TIME MANAGEMENT OF SUPERVISORS AS PERCEIVED BY THE SUBORDINATES

TIME MANAGEMENT OF SUPERVISORS AS PERCEIVED BY THE SUBORDINATES

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TIME MANAGEMENT OF SUPERVISORS AS PERCEIVED
BY THE SUBORDINATES


LIST OF TABLES AND FIGURES

Page
Figure
1. Conceptual Framework 3
2. Flow of Research Process 3

Table
1. Distribution of Respondents by Age 11
2. Distribution of Respondents by Sex 11
3. Distribution of Respondents by Rank 12
4. Distribution of Respondents by Civil Status 12
5. Distribution of Respondents by Working Status 13
6. Distribution of Respondents by Religion 13
7. Distribution of Respondents by Salary 13
8. Respondents' Perceived Degree of Delegation 14
Towards Time Management by Supervisors
9. Respondents' Perceived Degree of Planning 14
Towards Time Management by Supervisors
10. Respondents' Perceived Degree of organizing 15
Towards Time Management by Supervisors
11. Respondents' Perceived Degree of Controlling 15
Towards Time Management by Supervisors


CHAPTER I
Introduction
Time is a paradox. The solution to the paradox of time, then, is to focus on the most important things. One of them is realizing that there is always enough time for the real essential matters. Time possesses another paradox - it disappears anyway. The attitude toward time is also affected by the fact that time is free and equitable. Everyone receives exactly the same amount each day. Since quantity of time is immutable, quality is the only changeable variable.
Managing time means adapting to its passage in some appropriate, satisfying manner. The only way to manage time better is to spend time in appropriate way and consummates an exact amount. In other word, increasing time commitment. Managing time to accomplish important objectives requires careful planning.
Overwork is often the result of failure to delegate and establish proper priorities -spending too much time on details, trivia, and sloppy work habits. Probably spending much time on relatively frivolous undertakings.
Delegation creates total responsibilities. It is finding people to assist in carrying the load and to accomplish a certain task. Since delegation is time-bound, it is important thereof to consider it subjectivity to time. There are three components of good delegation: responsibility (identification of the duties to be performed), authority (commensurate power to perform the duties) and accountability (requirement that the subordinate render a proper account and report on the status work delegated). A subordinate who fails to report properly, and provides unsatisfactory accounts, is unworthy of the trust delegated. In delegation, a leader should keep in mind two principles: First, to push responsibility as far "down" the management pyramid. Second, the leaders task to decide which decisions should be made by what members of the team, when to act and to verify if it were performed properly

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Related Searches

Planning requires objectives, without objectives, nothing to plan. For managers, it is virtually impossible to achieve carefully determined objectives without planning. Planning need not be a complex attempt. It is simply thinking about the future in a systematic way. It bridges the gap between the present and the desired objectives. Unless there is some way to bridge this separation, you well never be able to reach the destination. Thus planning crept in. It is a central factor in all time-management success stories and a road map to accomplishment and result, for it gives control over the most valuable resource-time.
Planning time means setting timeframe or a time to the planned task. Time is the limiting factor; therefore, a plan must be built around the most critical element-time. To manage time is to control time. The secret to controlling time is through planning by remembering that there is always enough to do what is important.
Successful time management depends on more than a carefully planned system. It is couple with positive action against the time wasters that threaten to destroy the plans. Systematic time planning plus positive action equals effective time utilization.

Background of the Study
This study is purely applied or practical research. To gain knowledge on techniques for effective and efficient time-management. By giving emphasis on how to eliminate time wasters in the area of delegation, planning, organizing, and controlling and the various factors that affect the management of time by considering the different observations cited by the staffs of the Department of Agriculture corresponding to time management of the respective supervisors.
The findings in this investigation create useful solutions in parallelism to increase productivity.












Conceptual Framework
Systematic time planning



Positive Action Against Time Wasters - Delegation - Organizing
- Planning - Controlling
Figure 1 Conceptual Framework

Supervisors were ineffective in some aspect of delegating, planning, organizing, and controlling inspite of the availability of human and financial resources. Basically because, they overlooked the importance of time management in congruent to this points.
Successful time management depends on more than a carefully planned system. It requires a positive action against the time wasters that threaten to destroy the plan through improved techniques.

Flow of Research Process
The research process of the study delineated in figure 2. In particular, it outlines the inputs, research process and expected output of the study.
The process includes questionnaire construction, pre-test, questionnaire distribution, follow-up interview, data processing, statistical treatment, analysis and interpretation.
The expected output is an effective and efficient management of time,

INPUT PROCESS OUTPUT
Questionnaire Pre-test, distribution, effective and efficient time
Follow-up interview management Data Processing

Statistical Treatment Analysis
Interpretation

Positive Action Against Research
Time Wasters

Figure 2 Flow of Research Process



The Problem
This study is concerned with the perception of Department of Agriculture Regional Field Unit XIII staffs towards time management of respective supervisors.
a. What is the profile of the respondents in terms of:
a.1 sex
a.2 age
a.3 rank
a.4 civil status
a.5 working status
a.6 religion
a.7 salary

b. What is their perceived degree of time restraint of the following factors:
b.1 delegation
b.1.1 responsibility
b.1.2 authority
b.1.3 accountability
b.2 planning
b.3 organizing
b.3 controlling

c. How are this factors influenced their performance and well being?

Significance of the Study
1. To help supervisors cope up with the rigors of the time demanded of job to perform with outmost efficiency and more time left for personal life.
2. For the staffs/subordinates to be guided on how should activities be spent with less time exposure but maximum impact

Scope and Limitation
The study considered only the present staffs of the Department of Agriculture RFU XIII from the following Divisions: Livestock, Crops, and Research. This did not include diversified and complex topics that would confuse readers. Instead, the researcher adopted the practical and systematic approach to management of time. Discussion on time management is the focal point of the research and neglects other behavioral aspects relevant to the study.

