfaction with the company, its goals, policies and procedures 3.Satisfaction with the relationship with co- workers and supervisors satisfaction construeing rewards and betterment opportunities. 4. Theory X and Theory Y were mentioned in the depth psychology. A flexible combination of both theories should be used to allow foe differences in people and conditions. In relation to satisfaction and performance, they found out that attitudes were link up significantly to performance. As for what howls theoretical analysis Job Satisfaction is nigh affected by the amount of reward that people elicit from their job and level of performance is closely affected by the basis of advance of rewards.Individuals are satisfied with their jobs to the cessation to which their jobs provide them with what they desire, and they perform effectively in them to the end that effective performance leads to the attainment or what they desire. CHAPTER III RES EARCH METHODOLOGY This chapter described briefly the approach in question that is deemed most appropriate for the purposes of the study and the techniques considered equal to(predicate) for information gathering activities. RESEARCH concept According to purpose and intent, the foregoing could be categorize as a descriptive re see.The focus and concern of this study is to determine the effects of the managers leadership styles on the morale and job satisfaction of the service crews of leading fast- food chains in Metro Manila. As defined by Best, a descriptive look into describes and interpret what is. It is concerned with conditions of relationship that exist, practices that prevail of belief and goes that are going on, effects that are being felt, or trends are that developing. SAMPLING PROCEDUREA ergodic try is used in the study, cardinal respondents each from three leading fast food chains Jollibee, McDonalds and Wendys are selected at random. Using this sampling method, a nitty-gritty of one hundred twenty (120) respondents are selected. DATA crowd INSTRUMENT USED The major instrument used in gathering principal(a) data is the questionnaire which was designed according to the specific problems advanced in the study. For this questionnaire, the data pertinent to the problem raised in the study were obtained. STATISTICAL TREATMENT OF DATAThe descriptive statistical tools were employed in the study. The mean, frequencies and percentages common measure of central tendency are used to present the typical performance or characteristics of the respondents. The respondents to questionnaire pertaining level of morale and job satisfaction are scaled, consequently the total charge (TWS) and modal(a) weighted s stub (AWS) are computed using the Likert Scale Rating 1. 0-1. 5= Excellent= Highest 1. 51- 2. 0= Very fit = Higher 2. 1 -3. 5= capable = High 3. 51 -4. 5= unsatisfying = Low 4. 51-5. 0= Very off = Lowest SUMMARYThe effects of the Managers Lea dership style on the Morale and the job Satisfaction of the service crews of the leading fast food chains, and then involving with the leadership that is then involved with the following 1. The force-out are highly motivated and then performs well on the things that they are satisfied. 2. The leadership managers is also an important factors for job satisfaction and performance of the personnel. 3. Job performance then involved with enhancing then of having a good pay, rapport among co- workers and superiors, nature of work, as mores of morale lifters and 4. gentleman relationship is then important in any organization as it influence then the job satisfaction and productivity of the channel by running relationship between the labor and management. CONLUSION In this study, I would be able to conclude the following a. There is then the motivation that must be taken I regarding of the personnel. b. relations with this part, there is the leadership practices had been taken place. c. And it is then necessary and important for the managers to gain satisfaction in regarding with the customers. d. For this food chains, they are then able to gain the managing of the Customers service.RECOMMENDATION The results of this study is not conclusive due to the time constraints which inhibits the detective to make extensive study. Hence, a more thorough investigation is recommended before any generation of generalization could be made. BIBLIOGRAPHY 1. Concepcion Rodil Martinez, humans resources Management Principles and Practices,rev. ed. (Manila National Book Store, Inc. , 1991). P. 3. 2. Carlos Lorenzana, Management Theory and Proactice, Manila Rex Book Store, Inc. , 1991). 3. flush toilet K. Hemphill, Situational Factors in Leadership, Leadership studies No. (Personal research Board, Ohio State University). 4. Stephen P. Robbins, Personnel The Management of Human Resources, ( naked as a jaybird York Practice Hall Inc. , 1988) 5. Warren, R. Plunkett and Raymond F. Attn er, Introduction to Management, second Edition (Mass PWS- Kent Publishing Co. , 1991)PP. 341 342. 6. Theodore T. Herbert, Dimensions of Organizational Behavior (New York Macmillan Publishing Co. , 1976) pp. 119 120. 