TELS 3340 Case Studies Essay Example

TELS 3340 Case Studies Paper Narmin Azizli Case study 2-A 1 . What is Marilyns responsibility to her present employer regarding her knowledge that several employees are planning to seek positions with the new company? Marilyn is an experienced supervisor, and she is responsible to report if there are any problems with employees. In my opinion, she should inform middle or top management that there is possibility that some employees might leave. By doing this she is not telling on her employees. She is making sure that management will be prepared if someone leaves. In addition, if Marilyn informs top management about he issue, they might consider higher pay rates and better benefits in order to keep their current employees. 2. How should Marilyn reply to the recruiter who is asking her to come in for an interview? Does this constitute an ethnical decision for her? This does constitute and ethical decision for Marilyn. First, she needs to decide if she wants to stay with her current employer, or work for a new company. I believe that it is not unethical to take a Job interview, or find out more about benefits this new company might offer her. We will write a custom essay sample on TELS 3340 Case Studies specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on TELS 3340 Case Studies specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on TELS 3340 Case Studies specifically for you FOR ONLY $16.38 $13.9/page Hire Writer In my opinion, she needs to inform her current employer hat she is considering other options before taking an interview. 3. Is it ethical for one company to receive funds to move into an area when other companies struggle to keep Jobs from going offshore or from being lost to automation? First, the company that is moving into an area specializes in computer parts. Other companies which struggled with Job losses were in the textile field. There is a possibility that computer parts manufacturing plant has better chances of succeeding in that town than textile company. So why not? I dont think this is unethical. Especially, if new Jobs will be created in a small town that was hit hard ith Job losses. Community will benefit if there are new Job opportunities. Case study 3-A 1 . Outline the specific steps Cliff should have taken with Sonja prior to their meeting with Cindy to ensure the meeting went smoothly with no surprises. First, if the company had problems with Cindys performance at work they needed to follow certain procedures. Supervisor needs to identify the problem, once it is clear, so is the procedure to handle it Procedure is a standardized way ot responding to repetitive problems. Cliff is the corporate property manager; Sonja is corporate assistant property manager. Cliff should have been the one talking to Cindy, not Sonja. In my opinion, Sonja was not even supposed to be in the room. In this case, Cliff was supposed to tell Sonja if she wants to sit in, she can, but he will be the one talking to Cindy. He has the firing power, not Sonja. In addition, it was Just simple meeting to discuss sales expectations for Cindy. Cliff showed that he is a weak supervisor by letting his assistant to fire an employee during sales expectations meeting. 2. As supervisor, what should Cliff have done when it became apparent Sonja was overstepping her authority during the meeting with Cindy? Cliff was supposed to stop Sonja and let her know that she doesnt have that power. Moreover, he also could ask her to leave the room. He did not follow company protocol during the dismissal, which is very bad for company image. 3. What steps do you believe Heather should take with Sonja? With Cindy? I believe that Heather, as a seasoned veteran of HR needs to talk to Sonja and let her know that she needs to apologize to Cindy, and never overstep her authority again. In addition, I also think that it would be appropriate for Cliff and Cindy to have another meeting, where Cliff should apologize for what happened to make sure that this ncident does not affect the company and all members of the executive committee. Case Study 4-A 1. Explain how work specialization is important to Jack as a building and grounds supervisor. Work specialization means that rather than an entire Job being done by one individual, it is broken down into a number of steps that are each completed by a separate individual. Jacks main Job is to ensure that the inside of the buildings and the grounds are clean and in good repair and are pleasant places for students, faculty, staff, and visitors. This sounds like a simple description of his Job, but it includes a lot more responsibilities. He has to make sure that everything is working fine, take care of plants, snow removal, heat and air conditioning, and maintain constant level of humidity in the greenhouse for biology department. He manages seven other full time workers. Each of them has their own responsibilities. He also hires part time workers depending on the need. Jack cant possibly do it all alone. He needs at least one person for each Job. In addition, he monitors their work, makes sure that everything is getting done. Work specialization is very important for Jacks job. It is very beneficial, but it also has its cons. Boredom, fatigue, stress, low productivity, poor quality, high turnover are all negative things that can come with work specialization. Jack needs to motivate his employees, make sure that they are nappy and nave no problems. A good way to do this is to make them teel I ike DOSS of their Job, he needs to show that he trusts them and they can make good decisions. Moreover, it will be beneficial to involve them in decision process too. For example, one of the employees has specialization in heating and plumbing. He is more experienced in this field. So listening to ideas he has to offer will be beneficial to Jack nd will show to that employee that his thoughts and ideas count. 2. What type of organizational structure does this community college have? What are the strengths and weaknesses of this structure? This community college has functional organizational structure. Functional structure is defined as an organization in which similar and related occupational specialties are grouped together. The strength of this structure is work specialization. Putting like specialties together results in economies of scale, minimizes duplication of personnel and equipment, and employees are satisfied because they are working ith people Just like themselves. The weakness of this structure is that organization focuses on functional goals and loses sight of its best interests. In other words, this can lead to complicated communication and long decision making processes. No one is responsible for end results, so members within individual functions have little understanding of what people in other functions are doing. In addition, employees can neglect the larger view of the company and its goals and objectives. When an employee has understanding of future goals, and visions of the company he/she can contribute more. When you are doing one Job and not seeing how it benefits the organization in long term can lead to burnout and low productivity. It is important to feel and see that what you are doing matters and benefits the company. 3. Discuss the factors that determine the size of Jacks span of control. Span of control stands for the number of employees a supervisor can efficiently and effectively direct. However, there is no universal answer. The factors that determine the size of Jacks span of control are his experience and competency, level of training and experience of his employees, how complex are employee activities, how many ifferent types of Jobs are under the supervisors direction, how extensive the departments formal rules and regulations are. Since each of Jacks full time workers specializes in different areas, it shows that the Jobs are more varied which leads to the narrower span of control. Each worker is responsible for different types of things that needs to be done around campus, which makes their activities more complex. More complex activities lead to narrower span of control. Since each worker does different things Jack needs to review each task that is completed separately, it takes more time. I think seven full time workers and part timers depending on season is enough for Jack. Case study 5-A 1 . Why is it important for Jameel to know about the laws and regulations that affect human resource practice? Since one of Jameels responsibilities is to coordinate the part-time temporary work needs of several local companies, it is very important for him to know about laws and regulations that affect human resource practice. He needs to know about equal employment opportunities laws, and selection process which must be handled without regard to race, sex, religion, age, color, national origin, or disability. 2. Why is it important for Jameel to know how to determine staffing needs? Demand for human resources is a result of demand for what the department produces. If company needs to complete certain amount of work, and there are not enough current employees to complete the work, the company will need more employees. By assessing current human resource and future human resource needs and developing a program to meet future human resource needs which is employment planning, Jameel can know exactly how many potential employees he needs to recruit. 3. What are some recruiting methods that Jameel might use to ensure that he has the ight employees to match the needs of employers? Some recruiting methods Jameel might use are employee referrals, advertisements, school placements, temporary help services, and employee leasing and independent contractors. In addition, he could also use online recruiting websites which are very popular. . Research the employment selection process of three businesses in your community. Ask questions like these: What type of and how much testing do they require? Is an application, resume, or work sample required? Who conducts the interviews and how long are they? Who makes the final decision to hire a new mployee? How long is the process? Three businesses that I researched are Kroger, Starbucks, and Mason Nails. In order to apply for a Job at Kroger you need fill out an online application. First part of their application is designed to collect personal information, and second part is assessment. The assessment is 17 pages long with 5 questions on each page. The assessment helps them to determine if you are a good fit for the company. Moreover, they also do background check and drug testing. Once your application is selected local manager of Kroger in the area where you live will conduct the interview. The nterviews usually lasts 15/20 minutes. Local manager makes the final decision to hire an employee. The process can take 60 to 90 days (including application processing time). In order to apply for a Job at Starbucks an application process is required. They dont require any testing. Usually branch manager conducts the interview and it is approximately 20/30 minutes. Branch manager makes final decision to hire a new employee. The process is 20/30 days long. In Mason Nails usually potential employee does not need to till an application. It someone is interested they need to come in and talk to the manager. If manager needs additional employees he/she will set up and interview with interested person. They would do skills test on potential employee (to see if they can do manicure/pedicure). In addition, license from cosmetology school is required. Manager/owner makes the final decision to hire. The process is short, it can be a week or two. Case Study 6-A 1 . Refer to the steps of the control process. Where in the process do the steps taken by the Florida resort hotel fall? The steps taken by the Florida resort hotel fall into the first step of control process which is measuring actual performance. Managers started evaluating room leanliness based on the instructional video information. Because of economic turmoil hospitality industry has been hit hard. Since clean rooms are critical component in customer satisfaction, managers of Florida resort hotel decided to use $10 test. This test worked and guest rooms cleaned to an impeccable standard. 2. As a supervisor, do you think the $10 test is a fair and appropriate method to measure the performance of the housekeeping staff? Why or why not? I think the $10 test is appropriate and fair method to measure performance. Housekeepers usually do their Job, but they dont clean every single little spot. They are not motivated to do so. If you fire them and hire new staff, the new staff will do the Job, but it wont be perfect. Perfect clean rooms are essential for customer satisfaction. Therefore, for housekeepers to have motivation to clean to perfection $10 test works. I look at it like tips, for good service you get tips. Same can be applied to this situation. 3. Describe which type of control is illustrated in this case. How do you know? Corrective control is a type of control that provides feedback after an activity is finished to prevent future deviations. Corrective control is illustrated in this case, ecause after the room has been cleaned, the manager would walk in lay 10 one dollar bills on the bed and take a dollar for each mistake. The manager gives feedback after the cleaning has been done. Case study 7-A 1. In her new Job, how might Toby make use of the knowledge she has about decision-making styles? Toby can use her knowledge about decision-making styles by examining how her boss, and other supervisors make their decisions. Once she knows their styles, she could find the best style to introduce her new ideas and take actions that she thinks will work better in the call center. 2. How would Toby benetlt by examining the styles ot ner boss and those ot the other supervisors? By examining the styles of her boss and other supervisors Toby can understand how two different people, with access to the same information, can differ in the ways they approach decisions and in the final choices they make. In addition, once she fgures out their decision-making styles she will know exactly how to approach them with new ideas and offers. 3. In a popular television show The Apprentice, we see a particular style of decision making. Identify other public personalities by their decision-making styles. George W. Bush the 43rd president of US has directive decision-making style. Most of his decisions are quick and made with minimal information. On the other hand, Barack Obamas decision making style is analytical. He tends to be more careful with his decisions, considers more alternatives, and reviews a lot of information before making a decision. Moreover, Jimmy Kimmel famous talk show host has behavioral decision making style. He works well with others, tries to avoid conflict, and seeks acceptance. In conclusion, Marc Jacobs who is a famous designer has conceptual decision making style. He tends to consider many alternatives, his focus is long range, and he is creative. Case Study 8-A 1 . Describe the behaviors (stealing) by these employees in terms of their needs, the organizations effect on them, equating their inputs and outcomes, and what employees expect from their employer. Need is a physiological or psychological deficiency that makes certain outcomes seem attractive. When your needs are unsatisfied it leads to tension, which sets off a drive to satisfy that need. These plant workers are unhappy with decisions that their company is making, they cant do anything about it. If they quit, they will have no income at all. Stealing seems like a revenge for them. In order to satisfy their needs they steal. Moreover, the organization was too busy with its own problems that they forgot about their workers. According to Herzbergs research if we want to motivate people in their Jobs, we need to emphasize on achievement, recognition, the work itself, responsibility, and growth. The organizations decisions had negative effect on the employees. Organization made them feel like they dont have a voice. Equity theory states that employees perceive what they can get from a Job situation outcomes) in relations to what they put into it (inputs), and then compare their input-outcome ratio with the input-outcome ratio of others. These plant workers were getting paid certain amount of money for their Job, suddenly their salary decreased. Naturally, they are very angry about the situation. They know that they are getting paid less for the amount of work they are doing. Finally, according to expectancy theory, an employee will be motivated to exert a high level ot e ttort when ne or sne believes that effort will lead to a good performance appraisal; that a good appraisal ill lead to organizational rewards such as a bonus, a salary increase, or a promotion; and that the rewards will satisfy the employees personal goals. In this situation, plant workers are definitely not expecting anything from their company. All they got is salary decrease, and there will not be any bonuses or salary increase. They have no motivation to put full effort in their Job. 2. What do you believe supervisors could have done differently to avert this potential problem? I believe that, the idea that pay cut would cause less harm than eliminating several obs altogether was a bad idea. Reducing pay levels in order to prevent layoffs is not a solution. It will bring more harm to the company, Just like it did in this case. Imagine you are making certain amount of money at your Job, and one day your supervisor announces that you will be making less. It is definitely not fair for you. A company provokes anger of all of its employees by decreasing their salary, whereas layoffs are hard and sad but they dont affect work productivity of remaining employees. Layoffs could have been hard but better decision to make.

Civil Service Merit System Essays

Civil Service Merit System Essays Civil Service Merit System Essay Civil Service Merit System Essay At the beginning of the 21st century, civil service requires a qualified staff able to meet social demands and changes. To some extend, effective arrangements for governance within the civil service and between the civil services are fundamental elements of a democratic system of the government. In public administration, there are a range of changes from administrative matters in the way business is conducted in the civil service, to legislative changes that provide greater accountability and openness for the work of the civil service. Today, merit system is one of the main tools which help to ensure effective selection, promoting and appointing of staff. Merit system aims to â€Å"maintain high standards of integrity, conduct, and concern for the public interest† 1. In modern environment, the state merit system regulations, to conform with the standards, bar employees from participating in political activities except to express their views and cast their ballots as citizens. They also are to prohibit disqualification of persons from taking examinations or holding office because of political or religious opinions. State agencies are also required to prepare, adopt, install, and administer classification2 and compensation plans for all positions in the agency, such plans to be based upon investigation 1. Camoes, P. J. , Ruhil, A. What Lies Beneath: The Political Roots of State Merit Systems. Journal of Public Administration Research and Theory, 13 (1), (2003): 27. 2. Merit System Principles. 2007. 04 June 2007 www. nhpa. org/Nine_Merit_Principles. ppt and analysis of the duties and responsibilities of each position. If the state agency wishes, its rules may provide that incumbents of positions at the time of the issuance of the standards may be given preference in the examinations to the extent of a waiver of minimum requirements of education and experience for admission to the examinations, and of retention if they receive a mere passing mark in the examination. The Department of Civil Service develops and proposes the following types of examination under the merit system: â€Å"open-competitive, promotion, transition, and continuous recruitment†. The Federal legislation underlines that vacancies are to be filled whenever practicable by promotion of a qualified permanent employee of the administrative agency upon recommendation by the agency head4. It is stated by the Board that the application of the standards will promote a career service A system of service ratings is to be maintained. Removal of permanent employees may take place only for cause, or for reasons of curtailment of work or lack of funds. In the event of removal permanent employees will have the right of appeal to an impartial body through an established procedure provided for in the merit system. According to standards developed by Career Mobile Office: â€Å"Open-competitive examinations are open to anyone who possesses the minimum qualifications as listed on the examination announcement. Promotion examinations are open to permanently appointed State employees. Transition examinations are open to permanently appointed State employees. Continuous Recruitment examinations may be either open-competitive or promotional† 5. _____________________ 3. â€Å"Employee Services’ 2007. New York State. 04 June 2007 careermobilityoffice. cs. state. ny. us/cmo/merit_system. htm 4. Dresang, Dennis L. Public Personal Management and Public Policy. (Longman. 2001) 193-194. 5. â€Å"Employee Services’ 2007. New York State. 04 June 2007 careermobilityoffice. cs. state. ny. us/cmo/merit_system. htm In many of the states, however, the general charge to set standards has resulted in plans at least for the development of a merit system of selection and in a few instances such systems have been adopted and examinations given. In some cases departments concerned see the need to establish such a system and are willing to begin, but have no money to finance examinations. The degree to which a state merit plan affecting public assistance personnel carries beyond the state staff depends upon a number of factors; the pattern is a different one for each state6. Among the determinants are the extent to which a state civil service law affects counties and cities; and to what extent and in relation to what factors state public assistance departments control local programs. Certain more or less autonomous local public assistance departments may come under a merit plan independently of the state situation if the county or municipality concerned has a local civil service commission which selects personnel in some or in all branches of local government 7. The influence of the local labor union within the relief agency, and of the more powerful parent groups behind it with which it is affiliated, has been a strong new force in advancing the spread of civil service coverage in certain jurisdictions.