7. Fred F. Fieldler, the Contingency Model New Dimensions for Leadership Utilization, Journal of Contemporary railway line 3 (1974), pp. 79 80.Review of link literature and StudiesThis Chapter presents the abstract framework of the study that determines the relationship of entrepreneurial Management and consummation of gnomish phone line in ordinary Santos City. Conceptual Framework Despite the financial slump experient everywhere, the wheels of our local thriftiness continue to turn as our development spirals upwards, unseasoned business continue to open, and mellifluous investments pour in providing more employment and livelihood opportunities for the generals, and in turn resulting to an increase capability to provide for the families necessities, especi ally education.Because of the growing industry competition and grocery store demands, our entrepreneurs extend more skilled, more ingenious, more creative and more determined. Small business is often regarded as entrepreneurship driven. The booming frugal action in General Santos City, its competitive development such as infrastructure, the presence of malls, employment light, sweetly constructed commercial structures and more than 12,000 cocksure registered businesses are some that create projectile communities in the city.Hence, the city was identified as the area of great advancement and these are all due to Small businesses investments. Small businesses are vital for economic festering and development in both alter and developing countries, by playing a samara role in creating unsanded jobs. Financing is necessary to help them set up and lard their operations, develop freshly products, and invest in new staff or yield facilities. Many mild business start out as a n idea from one or two people, who invest their own money and believably turn to family and friends for financial help in return for a share in the business.Figure 1. Conceptual Framework Chart The conceptual framework as shown in gens 1 is composed of three segments. The maiden component is the Entrepreneurial Management and their operating room which can gives impact in discordant areas it can also often closely associated with the securelys overall success and survival. This makes the second component includes the Operation by the business as to Planning, Organizing, Leading, and Controlling. These component can create an impact to the industry that affects their operation at some point.Thus, makes the third component as composed of entrepreneurial orientation of blue businesses as to in advance(p)ness, pro activeness, and encounter Taking to seeks opportunity and take a bold action such as venturing into unknown securities industry and committing resources to introd uce new products or services ahead. Related writings Small Business is very important segments in the society. (Kao & Liang, 2001) defined teeny business as one that is have independently (that is, it is not a appurtenant of a big regular) and managed by its entrepreneur/owner with little or no delegation of decision-making to employees.PLANNING Planning refers to exercise by knowing their strengths and weaknesses are and where they stand in the market place. The link to planning is provided by Fitzroy & Hubert, (2004) who also noted similarities between entrepreneurs and successful senior managers in their ability to plan across longer time perspective than junior managers or most non-managerial individuals. Thus, according to this line theory, planning should not be regarded as merely a bureaucratic exercise but more as evidence of a high managerial and organizational propensity and a necessary condition for sustained business growth.Entrepreneur and successful manage rs are more adept than other business owners and managers at overcoming apparent informational and production limitations to approach the theoretical production possibility frontiers of their initiatives. However, few-if-any- enterprises actually operate to full theoretical capacity and few targets are completely achieved even by firms that are generally considered to be successful. It is often argued that most business in fact only operate within an even more restricted set- the possibility set- of possibilities that owners deem to be relevant to their business.This suggest an even hand-to-hand and more constant link between managerial perception and intentionality and the business performance of an enterprise. (Kenney, 2008) Organizing It is a requirement to utilize the fullest potential of resources such as people, hood, and asset to tally the success of the plans. Organizing coordinates the resources that needed to implement the plan. In organizing, company structure is esta blished, relationships are organise and resources are allotted appropriately to realize the objectives desire for.(Camposano, 2003). A good and sound management organization may refer to in general refers to increase in size. In research, firm growth has been practicableized in many ways and different measures have been used. This may be one reason for the contradictory results reported by antecedent studies (Weinzimmer et al. , 1998235), though other explanations have also been presented (Delmar et al. , 2003 Davidsson & Wiklund, 2000). Entrepreneurs must also be able to balance their managerial duties with leadership activities.In other words, they have to be able to handle both the day to day operations of the business as well as decision making obligations that determine the organizations long term direction, philosophy, and future. It is a precarious relationship, but entrepreneurs must be both managers and visionaries in severalise to build their organization. Indeed, it is contented that many other than talented entrepreneurs have failed because they were otiose to strike an appropriate balance between inside information of management and the big mission that guides the new approximate.Many