The Criminal Justice System of England and Wales Essay

The Criminal Justice System of England and Wales - Essay Example This is because the acts of the Parliament can override common law provisions. Moreover, its membership in the European Union requires it to follow the European community law. The World Factbook of Criminal Justice Systems also said that the legal system in England and Wales is "adversarial" in all courts, including the juvenile courts. Its criminal justice is the "historical pioneer" of the common law type of legal system. More often than not, the law evolves through the decisions made in previous individual cases while decisions in court influence certain perceptions and rules. Such practices might have originated from the fifth century while it was after 1066 when general perceptions regarding common law principles increased. Also, the World Factbook of Criminal Justice Systems added that England and Wales' common legal systems were derived from the Acts of Union of 1536 and 1542. Moreover, the late 19th and 20th centuries have witnessed a boost in the number and scale of statutes and of delegated legislation in British law. Just like in most countries, crime in England and Wales is classified and distinguished mostly on the basis of its seriousness. In addition, an offense may vary according to the procedure it is brought into trial. For example, if it's through a magistrates' court only, by indictment, or by the higher Crown court. It may also vary according to the sanction. Criminal responsibility in England and Wales is 10, so those between ages 10 and 17 are forced to face a youth court if they are charged with a criminal offense. Its difference with the court for adults is that parents of the child offender may be charged with fines which they must pay and supervise their child's behavior. In terms of drug use, the Misuse of Drugs Act of 1971 covers the terms and conditions. It listed drugs into classes A, B, or C. This act was intended to regulate the use and flow of drugs, according to the World Factbook of Criminal Justice Systems. And as in many countries all over the world, it is unlawful to produce, supply, possess, prepare, cultivate, and import or export and such substances. World Factbook of Criminal Justice Systems said that 1994 data shows that there were 5.3 million recorded offenses in England and Wales, this would include indictable offenses and summary offenses, 26 percent of which were cleared. About 729 of the cases were homicide charges and 220,000 offenses of violence against persons. Meanwhile, only 19,600.of these offenses were classified to be serious. During the same year, 5,039 rape cases were recorded which accounted to only one percent of the total recorded offenses. Meanwhile, an astounding 93 percent of the overall offenses were against property, including burglary, theft, criminal damages, and fraud. As for drug offenses, 17,569 cases were reported. Not surprisingly, about half of the total recorded offenses were to be found in metropolitan police areas while rural areas had the lowest crime rates. Judicial System According to The Criminal Justice System Review, the criminal justice system of England and Wales has changed drastically. This is because before the introduction of the due process, those

Capital Asset Pricing Model Essay Example | Topics and Well Written Essays - 1750 words

Capital Asset Pricing Model - Essay Example This model has been heavily criticised and debated over the past decades, and many of the economists are of the opinion that this framework is not adequate enough to assess various risk factors comprehensively. However, none of the opponents could introduce a potential alternative to this concept till date. This paper will critically analyse the applicability of the CAPM in corporate finance applications in the context of modern business environment. Corporate applications of CAPM Hillier et al (2008, section 5.1) provide a detailed view of the corporate applications of the capital asset pricing model. Through a well integrated theoretical concept and empirical evidences the authors give readers an easy understanding of the applicability of CAPM in corporate finance. Through this section, the authors address the misconception that the CAPM theory is applicable only to investment purposes. The application of capital asset pricing model together with mean variance analysis is greatly s upporting corporate managers in decision making process today (Grinblatt & Titman 2003, p. 132). The author argues that a manger is most likely to lose his job if his organisation is continuously struggling with declining stock prices (ibid). Hence every corporate manger is forced to improve the firm’s stock prices at any cost. For this, the manager needs clear understanding of the different elements that determine share value. Such knowledge would greatly assist corporate managers to determine what actions would improve the stock value and thereby serve the interest of stockholders and directors. For instance, the combined application of CAPM and mean variance analysis may help firms to hedge their risk elements to a great extent and â€Å"diversify their portfolios of real investment projects† (Grinblatt & Titman 2003). The CAPM model also benefits multinational corporations to scrutinise their capital expenditure decisions. Management theories and historical evidenc es clearly indicate that thoughtless capital expenditures would lead to corporate failures. Top executives are extremely concerned with the firm’s capital expenditure strategies as they determine the organisation’s levels of sustainability. At this juncture, CAPM assists regulators to frame their capital expenditure strategies by focusing on various factors affecting capital expenditure. This concept is also useful for financial managers to arrive at reasonable conclusions on how to value real assets. Although many of the critics claim that CAPM model cannot be used for valuing real assets, majority of corporations are still cantered on this model. However, scholars like Lee et al (2009) strongly believe that CAPM can be very useful in real asset valuation. While analysing the historical growth phases of CAPM, it seems that corporate managements have been using this model in their all areas of financial analysis and planning since the development of this concept. Schol ars opine that capital budgeting is one of the major corporate applications of the CAPM. If it is possible to predict the systematic risk associated with a project accurately, then the CAPM can be applied to compute the risk adjusted discount rate which is essential to compensate the organisation for the risk elements of the project. â€Å"

Job application summary of qualifications (Personal statement) Personal Statement

Job application summary of qualifications ( ) - Personal Statement Example I believe that with my skills in requirement analysis, and extensive experience as a Sr. Business analyst, I will be able to perform this task to the optimum level. I have managed several projects in the past including the implementation of E-commerce for fund-raising, gathering and eliciting requirements, documentation of testing plans and have excellent written and oral communication experience with tasks such as participating and communicating with stakeholders and different departments within an organization. Since I have worked in a variety of scenarios in the past from web development to electronic payment systems as well as several business management tasks, I have an integrated familiarized approach to all these fields and can function well in a variety of working situations. With my extensive knowledge of database management systems, query languages, web development tools and electronic systems, I can function well and understand the issues that are faced by extreme ends of the software development team to the middle/senior management.

The Price Elasticity Of Moisturizing Cream

The Price Elasticity Of Moisturizing Cream Considering the above table, we find that the quantity demanded has increased from P0 to P4. But we do not see a significant decrease in the price of the product. Does that mean that moisturizing cream is price inelastic? The answer to the question is NO. Moisturizing cream is definitely price elastic. But price is not the only factor that affects the demand of the cream. The other major factor that affects the quantity demanded is Advertising cost. Moisturizing cream can be considered as a non essential luxury durable good. According to Sethuram and Tellis ( in Farnham 2010,p 96), durable goods have lower price elasticity than non-durable goods. Usually consumers relate a higher price of durable good with a high quality. Hence they can pay higher price for a product. The non durable goods are more price elastic since consumers are not ready to pay more price for an item that will not last for a long time. According to the marketing study of Sethuraman and Tellis (in Farnham 2010 ; p 97) producers should concentrate their strategies on advertising policies for cosmetics, luxury goods and new products. Higher advertising cost will help in creation of brand value and increase the sales of the product. Higher advertising will project the superiority of the brand with respect to the other brands (if done correctly). As seen from the table, the demand curve drawn would have positive slope. A demand curve with positive slope is common in markets that exhibit Conspicuous Consumption and the products that are categorized as Veblen goods. In the game, the highest market shares were experienced by firms that had the highest advertising costs. Considering the performance of the best 2 firms on the basis of profit and market share for five periods of GRITAIN MOISTURIZING CREAM INDUSTRY: It can be clearly seen that the market share is influenced by the advertising cost. In P1, firm 38 had a market share of 32.8% though its price was much higher than firm 35. This shows that when the advertising is higher, the quantity demanded for products like moisturizing cream and other beauty products is higher, irrespective of the country. Let us analyse the elasticity of Cement by considering the PIELAND CEMENT INDUSTRY. Again considering the performance of the best 2 firms in the first five periods on the basis of market share and profit we have: On considering P2, it can be found out that the market share of firm 7 is much higher than its closest competitor firm 9 in spite of the fact that firm 9 spent heavily on advertising. This shows that consumers demand more units of cement if it is cheaper, making it highly price sensitive. It has a low price elasticity of demand. It was observed that making profit was highly difficult in the cement industry. A right mix of advertising and pricing strategy was required. A very low price would help in achieving a good market share but would make it very difficult to break even. According to Dr. Divina M. Edralin (2004) The cement industry is highly capital-intensive, as it needs substantial investments in fixed assets like plant and equipment. The industrys main product is characterized by low price elasticity of demand, limited shelf life, and expensive handling and transportation costs for imports. According to Dr Edralin, globalization has provided opportunities to transnational cement corporations to monopolize the worlds cement industry by managing the economies of scale because of their large capital investments and thus making it difficult for smaller domestic firms/factories producing cement. PART B: PRODUCTION AND COST ANALYSIS (SHORT RUN AND LONG RUN) SHORT RUN Considering the firm 28 in Pieland Moisturizing Cream Industry, the short run cost functions can be interpreted by looking at the total fixed and variable cost, average fixed and variable cost. The functioning of the firms of various industries from P0 to P4 can be considered as short run as the firms were not allowed to increase their capacity. Thus the capital input remains constant in those periods. Fixed Costs = Overhead costs + Interest on negative balance + advertising costs + depreciation (These costs are not related to the production). As advertising costs have increased because of managerial decisions, they can be categorized as discretionary-fixed costs. Depreciation is considered as a fixed cost because it is calculated on the basis of time and not on the basis of number of units that a machine produces. Variable costs = $2 per pot of moisturizing cream Depreciation is 5% per period Profit calculation was done as total revenue total costs If we combine the above two periods for firm 28, we have Total Revenue = 183200(period 1) + 252000(period 2) = $435200 Total Costs = 159800(period 1) + 191698(period 2) = $351498 Total Profit = $83702 Total sales = 46900 pots Profit per pot (combined P1 and P2)= $1.78 Profit for P1= 23400 (183200-159800) => Profit per pot = 23400/22900 = $1.02 Profit for P2=60302 (252000-191698) => Profit per pot = 60302/24000 = $2.51 As we can see, the profit has increased in the period 2. In real life situations where most of the durable products are quite price elastic, the managers have constraints of not increasing the product price (unlike the game). The costs of running the firm increases gradually as more competitors enter the industry and companies spend more on advertising costs. This costs the profits to reduce after some time and the firms are forced to innovate new products and strategies. This can be overcome by the economies of scale as well as by increasing the price per unit. In a luxury non-essential item such as moisturizing cream, it can be done by increasing the price per unit as moisturizing cream is more advertisement elastic and consumers are ready to pay a higher price. This can be seen in the prices of the best performing teams of Pieland moisturizing cream industry. Just 5 periods have been shown as the firms had the provision to increase their capacity from P5. If we consider the Pieland Cement Industry and analyse the pricing strategy of the best two firms we can interpret that to survive in the industry, it is very essential to keep the price low as cement is not very advertisement elastic and highly price elastic. This makes cement industry in any country highly vulnerable to competition. Hence the cement firms have to work in collusion to survive in the market. The cartelisation mode of functioning is very common in this industry. The case of collusion is not seen in the game as two out of four firms have made huge losses. LONG RUN According to Farnham (2010:167) moisturizing cream industry in the game has adopted the capital intensive method of production because there is a provision of buying large large quantities of capital investment. Considering the firms of Pieland Moisturizing Cream, a comparison can be done between capacities of two firms: one which did not increase the capacity and the other which increased the capacity. The cost per unit for each of the above periods for the firms would be: The cost per unit is calculated as (Overhead+Variable costs)/ Units produced for simplicity. The cost due to negative interest and the advertising cost have not been considered for the calculation. Above it can be seen that the cost per unit in P1 for firm 25 is more than firm 28. This is because the capacity utilization of firm 25 is lesser than firm 28. Firm 25 produced 12000 units in P1 whereas firm 28 produced 18000 units in P1. As it can be seen in Table B.7, the cost per unit for firm 28 has reduced consistently from P1 to P7. It is easier for firm 28 to breakeven quickly and sell the units at reduced prices and drive firm 25 out of competition. However, it was observed that when the capacity of the firm was increased from 45000 to 50000 units, the cost per unit came out to be the same $3.87. This can be correlated with the graph of Minimum Efficient Scale. According to Farnham(2010:178), the Long Run Average Cost curve becomes essentially flat with neither further economies nor diseconomies of scale. $4.11 $3.91 $3.87 Q=35000 units ( Minimum Efficient Scale ) The Long run average cost curve for firm 28 depicting Minimum Efficient Scale. Capacity Utilization Ratio (Production/Capacity) of Firm 28 is higher than Firm 25 in Pieland Moisturizing Cream Industry. The stocks not sold are also used to determine whether the firm needs to increase its capacity or not. Firm 28 has a higher capacity utilization ratio and has sold stock in most of its periods. So it gives it the incentive to expand its through investment in new structures and investment. Usually a ratio higher than 85% gives the incentive to increase the capacity according to Farnham (2010: p 352). For firm 28 the ratio is more than 95%. PART C: OLIGOPOLY AND GAME THEORY The game theory models can be linked to the PIELAND MOISTURIZING CREAM industry. Moisturizing cream is highly advertisement elastic. This makes all the firms in the industry incur high advertising costs in each period. Consider the advertising costs for some of the periods for various firms: As it can be seen, all the firms in the industry have constantly increased their advertising costs. It started with $30000 at P0 and ended up in millions. Majority of the firms ( 3 out of 5) suffered huge losses because of this. Advertising heavily in every period was highly essential to survive the competition and sell the product (referring table A.1 above). Thus in every period advertising heavily was the dominant strategy for each firm. If the firms had co-ordinated their strategies, the advertising costs would not have reached millions. They could have sold the cream pots at higher price with minimum advertising cost. All firms ended up worse off than if they had been able to co-ordinate their strategies. All firms became prisoners of their own strategy particularly firm 25, 26 and 27 considering the final profit figure in table C.2 (Farnham 2010: p258). Though firms 28 and 29 made profits their profits could have been higher if the firms in the industry had co-ordinated and followed a co-operative oligopoly model. But the fear of punishment prevented the firms to collude (punishment from anti-trust/anti-cartel in real world). If the advertising costs of Firm 28 are considered in particular, they have increased with every period. However, the advertising cost in P14 of Firm 28 was the lowest in the group. It was known well in advance that P14 would be the final period of the game. If Firm Id 28 had kept advertising costs similar to the other firms and for some reason it would have been unable to have good sales, my firm (firm 28) would have incurred huge loss. The lesser revenue would not have negated the effect of high advertising cost and my existing positive balance would have turned into negative. This made me reduce the advertising. The price was also brought down ( as seen in table C.3). The highest risk that Firm 28 faced during this period was : Overhead cost = (-$84213) Variable Cost = (-$63000) (production was brought down as lesser sales were anticipated) Advertising = (-$100000) Total = (-$247213) The positive interest was $2897. Thus the net risk becomes (-$244316). The balance in firm 28 was $289728.51 as on P13. Thus if there are no sales in P14, there is still a positive balance of around $45412.51 ($289728.51 $244316). I considered this strategy as the best for my firm regardless of the strategy that other firms choose. I consider this scenario as the Nash Equilibrium because from a set of strategies, I have chosen the best strategy considering that the other firms will also choose their respective best strategy (Farnham 2010: p 258). PART D: IMPACT OF MACROECONOMY The macroeconomic scenario can be evaluated on the basis of the total quantity demanded for a particular product. Let us consider the Pieland and Gritain Moisturizing cream industry: As it can be seen from the table, the quantity demanded for units in Pieland as well as Gritain has grown in each period (except in P14 for Pieland). However, the quantity demanded curve shows a steep slope in Pieland in comparison to Gritain. This shows that the growth rate is higher in developing countries than the developed ones. The quantity demanded has a lesser slope for periods between P1-P4 since the monetary policy was deflationary. The consumption of a non essential luxury item such as moisturizing cream is less. However, from P5 the consumption increased as the monetary policy was reflationary (interest rates were cut) causing people to spend more on cosmetics. Reflationary fiscal policy causes the reduction of either the direct or indirect taxes. This leads the people to consume more. The reflationary policy caused accelerated growth from period 10. But accelerated growth caused inflation. It can be inferred from the graph that the governments and banks increased the taxes and interest rates. This brought the consumption down which is apparent from P13-P14. The effects of fiscal and monetary policy were more easily visible on emerging/developing economy of Pieland than on Gritain since Pieland has a higher growth rate. A suitable monetary and fiscal policy will affect the markets of Pieland more than Gritain.