entrepreneurs eventually reach a point where they realize that these twin obligations cannot be fully met alone. It is at this point that staffing decisions can become a lively component of long term business success. In general, entrepreneurs should search for ways to delegate some of their management tasks or else than their leadership tasks. After all, in most cases the new business has long been far more dependent on its founders. LEADING/ MOTIVATING Inspiring others to do their part effectively in carrying out the organizations plans.Entrepreneurial leaders have some specific leadership attributes. Entrepreneurial leadership is leadership that is based on the attitude that the leader is self-employed. Leaders of this type take initiative and act as if they are playing a critical role in the organization rather than a mostly important one and energize their people, demonstrate entrepreneurial creativity, search unvaryingly for new opportunities and pursue them, take attempt, venture into new areas and providestrategic direction and uptake to their people, take responsibility for the failures of their team, learn from these failures and use them as a step to ultimate success and strategic achievement. Entrepreneurial leadership involves instilling the confidence to think, behave and act with entrepreneurship in the interest of fully realizing the intend purpose of the organization to the beneficial growth of all stakeholders involved. CONTROLLING Controlling is a six-step process that involves several systematic approaches to contain performances standards are met in the most efficacious way.While controlling is a complicated management function, its importance must not be under rated. They must (1. ) Establish performance standards. Performance standards give employees an idea of what is expected of them and tells how you assess their performance. This key is to maintain management control. (2. ) Conduct a job analysis and create a job commentary for each position within the company. throw off feedback regularly and give annual performance appraisals. This makes the employee aware of individual chance and weaknesses.Entrepreneurship establish and maintain an environment within the business to encourage a efficiency among employees stoppage the functions of management involve planning, organising, directing, and controlling of resources. This function is influence by objectives set by the entrepreneur. They are closely related to each other and interdependent. Organising ordinates the resources that needed to implement the plan. (Brown, et. al, 2005). Innovativeness To premise successfully, firms must break out of the patterns that have shaped their thinking.For example, Tim Warren, director of r esearch and skilful services at the oil demon Royal Dutch/ call on the carpet, was sure that Shells employees had vast reserves of progressive talent that had not been tapped investing in new technology, R&D, and continuous improvement- for successful innovation, firms must seek advantages from the up-to-the-minute technologies. Innovativeness is concerned with supporting and encouraging new ideas, sampleation and creativity likely to result in new products, services or processes ( Fitzroy and Hubert, 2007 ).The indicators used to assess innovativeness comprised the level of interlocking in R&D, the extent of innovation and qualifications of the workforce. Firms were asked to indicate their level for thing in R&D. For a weakened number of firms (13) R&D was their primary activity. In total, most 60 % claimed to be highly involved in R&D, although a quarter undertook of R&D. The 2005 visual sense on the effects of entrepreneurial orientation, asked the nat ure of innovations as between product/service, process and logistics or delivery of service.Some firms record innovative activity across a broad spectrum whereas others recorded innovations only in respect of product or service. The diversity or extent of innovative activity was considered an important indicator of innovativeness (Daft, 2005) Pro activeness The concept of pro activeness refers to a firms efforts to seize new opportunities. Firms can use to act proactively (1) introducing new products or technological capabilities ahead of the competition- maintaining a high level of pro-activeness is central to the corporate culture of some major corporations.(2) Continuously seeking out new product or service offerings- firms that provide new resources or sources of supply can benefit from a proactive posture. Pro-activeness is concerned with source proposer and other actions aimed at seeking to secure and protect market share and with a forward-looking perspective reflected in actions taken in anticipation of future demand (Lumpkin Dess, 2005 ). The indicators of pro-activeness used here comprised quislingism relative incidence and extent, innovations, (in particular the incidence of novel innovations) activities designed to protect intellectual property and market structure.Information was sought about formal or in formal collaboration or alliances with other organizations during the 2 years prior(prenominal) to the 2005 study and the purpose of collaboration had relationship with atleast one of the following, firms in the same line of business customers and suppliers. The majority (more than two thirds) insurance coverage collaborative partnerships gave more than one purpose. However, regardless of the type of organization collaborated with the purpose of collaboration was