Discussing Ethical Judgments in the Production of Knowledge in Both Art

Ethical judgements limit the methods available in the production of knowledge in both the arts and the natural sciences. Discuss. To a certain degree, ethics can be considered a matter of one’s heart, the source of emotional life, as well as their head, the center of a human being’s faculty of intellect and reasoning. Ethics, or moral philosophy, is a set of ideas that are systemized, defended, recommended in differentiating behaviour as either right or wrong prescribed by social and cultural taboos. It is divided into three categories: meta-ethics (way of determining truth through origin), normative ethics (arriving at moral standard regulating right and wrong) and applied ethics (how moral outcomes are accomplished in specific situations) 1. Such divisions often halt the advancement in knowledge within the arts and natural sciences. These morality-based restrictions directed towards the particular two areas of knowledge can be best understood with Sigmund Freud’s belief that the ethical parts of an individual’s unconsciousness controls majority of their behaviours in life reflect s the collective unconscious mind of human beings . If it is human nature to be partially conscious of our whole identity, then this behaviour of ours largely limits us from attaining an extensive amount of knowledge that could more likely help us find the answers we are often searching for. The societal and individual ethics govern the methods and dimensions in distribution of knowledge in both arts and natural science, whether it is by means of excessive limitation of these areas of knowledge, unrestricted facilitation of their advancement, or limiting them in moderation. Nevertheless, this basic conclusion within the world of ethical judgem... ...ations on Scientific Research : Scientific Freedom: An Anthology on Freedom of Scientific Research : Bloomsbury Academic. N.p., n.d. Web. 5 Dec. 2013. . "The Ethical Limitations on Scientific Research : Scientific Freedom: An Anthology on Freedom of Scientific Research : Bloomsbury Academic." The Ethical Limitations on Scientific Research : Scientific Freedom: An Anthology on Freedom of Scientific Research : Bloomsbury Academic. N.p., n.d. Web. 5 Dec. 2013. . Tolstoy, Leo, and Charles E. Moore. Leo Tolstoy: spiritual writings. Maryknoll, N.Y.: Orbis Books, 2006. Print. Tom & Jerry. Dir. Phil Roman. Perf. Richard Kind, Dana Hill, Anndi McAfee. Warner Bros., 2013. VHS Discussing Ethical Judgments in the Production of Knowledge in Both Art Ethical judgements limit the methods available in the production of knowledge in both the arts and the natural sciences. Discuss. To a certain degree, ethics can be considered a matter of one’s heart, the source of emotional life, as well as their head, the center of a human being’s faculty of intellect and reasoning. Ethics, or moral philosophy, is a set of ideas that are systemized, defended, recommended in differentiating behaviour as either right or wrong prescribed by social and cultural taboos. It is divided into three categories: meta-ethics (way of determining truth through origin), normative ethics (arriving at moral standard regulating right and wrong) and applied ethics (how moral outcomes are accomplished in specific situations) 1. Such divisions often halt the advancement in knowledge within the arts and natural sciences. These morality-based restrictions directed towards the particular two areas of knowledge can be best understood with Sigmund Freud’s belief that the ethical parts of an individual’s unconsciousness controls majority of their behaviours in life reflect s the collective unconscious mind of human beings . If it is human nature to be partially conscious of our whole identity, then this behaviour of ours largely limits us from attaining an extensive amount of knowledge that could more likely help us find the answers we are often searching for. The societal and individual ethics govern the methods and dimensions in distribution of knowledge in both arts and natural science, whether it is by means of excessive limitation of these areas of knowledge, unrestricted facilitation of their advancement, or limiting them in moderation. Nevertheless, this basic conclusion within the world of ethical judgem... ...ations on Scientific Research : Scientific Freedom: An Anthology on Freedom of Scientific Research : Bloomsbury Academic. N.p., n.d. Web. 5 Dec. 2013. . "The Ethical Limitations on Scientific Research : Scientific Freedom: An Anthology on Freedom of Scientific Research : Bloomsbury Academic." The Ethical Limitations on Scientific Research : Scientific Freedom: An Anthology on Freedom of Scientific Research : Bloomsbury Academic. N.p., n.d. Web. 5 Dec. 2013. . Tolstoy, Leo, and Charles E. Moore. Leo Tolstoy: spiritual writings. Maryknoll, N.Y.: Orbis Books, 2006. Print. Tom & Jerry. Dir. Phil Roman. Perf. Richard Kind, Dana Hill, Anndi McAfee. Warner Bros., 2013. VHS

Review of Related Literature and Studies

CHAPTER I THE PROBLEM AND ITS BACKGROUND INTRODUCTION The success of many fast-food chains in Metro Manila is largely due to the fact, that they are able to deliver the equality of services expected of them of the people who lead hurried lives. These people businessmen, executives, ordinary employees and workers, students and others, depend on these fast food chains for their food sustenance to keep them going throughout the day. Thus volume of customers turned to these establishments everyday, that keeps service crew on their toes to attend to them especially during peak hours.Customers satisfaction however, depends on the efficiency of their service crew in meeting the demands of the many customers they have to attend to everyday. No where is the importance of human resource clearly exhibited than in fast food chains. According to Martines, people constitute an organization’s most important and vital factor in its success or failure. By and large, while the human factor dete rmines both its input and output, it is also its most significant input and even output in many instances.Through and by men, the others money, machines materials, methods and markets are acquired and utilized. The quality and utilization of the latter are almost always affected by decisions about and by human resources. Indeed, the accomplishment of the goals of an organization depends upon the availability and utilization of all these ingredients the interaction of which are people caused. The acquisition, utilization and development of financial, material, technological and marked resources which may be exhaustible are dependents on human resources.If the latter is available and capable, the other factors can be of great use to the organization. It is through people that they can be either harnessed and developed or dissipated and lost. Man does or undoes what exists, man creates or by passes opportunities and scenarios. Hence, people power is the most significant and potent fact or of all the resources available to an organization. An organization may start with zero funding, but with creative, resourceful, hardworking and honest people, it becomes financially available has really just begun.The fact that this subordinates can do the job well does not mean that they necessary will. There is always the possibility that the quality and the quantity of their work may fall short of targeted objectives. This implies that job satisfactions and employees morale is dependent on the leadership style of the manager. From these perspective, the study adopts the concept that leadership contributes significantly to the success or failure of the organization, by its effects on the morale and job satisfaction. STATEMENT OF THE PROBLEMThe focus of the study is to determined the effects of the leadership style of the managers of the fast food chains on the morale and job satisfactions of the service crew. Specifically, it seek to answer the following questions: 1. What is t he profile of the service crew in terms of: a. Sex b. Age c. Civil Status d. Educational Attainment e. Experience (As service crew) 2. What is the leadership style of the managers of fast food chain as perceived by the service crew? 3. What is the level or degree of job satisfaction of the service crews? 4.What is the degree of job satisfaction among the service crews? 5. Does leadership style of managers affect the morale and job satisfaction of the service crews? ASSUMPTIONS The study and the problems advanced herein are based on the following premises: 1. Managers of the three fast food have more or less similar leadership style. 2. The morale and job satisfaction are partly influenced or enhanced by leadership style of the managers. 3. Managers do not adopt a single leadership style. HYPOTHESES In relation with the problems and assumptions advanced in the study, the following hypotheses are tested: 1.Managers has no single or specific leadership style; The service crew are the h uman resources of the fast food chains o who rest the success of these organization through customers satisfaction. In relation to this, the foregoing looks on the effects of managers leadership on the morale and job satisfaction of their service crew of leading fast food chains (Jollibee, McDonalds and Wendy’s) in Metro Manila. These three fast food chains, Jollibee, McDonald’s and Wendy’s are among the most successfully operated fast food chains in Metro Manila.They employ hundreds of service crews managed and supervise by able managers designed in their difference branches. In determining the effects of these managers leadership style on the morale an job satisfaction, the study is undertaking from the employees (service crews) point of view. CONCEPTUAL FRAMEWORK According to Lorenzana, even if the organization has been properly staffed and workers have been trained to the point where they are suite capable of doing a good job, the managers work as a director (and leader) of people. The leadership style of mangers has no effect on the morale and job satisfaction of the service crews.SCOPE AND DELIMITATION OF THE STUDY The study limited its investigation to 120 service crews of the three leading fast food chains in Metro Manila; Jollibee, McDonald’s and Wendy’s. it specifically focused on the determination of the effects of the managers leadership style on the morale and job satisfaction of the service crews. The study’s major limitation is the fact that it does not attempt to make a comprehensive evaluation of the other factors that may affect job satisfaction and morale like working conditions, pay and son on.The study also does not make an attempt to compare the manager’s leadership styles between the three fast food chains. Thus, the study is generally focused rather than specifically focused, at least on the aspects of leadership style effects on the morale and job satisfaction of the subjects. SIGNIFICAN CE OF THE STUDY the study is deemed significant to managers, as it bring forth through its findings, the vital perspective on the relationship between leadership style and job satisfaction and morale among their subordinates.These may serve as bases for formulating a framework of management and leadership style appropriate in local setting aim not only in bringing about sound management practices, but in enhancing greater efficiency and productivity among Filipino employees and workers as a result of better employee- management relationship. DEFINITION OF TERMS The following are some of the terms that are given their operational definitions according to the context they are used in the study: Age – It refers to the chronological are of the respondents as expressed in terms of years.Autocratic Leadership – it means the type of leadership where the leader tells and concerns or threatens for compliances; authoritarian and despotic. Civil Status – it refers to the s tatus of being single, married, widowed, divorced or separated. Democratic Leadership – Means the leadership that is characterized by participant decision- making and consultative assemblies to enforce majority decision of the group. Educational Attainment – the term means the highest education attained by the respondents. Experience – as used in the study refers to the number of years the respondents worked as service crew, expressed in years.Laissez faire – It is a free- reign leadership, characterized by high people orientation and little task orientation. Leadership – as used in the study refers to the behavior of an individual who is involved in directing group activities. Leadership style – It is the pattern of behavior designed to integrate organizational and personal goals and interests in the pursuit of objectives. As used in the study it refers on the behavior adopt by an individual in directing group activities. Morale – me ans the state of mind with reference to confidence, satisfaction and cheerfulness.Satisfaction – particularly job satisfaction is a general towards ones job; the difference between the amount of rewards the workers receive and the amount they believe they should receive. Sex – Refers to the respondents gender attributes, whether female or male. CHAPTER II REVIEW OF RELATED LITERATURE In this chapter, the researcher presents a resume of literature that have significance to the present study. On Leadership According to Plunkett and Attner, in interacting with employees in the work environment, a manager must play four basic leadership roles; educator, councilor, judge and spokesperson.All managers must perform the leadership role of educator. Managers fulfill this role by teaching employees job skills as well as acceptable behavior and organizational values. Managers accomplish much of behavioral education through the execution of their own daily work. Their work habits, attitudes and behavior serve as a role model to all who observe them. In addition to providing education, managers are ultimately responsible for the formal training of their employees. They may provide this skills training directly or arrange for it to be provided by other.Regardless of who ultimately performs the training, the managers should be knowledgeable about training principles learning theory, and training techniques in order to perform this role. There are many opportunities for fast food chain managers to assume this role. Most of them educates their subordinates on company operations and policies. A second leadership role of a manager is councilor. This role involves listening, giving advice and preventing and solving employees problem. In performing this role, managers are fulfilling two expectations of the employees; 1. Awareness and concern for the individual employee; and . Assistance in solving a problem. The counselor role does not mean that the manager is expect ed to solve all the employees problem, but it does mean providing help in recognizing the basic problem and in searching for potential solutions. Fast food managers often assume the role as adviser or counselor. They offer advice on their subordinates on how they can effectively do their tasks, and on work related problems. Playing the leadership role of judge involves appraising subordinates performances; enforcing policies, procedures, and regulations, settling disputes, and dispensing justice.Appraising or evaluating performance requires a knowledge of the standards that are used to measure output. The enforcing of policies, procedures, and regulations is tied to communication and to training. People should be told, and shown what limits and guidelines exist and how these apply to their specific situations. The function of settling disputes requires the exercise of tact and concern for resolution of conflicts. Dispensing justice entails giving credit and rewards, as well as appro priate discipline.Managers act as spokespersons for subordinates when they relay their suggestions, concern and points of view to higher authorities. â€Å"Doing something† about subordinates problems may mean going to bat for them on a higher management level. It may mean that the manager will have to fight for changes to improve procedures, morale and working conditions. In performing this leadership role a manger must be willing to represent a subordinate’s view even when she or he disagrees with it. In pursuing these leadership roles, the managers may adopt one or combination of the following leadership styles: 1.Democratic type This type of leader is characterized by his concern for the achievement of goals set with the group. He is sensitive and understand the needs of the individuals and groups within the organization and helps them to fulfill their needs as well as the functions of the group. He maximizes the use of communication and encourages open inquires, d iscussions and disagreements. 2. Autocratic or Dictatorial type This type of leader uses authority and title to hide certain shorting because he feels insecure. He is domineering toward staff members and co-workers but submissive towards superior officers.The autocratic leader is rigid and reluctant to delegate authority or to permit staffs subordinates to participate in policy and decision- making matters. 3. Laissez- Faire Type This leader gives complete freedom 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 behavior 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 leadershi p style that a manager applies, he or she is important in the organization. The success of an organization will largely depend on the kind of leader the organization has. With all the factors present in a no organization, the success or failure of any organization, whether governmental, business,civil, social political, whether service or profit- oriented, will largely depend on the kind of eader and the people in the organization. In the study about leadership styles and their development, leadership theories were formulated. Fiedler holds that the most appropriate style of leadership for a manager depends on the situation in which a managers works The contingency model which e developed shows that the effectiveness of a leader is determined by the interaction of the managers orientation (task or employee) with three situational variables: leader- member relationships, task structure and leader position power. Leader- member refers to the degree to which the leader is or feels acce pted by the group.It is measured by the degree of respect, confidence, and trust the subordinates feel from good to poor. If the relationship is rated as good, the leader should be able to exercise influence over the subordinates easily. On the other hand, if there is friction or distrust, the manager may have to resort to favors to get performance. Task structure concerns the nature of the subordinates job or task. If reflects the degree of structure in the job; a structured job would be routine in nature with prescribed processes. An example would be the position of file clerk.An unstructured job would have complexity and variety, and room for creativity. Leader position power describes the organizational power has from which the individual manager operates. The path- goal theory of leadership is concerned with the ways in which a leader can influence a subordinates motivation, goals, and attempts at achievement. It suggests that a leadership style is effective or ineffective on t he basis on how the leader influences the perceptions of: 1. Work goals or rewards of subordinates 2. Path (behavior) that lead to successful goal accomplishment.According to Jose and Micheal, subordinates are motivated by a leaders behavior. This behavior influences both goal attractiveness and the paths available to reach the goals. Their theory contains two propositions concerning leaders behavior: 1. Leader behavior is acceptable and satisfying to subordinates to the extent that they view such behavior as either an immediate source of satisfaction or an instrument to future satisfaction. 