dominated by market-related issues.Of 74 chief executive officers giving reasons for collaboration 62 mentioned either to expand the range of products/services and/or to provid e access to new markets. Half of the remain CEOs gave meeting online customer/client needs as the purpose of collaboration. Given that market-related issues dominated reasons for collaboration, firms were assessed for pro-activeness in terms of the diversity of organizations with which they had collaborated.In common with other studies of itty-bitty businesses ( Kitson and Wilkinson, 2006) the majority of firms (60%) could be classified as operation in recess markets confronting 5 or fewer serious competitors. Although striving to establish dominance in a respite market may demonstrate pro-activeness, account also needs to be taken of the extent to which that market is dominated by one or two customers, on which the firm is highly dependent. Few firms (13%) were dependent on a single customer for more than 50% of turnover.It can be suggested that the ideal niche market sought is where customers dependence is relatively low and serious rivals few. Such situations were considere d to have a positive niche market effect. The reverse situation relatively high customer dependence combined with higher numbers of serious rivals was considered to have a negative effect and intermediate situation a neutral effect. On the basis of the above indicators the firms were scored in terms of their level of pro-activeness. RISK TAKINGRisk taking refers to an entrepreneurs tendency to take a bold action such as venturing into unknown new market, committing a large portion of resources to ventures with uncertain outcomes, and/or borrowing heavily, firms can use the following two methods to reinforce their competitive position through pretend taking (1)Researching and assessing find factors to minimize uncertainty although all new business endeavors are inherently risky, firms that do their homework can usually subvert their risk (2) using techniques that have worked in other domains-risky methods that other firms have employ successfully may be used to advance corporate ventures. (ferreire,2008). Measuring the extent to which individuals differ in their willingness to take risk is contentious.Early work in small business research tended to be focused on various psychological characteristics such as locus of control and tolerance of ambiguity. CEOs subjective evaluation of their approaches towards risk is also fraught with difficulty since what one person regards as a cypher approach another may regard as aversion. Others have suggested that the differentiating factor is the way risks are calculated (Norton and Moore, 2004). This study focused on behavior which might willingness to invest with uncertain returns level of outgo on R&D and investment in training as indicated by level of off-job training for regular employees.Just over half of the firms undertaking R&D spent an average of less than 10% of turnover on R&D in the 2 years prior to the 2005 study but a quarter recorded levels of more than 10% of turnover. Few firms (28) had soug ht venture capital and those that had were evenly dual-lane in terms of success. Seeking venture funding was regarded as indicative of a willingness to take risks. The impact of involvement in technology firmaments was evident from the incidence and extent of training undertaken. Many studies of small firms suggest that they do not train. However like other recent studies ( Barnett and storey, 2004) the incidence of training in the firms in this study was high. just about two thirds provided some off-job training for full-time employees and in a quarter over 20% of full-time employees were given such training.As with employment growth and qualification of the workforce, relative training performance was assessed in respect of employment size. RELATED STUDIES The study conducted by Poutziouos, Michaela and Soufani reports the findings of an observational investigation on the economic factors affecting small businesses in General Santos City. The study involved interviews in SMEs p ostal wad with responses from further companies, and entrepreneurship of small businesses. The findings show that although short-term entrepreneurship practices improve as companies grow there is scope for the owner- managers of small businesses to strengthen their trade credit management in order to reduce costs and enhance business performance. Moreover, they have to consider more financial options.This report has put down the key findings of many organizations responding global forces by re-engineering business process and shifting to plain organizations structures with self- directed teams. Some are adopting geomorphological innovations such as the network, to focus their core competencies while outside specialists handle other activities. In addition to these structural changes, at presents organizations face the need for dramatic strategic and structural change, and for rapid innovations in technology and products. (Daft 1998). The report looked t how economic factors af fects small businesses in General Santos City, and how these business manage their organizations.In the study of berry & Sweeting (2002) stated that deficiencies in economic Factors have been repeatedly cited as a foot cause of business failure. (Najak and Greenfield 1994) two arguments are advanced for such deficiencies in SMEs that new entrepreneurship is not relevant and that SME managers