2. Leader behavior will increase subordinates efforts if it links satisfaction of their needs to effective performance, and is supportive of their efforts to achieve goals performance.The theory provides types of leadership behaviors based on the work needed. These are: 1. Instrumental behavior It involves the planning monitoring and task assignment aspect of leadership. Instrumental behavior ca n be used to increases an employees work effort or clarify outcomes. 2. Supportive Behavior It involves the employee oriented concern for the welfare and needs of subordinates. In addition, it includes creation of a warm, pleasant climate. 3. Participative Behavior 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 highly challenging climate for an employee and demanding good performance. These leadership behaviors are based on the situational factors. There are two situation factors that influentce leadership behavior: 1. The personal characteristic of the subordinates. 2. The environmental pressures and demands with which subordinates must cope to accomplish goals and satisfy personal needs. Personal characteristics of a subordinate include the person’s ability, self- confidence, and needs.These elemen ts described the performance level of the ability and the degree of confidence in performing the job. This factor of personal characteristic affects how subordinates view their leader and themselves. The stronger their abilities and beliefs in themselves, the less supervision they will tolerate 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- workers, the tasks assigned, and the leaders exercise of power are examples of these influences.Co- workers who are not cooperating can influence job performance and minimize an employee’s perception of completing the job. On Morale Jucius, wrote that organizational cooperation and conflict are significantly affected by employee morale. Hence, in personnel management it is important to understand the meaning of morale, the theory of morale development and the factors of morale development. Simply stated, morale is a state of mind and spirit, affecting willingness 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 management’s plans and practices. This simple definition emphasizes willingness to work. This is important, a person contented with one’s lot may do only enough to get by. Another person works hard because of dissatisfaction 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 group’s understanding of the relation between personal interests and company interests. Employees who conclude that their interes t are being served fairly when they contribute to the organization’s interests develop a favorable attitude of mind. Conversely, their attitude is poor when they perceive an unfair treatment of their interests. Essentially, then, morale develops out of a mutual satisfaction of interests. In the case of employees, they understand that to gain their goals, they must help the company achieve its goals.And employees must also 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 development takes place, therefore, through the process of successfully integrating interests. Immediately, good morale has some very important results for management and for employees. Management finds that subordinates are willing to follow their requests and commands with enthusiasm and respects. Indeed, work is done without the need of co mmands 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 response 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 immediate effects upon employees too. They work with satisfaction and pleasure. The hours of work go by in an atmosphere of relaxed effort. Nothing seems 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 one’s co- workers and one’s superiors. Work as much as it can be is a pleasure and not a misery. These immediate effects cause some desirable ultimate effects. To management, there is higher output of better products at lower costs. And in turn, there will be more consistent, higher prof its. To employee there are higher wages, more secure employment, 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 flow morale itself.Morale should not be looked upon as the only source of success. Even the best employee cannot make bricks without straw. But the best employee can do much, much better gives the same materials that can the worker whose morale is low. It is now pertinent to note the factors which have an effect upon employee morale. As a broad statement, anything can do influence the attitude of employees, the factors are limitless. But practically speaking, morale is related 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 then, the ability of e mployees to understand reasonable explanations is low, management, try as it may, will not be able to get across its messages. Thus, in its hiring policies, a company should seek not only people who are capable of doing their jobs but also those who can grasp the logical relationship and rewards involved in group effort. The status and roles of employees have a bearing upon the possibilities 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 such attitudes will necessarily be negative. But it does mean that management will have to deal with a group which is not easy to convince of the views it considers correct. Even when not organized, labor may take on particular attitudes because of such things as labor- management history in a given community 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 disinterested in how management deal with such matters of pertinence to them as goals, policies, procedures and communications. Any of these subjects can have serious impact upon the morale of the employees. Any one of these areas 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. Some executives are autocratic in their attitude toward subordinates. Others imply a feeling that they are better that their subordinates that the latter are second 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 company of their workers. And still others are contemptuous of the intelligence of employees. Such attitudes are quickly noted. Obviously, it is natural for emplo yees 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 Company forces and factors Morale may also be affected by forces and factors outside the company itself. The union is significant example and various 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 significantly determined by the indoctrination they receive from their unions.And at times such as during a strike their attitude seems to be totally swayed by this force. Other extra company forces affecting employees morale are numerous. Though it may not be company business, an employee’s attitude toward at work is affected by a variety of things, such as; 1. How well he gets along with spouse, children and relatives. 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 traffic conditions, housing conditions and ecological conditions. It might seem 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 Job Satisfaction and Morale Robbins describes job satisfaction as an attitude. A person with a high level or job satisfaction holds positive attitudes toward a job, while a person who is dissatis fied hold negative attitudes about the job.Attitudes of a person depend on the values they hold and that is important to them. Values strongly influence a person’s attitudes. An employee’s performance and satisfaction are likely to be higher if his or her values fit well within the organization. The determinants of job satisfaction are mentally challenging work, equitable rewards, supportive working conditions, supportive colleagues and personality job fit. Mentally challenging 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 systems 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, light, noise and other environmental factors should be conductive. Supportive colleges; money or tan gible achievements are not all that matter, work also fills the need for social interaction. Having friendly and supportive co- workers and boss increases Job satisfaction.Personality Job fit theory; people with personally types congruent with their chosen vocations should find that they have the right talents and ability to meet the demands of their jobs. Satisfied and committed employees, for instance have lower rates of turnover and absenteeism. There are at least 4 reasons why organizations should consider the level of job satisfaction: 1. Dissatisfied employees skip work more often and more likely to resign. 2. Dissatisfied employees are more likely to engage in distructive behaviors. 3. Satisfied employees have better health and live longer. 4.Satisfaction on the job carries over to the employee’s life outside the job. According to Lyman Porter and Lawyer, satisfaction is defined as the extent to which the rewards actually received meet or exceed the perceived equitable level forwards. The greater failure of actual rewards to meet or exceed perceived 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. Intrinsic 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 regarding rewards and advancement opportunities. 4. Theory X and Theory Y were mentioned in the analysis. 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 related significantly to performance. As for what Vroom’s theoretical analysis Job Satisfaction is closely affected by the amount of reward that people derive from their job and level of performance is closely affected by the b asis of attainment of rewards.Individuals are satisfied with their jobs to the extent to which their jobs provide them with what they desire, and they perform effectively in them to the extent that effective performance leads to the attainment or what they desire. CHAPTER III RESEARCH METHODOLOGY This chapter described briefly the approach in research that is deemed most appropriate for the purposes of the study and the techniques considered adequate for information gathering activities. RESEARCH DESIGN According to purpose and intent, the foregoing could be classified as a descriptive research.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 research describes and interpret what is. It is concerned with conditions of relationship that exist, practices that prevail of belief and processes that are goi ng on, effects that are being felt, or trends are that developing. SAMPLING PROCEDUREA random sampling is used in the study, forty respondents each from three leading fast food chains; Jollibee, McDonald’s and Wendy’s are selected at random. Using this sampling method, a total of one hundred twenty (120) respondents are selected. DATA GATHERING INSTRUMENT USED The major instrument used in gathering primary 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, then the total weighted (TWS) and ave rage weighted score (AWS) are computed using the Likert Scale Rating: 1. 0-1. 5= Excellent= Highest 1. 51- 2. 0= Very Satisfactory = Higher 2. 1 -3. 5= Satisfactory = High 3. 51 -4. 5= Unsatisfactory = Low 4. 51-5. 0= Very unsatisfactory = Lowest SUMMARYThe effects of the Manager’s Leadership 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 personnel 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 boosters; and 4.Human relationship is then important in any organization as it influence then the job satisfaction and productivity of the business by run ning 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. Dealing 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 researcher to make extensive study. Hence, a more thorough investigation is recommended before any generation of generalization could be made. BIBLIOGRAPHY 1. Concepcion Rodil Martinez, Human 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. John K. He mphill, â€Å"Situational Factors in Leadership,† Leadership studies No. (Personal research Board, Ohio State University). 4. Stephen P. Robbins, Personnel: The Management of Human Resources, (New York; Practice Hall Inc. , 1988) 5. Warren, R. Plunkett and Raymond F. Attner, Introduction to Management, 2nd 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 Business 3 (1974), pp. 79 – 80. Review of Related literature and Studies This Chapter presents the conceptual framework of the study that determines the relationship of Entrepreneurial Management and Operation of Small Business in General Santos City. Conceptual Framework Despite the financial slump experienced everywhere, the wheels of our local economy continue to turn as our development spirals upwards, new business continue to open, and fresh investments pour in providing more employment and livelihood opportunities for the Generals, and in turn resulting to an increased capability to provide for the families necessities, especially education.Because of the growing industry competition and market demands, our entrepreneurs become more skilled, more ingenious, more creative and more determined. Small business is often regarded as entrepreneurship driven. The booming economic activity in General Santos City, its competitive development such as infrastructure, the presence of malls, traffic light, newly constructed commercial buildings and more than 12,0 00 plus registered businesses are some that create dynamic 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 growth and development in both industrialized and developing countries, by playing a key role in creating new jobs. Financing is necessary to help them set up and expand their operations, develop new products, and invest in new staff or production facilities. Many small business start out as an idea from one or two people, who invest their own money and probably 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 figure 1 is composed of three components. The first component is the Entrepreneurial Management and their Operation which can gives impact in various areas it can also often closely associated with the firm’s 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 small businesses as to innovativeness, pro – activeness, and Risk – Taking to seeks opportunity and take a bold action such as venturing into unknown market and committing resources to introduce new products or services ahead. Related Literature Small Business is very important segments in the society. (Kao & Liang, 2001) defined small business as one that is owned independently (that is, it is not a subsidiary of a larger firm) and managed by its entrepreneur/owner with little or no delegation of decision-making to employees.PLANNING Planning refers to process by knowing their strengths and weaknesses are and where they stand in the market place. The link to pl anning 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 managers 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 enterprises. 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 possib ility set- of possibilities that owners deem to be relevant to their business.This suggest an even closer 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, capital, and asset to ensure the success of the plans. Organizing coordinates the resources that needed to implement the plan. In organizing, company structure is established, relationships are formed and resources are allotted appropriately to realize the objectives sought 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 operationalized in many ways and different measures have been used. This may be one reason for the contradictory results reported by previous studies (Weinzimmer et al. , 1998:235), though other explanations have also been presented (Delma r 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 organization’s long term direction, philosophy, and future. It is a precarious relationship, but entrepreneurs must be both managers and visionaries in order to build their organization. Indeed, it is contented that many otherwise talented entrepreneurs have failed because they were unable to strike an appropriate balance between details of management and the larger mission that guides the new venture.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 critical component of long term business success. In general, entrepreneurs should search for ways to delegate some of their management tasks rather 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 organization’s 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 continuously for new opportunities and pursue them, take risk, venture into new areas and providestrategic direction and inspiration 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 th e confidence to think, behave and act with entrepreneurship in the interest of fully realizing the intended 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 ensure performances standards are met in the most efficient 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 description for each position within the company. Give 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 e mployees period 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 innovate successfully, firms must break out of the patterns that have shaped their thinking.For example, Tim Warren, director of research and technical services at the oil giant Royal Dutch/Shell, was sure that Shell’s employees had vast reserves of innovative talent that had not been tapped; investing in new technology, R&D, and continuous improvement- for successful innovation, firms must seek advantages from the latest technologies. Innovativeness is concerned with supporting and encouraging new ideas, experimentation and creativity likely to result in new products, services or processes ( Fitzroy and Hubert, 2007 ).The indicato rs used to assess innovativeness comprised the level of involvement in R&D, the extent of innovation and qualifications of the workforce. Firms were asked to indicate their level for involvement in R&D. For a small number of firms (13) R&D was their primary activity. In total, almost 60 % claimed to be highly involved in R&D, although a quarter undertook of R&D. The 2005 survey on the effects of entrepreneurial orientation, asked the nature of innovations as between product/service, process and logistics or delivery of service.Some firms recorded 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 firm’s efforts to seize new opportunities. Firms can use to act proactively: (1) introducing new products or technological capa bilities 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 ‘first mover’ 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 collaboration; 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 to the 2005 study and the purpose of collaboration had relationship with atleas t one of the following, ‘firms in the same line of business’ ‘customers’ and ‘suppliers’. The majority (more than two thirds) reporting 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 CEOs giving reasons for collaboration 62 mentioned either ‘to expand the range of products/services’ and/or ‘to provide access to new markets’. Half of the remaining CEO’s gave ‘meeting current 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 small businesses ( Kitson and Wilkinson, 2006) the majority of firms (60%) could be classified as operation in â⠂¬Å"niche markets†: confronting 5 or fewer serious competitors. Although striving to establish dominance in a niche 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 â€Å"niche market† sought is where customers dependence is relatively low and serious rivals few. Such situations were considered to have a â€Å"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 entreprene urs 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 risk taking: (1)Researching and assessing risk factors to minimize uncertainty although all new business endeavors are inherently risky, firms that do their homework can usually reduce their risk; (2) using techniques that have worked in other domains-risky methods that other firms have applied 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. CEO’s subjective evaluation of their approaches towards risk is also fraught with difficulty since wh at one person regards as a ‘calculated’ 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 spending on R&D and investment in training as indicated by level of off-job training for full-time 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 sought venture capital and those that had were evenly divided in terms of success. Seeking venture funding was regarded as indicative of a willingness to take risks. The impact of involvement in technology sectors was evident from the incidence and extent of training undertaken. Many studies of small firms suggest that they do not train. However like o ther recent studies ( Barnett and storey, 2004) the incidence of training in the firms in this study was high. Almost 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 empirical investigation on the economic factors affecting small businesses in General Santos City. The study involved interviews in SME’s postal survey 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. Moreov er, they have to consider more financial options.This report has documented the key findings of many organizations responding global forces by re-engineering business process and shifting to horizontal organizations structures with self- directed teams. Some are adopting structural innovations such as the network, to focus their core competencies while outside specialists handle other activities. In addition to these structural changes, today’s 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 affects 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 root 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 SME’s 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 positively 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 facie it was suggested that external advisors may be key agents of change, but th e 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 accounting in SME requires further research.In a study of measuring organizational performance by Wood & 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 â€Å"whole-of-government†Ã¢â‚¬â„¢ approach encompassing government departments, coordination of coalition partners, government agencies, non-governmentorganizations and other international 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 measuring performance. In another study on organizational performance by Mcmillan, Diedrich and Entin (2005), immersive â€Å"virtual† simulations offer an opportunity to gain insight and experience in new, innovative, organizational structures.Assessing the performance of these new organizations represents a considerable challenge due to the myriad of complex interrelated factors that may contribute to the outcomes observed in the simulation. Theories and models, often in the form of â€Å"constructive† simulations of organizational performance, can guide th e development of empirical performance measures by linking detailed 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. Considerable 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 learned from these efforts. The focus is on organizational structures for military command and control, including innovative structures associated with the new and rapidly evolving concept of â€Å"network-centric warfare† The study of Berry and Rodriguez (2001) reviewed the experience of small and medium enterprises in recent years in the Philippines. It notes that while Philippines economic growth picked up in the early 1990s/, 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 Philippines 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 firms. 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 1980s and experiencing the first positive effects of the economy wide reforms implemented in the late 1980’s and early 1990;s.By the mid- 1990â €™s Philippine SMEs appeared to have recovered from long period of decline, but their performance, by itself, does not seem to have been vigorous enough to boost the Philippine economy after the 1997-98 crisis. Large firms and large foreign ownership have rationally characterized the Philippine manufacturing sector. During a period 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 buffer other negative impacts on Philippine manufacturing while creating a new, but small, breed of SMEs: small or medium foreign-owned enterprises.The study presented in a forum of International Development Studies on September 2005, attempted to analyze the ways of government’s bureaucratic system in the service delivery of SME sector affects the da y-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 public services. It looked at the experience of the Philippine government’s policies and programs aim at SME’s growth. Dubbed as the national SME Development Agenda. The agenda incorporate a comprehensive and integrated approach to SME development, under the national government’s 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 government’s).Citing Zamboanga City, the economic center of western Mindanao region, the local government is lacking owne rship involvement, and commitment 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 government’s 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 contributor 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 industri al development policies. Historically, the common thread that binds Philippine industrial policies has been the emphasis on policies regarding expansion 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 insufficient 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 i nternational trade. Bilateral trade cooperation is mutually beneficial.One way for Japan to encourage Philippine SME development, as part of bilateral trade cooperation, is to identify and to open some Japanese markets to Philippine SME exports. Hence, sector (or even sub-sector) identification 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 adopted by the SMEs on cash forecasting, cash maintenance, sourcing of funds, allocation 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 internal communications perspective, offered insights into how internal communication by both managers and service providers 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 Economic 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.