are unable to make up use of business. Here, it is argued that Business ideas are relevant to SMEs but that a process of innovations combining both knowledge to overcome a barrier of belief and an external shock are necessary in order for innovation to take place. These ideas were explored through a survey to SMEs from both service and manufacturing business in General Santos City. It was observed that the use of organizational techniques is negatively related to growth in turnover.However, the use of organizational techniques that were related to the product market was found to be positiv ely related to growth in turnover and that owner/mangers belief in the importance of organization in business decisions was strong related growth very negatively related to size. The second theme of the research was the significance of the role of external advisors. prima(predicate) facie it was suggested that external advisors may be key agents of change, but the study revealed that their perceived value was relatively low. The findings of this survey suggest that when entrepreneurship is perceived to be relevant then it use does support business growth but innovation in explanation in SME requires further research.In a study of bill organizational performance by woodland & Walmsley (2004) it reports on the analysis methods used during a recent multinational experiment that was aimed exploring concepts for a new planning process within a condition of nations. In February 2004 over 400 participants from other countries took part in the multinational experiment conducted in a distributed collaborative environment. These participants formed a virtual coalition headquarters in order to plan an appropriate response to a crisis situation. These new planning process required whole-of-political science approach encompassing governing body departments, coordination of coalition partners, political relation agencies, non-political scienceorganizations and other internationalist application of appropriate organizational structures and process together with supporting information system and technologies The challenge of this study and researcher was to design and develop valid and robust measures of organizational performance. They found out that changes to the way the constructs were operational are required in order to take account of the practical complexities of bill performance. In another study on organizational performance by Mcmillan, Diedrich and Entin (2005), immersive virtual simulations offer an opportunity to gain discernment and experience in ne w, innovative, organizational structures.Assessing the performance of these new organizations represents a considerable challenge due to the myriad of complex unified factors that may contribute to the outcomes observed in the simulation. Theories and models, often in the form of formative simulations of organizational performance, can guide the development of empirical performance measures by linking tiny behaviors to overall outcomes for organizations. Constructive simulations can be used to create meaningful test conditions for immersive performance measurement , to identify those aspects of performance that are most critical to measure, and to predict the effects of organizational structures on performance. healthy challenge, however.This chapter provides examples of the use of the theories and constructive simulations to structure empirical data collecting of organizational performance, and discusses the lessons well-educated from these efforts. The focus is on organizatio nal structures for forces command and control, including innovative structures associated with the new and promptly evolving concept of network-centric warfare The study of Berry and Rodriguez (2001) reviewed the experience of small and medium enterprises in recent years in the Filipinos. It notes that while Filipinos economic growth picked up in the early mid-nineties/, the share of its small and medium enterprises (SMEs) in manufacturing employment and value added stayed roughly constant. However, the overall stability masks some dynamism across firm sizes and sectors.Thus, very small firms (with less than 10 workers) had higher than average rates of growth of total factor productivity during 1988-94c while larger firm (of between 50and 200 workers) experienced a decline in productivity. Toward the end of decade, the Filipinos were affected by the economic factors but less seriously than some other Asians countries. Small firms do not seem to have been worse hit than larger firm s. The Philippines has shown slow growth for decades, despite some recent recovery efforts. The evidence indicates that the SME sector was emerging from the deep economic crisis of the eighties and experiencing the first positive effects of the sparing wide reforms implemented in the late 1980s and early 1990s.By the mid- 1990s Philippine SMEs appeared to have recovered from long full stop of decline, but their performance, by itself, does not seem to have been vigorous enough to boost the Philippine scrimping after the 1997-98 crisis. queen-size firms and large foreign ownership have rationally characterized the Philippine manufacturing sector. During a dot of deep market reforms in the 1990s the country open up to more FDI. Trade and economic reforms help to improve the growth scenario without providing a period of high growth. During the current crisis the modern sector manufacturing dominated the recovery by exporting high-end items and helped to pilot other negative impac ts on Philippine manufacturing while creating a new, but small, get of SMEs small or medium foreign-owned enterprises.The study presented in a forum of foreign Development Studies on September 2005, move to analyze the ways of presidential terms bureaucratic system in the service delivery of SME sector affects the day-to- day operations of small enterprises, along with other related issues such as the central- local government relations, decentralization, partnership and networking approach, and the demand- supply driven in the public eye(predicate) services. It looked at the experience of the Philippine governments policies and programs aim at SMEs growth. Dubbed as the national SME Development Agenda. The schedule incorporate a comprehensive and integrate approach to SME development, under the national governments direction. Apparently, the agenda are centrally planned. Designed and implemented. At the lowest level of the government hierarchy, the local government units are entirely left only the monitor and coordinate the implementation of central government actions. Hence, the role and accountability of local stockholders are of well defined (especially the local governments).Citing Zamboanga City, the economic center of western Mindanao region, the local government is lacking ownership involvement, and inscription to this national initiative. Despite this national government-led support scheme. SMEs are continually facing some problems and pressures pertaining to their business operations. Analysis on the effect of national governments a support scheme at the firm level is presented, with some implications toward the end. The study of Tamangan, Jocef and Habito (2004) discussed the role of SMEs in economic development has been well recognized. SMEs have been regarded as an important ratifier to employment generation and wealth creation in developing economy.Ironically, however, SMEs have been discriminated against considering a raft of issues, In almost all countries, there is either a separate policy statement for SME (or for micro or cottage industries) or a general industrial policy statement with some potions of relating to SMEs. Philippines SME development policies that have been set in place may have been in light of major Philippine industrial development policies. Historically, the common thread that binds Philippine industrial policies has been the emphasis on policies regarding refinement of exports, increases in foreign investments, development of the private sector, and enhancement of domestic linkages. Moreover, there might have been industrial policies that may have been undermined SME development because inherent scale biases.Inroads regarding SME development have been realized in the economy thus far, but Philippines SMEs can still derive some lessons from the Japanese experience, particularly Japanese practices regarding subcontracting and clustering. There is also a need to realize that it is now meagerly to address commonplace themes and roadblocks experienced by Philippine SMEs identified through historical experiences, Nowadays, it is inescapable to acknowledge the concerns regarding SMEs will have to be considered and addressed in light of globalization, which is most easily comprehended in terms of international trade. Bilateral trade cooperation is mutually beneficial.One way for Japan to encourage Philippine SME development, as part of bilaterally symmetrical trade cooperation, is to identify and to open some Japanese markets to Philippine SME exports. Hence, sector (or even sub-sector) realization in general, and product identification in particular, is a necessary first step to this end. The study of Salazar (1984) which was conducted among the 230 SMEs located in Region III, IV, NCR and VII in which the SMEs are located. The result of the study presented the economic factors practices adopt by the SMEs on money forecasting, cash maintenance, sourcing of funds, allocat ion of borrowed funds and control measures fordaily operations. A study of Stan, Landry and Evans (2004) on boundary spanners satisfaction with organizational support services An indispensable communications perspective, offered insights into how internal communication by both managers and service suppliers impact a boundary spanners satisfaction with support services. The study used path analysis or structural equation modelling as a statistical tool. Results indicated that service provider and manager communications are largely complementary and that satisfaction with service outcomes, rather than service quality, appears to have an enduring impact upon a boundary spanners overall job satisfaction.Small and medium enterprises have long been building blocks of the Philippine economy comprising more than a majority of the total businesses operating in the country. Despite the numbers given and their contributions, many problems beseech the sector. One is in the aspect of the Econo mic Factors. Areas such as accounting systems, financing, working capital management and capital budgeting are some of the basic concerns of an SMEs which if not given the necessary attention could have an impact on the performance of the enterprise as a whole. The organizational performances of these enterprises are also dependent on these Economic Factors practices such as their competitive advantage, profitability, productivity, sustainability and innovation.
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