Definition of Terms

Time 1. time, is elastic, stretching and shrinking with the motion of the clock that measures it; 2. the physical quality measured by clock. In classical physics time was regarded as extending infinity into the past and future and was considered independent of the events that defined it.
Management 1. is the force responsible for the success or failure; 2. is an art or science of extracting human effort, control the power, use the material of nature for the benefit of men.
Time management -is the process of properly allocating time on various activities.
Delegation -entrusting responsibility and authority to others and creating accountability for results.
Responsibility -the work assigned to a position.
Authority -the sum of powers and rights assigned to a position.
Accountability -the obligation to perform responsibility and exercise authority in terms of established performance standard.
Planning - predetermining a course of action.
Organizing - arranging and relating work so that people can perform it most effectively.
Controlling - assessing and regulating work in progress and completed.











CHAPTER II
Review of Related Literature

Planning by clock and calendar
Time is too precious to waste. Goals and standards must be translated into time. To set a goal but allows no time of work is counterproductive. A person's schedule should be congruent with the objectives, goals and standards.
The secret is to plan the use of time wisely or the so could time budgets. There are two routes available for time planning, both equally valid. Sequence A commences with one's objectives moves to the calendar, then back to the goals and standards. Sequence B commences with objectives, directly to goals and standards, then to calendars and schedules. In either case, the aspiration is to arrive a statement of goals and standards.
Here are some suggestions for planning by calendar and clock. Notably, most useful time units probably are days, weeks, years and "long range." A simple useful tool is a card divided down the middle, the left side titled "Should do" and the right side "Might do." List on each side the appropriate commitments with corresponding specific hour fixed at the top. Other entries can be listed below. Next, affixed entries a priority number.
If a commitment was missed, one of the secrets of self-discipline is learning to decide to let some things go undone without the feeling guilty.
A plan for a week also consist of two types of entries: without fixed times and those that are scheduled for specific times. Make the list of all unscheduled endeavors "should do" and then the list of things "might do". Rank these unscheduled entries. Next, lay out a weekly time budget-a grid in which there are seen vertical columns (one for each day) and horizontal rows corresponding to hours. Enter all scheduled events (in specific hour-boxes on specific days.) Then proceed to fill in the "open" times by working down through the priority listing of unscheduled events. Such budget, if used wisely, will maximize returns on time investment. When a commitment calls a dilemma: Either postpone the lower priority items or let go the work undone.
Another useful tool is the "Year-at-a-Glance," a one-page diagram on which all 365 days of the year appeared. One way to contract this diagram is to divide a page half and then plot six months of days on the left-hand side without flagellating. A well- disciplined person must learn to say no to numerous opportunities and demands.
A second tool is a list of objectives, goals and standards for the year that includes some endeavors that involve fixed dates. It will include other endeavors that must bear fitted into open times. It is these goals and standards that prove so useful in weeding-out lower priority endeavors, helping to say no to new opportunities, new requests and new invitations.
Long-range plan can be laid out by following the same procedures. A person's annual plan should harmonize with the long-range plan.
A supervisor with the subordinates might plan by month, quarter, semesters or summers. (Douglas: 1980)

Steps to successful Time management
1. Clarify your objectives.
2. Focus on objectives, not on activities.
3. Set at least one major objective each day and achieve it.
4. Record a time log periodically to analyze how to use your time
5. Analyze everything you do in terms of your objectives. Find out what you do, when you do it, why you do it. If the answer is nothing, then stop doing it.
6. Eliminate at least one time waster of our life each week.
7. Plan your time.
8. Make "things to do" list every day.
9. Schedule your time every day to make sure you accomplish the most important things first.
10. Make sure that the first hour of your workday is productive.
11. Set time for every task you undertake.
11. Take the time to do it right the first time.
12. Eliminate recurring crises from your life. Find out why things keep going wrong. Learn to proact instead of react.
13. Institute a quite hour in your day-a block of uninterrupted time for your most important tasks.
14. Develop a habit of finishing what you start. Do not jump from one thing to another, leaving a string of unfinished tasks behind you.
15. Conquer procrastination. Learn to do it now.
16. Make better time management a daily habit. Set your objectives, clarify your priorities, and plan and schedule your time. Do first things first. Resist you impulses to do unscheduled tasks. Review you activities.
17. Never spend time on less important things when you can spend it on things that are more important.
18. Take time for yourself-time to dream, time to relax, time to live.
19. Develop a personal philosophy of time - what time means to you and how tie relates to your life. (Engstrom: 1967)


























CHAPTER III
Research Design

The research design is the scheme that was follow in gathering and analyzing data instruments, data collection, and statistical treatment. This chapter comprised the research method, sampling procedure, research instrument, data collection method, and statistical treatment.

Research Method
The study made used of the research method. It is design to describe something (Boyd, Westfall and Stasch, 1989:20). As such, this concerns the present personal profile and the perception of the respondents towards time management of the respective supervisors.

Sampling Procedure
The total number of staffs in the Department of Agriculture RFU XIII is 252. Considering the time constraints, only three out of five divisions was evaluated using questionnaire (see appendices) with a total population size of 45 including regular staffs and temporary employees. The lottery method of distribution was use. Out the total population, only 66% with a total sample size of 30 were considered as respondents.

Research Instrument
The questionnaire is composed of two parts and is a mixture of open-ended question in the English language. The first part is the demographic profile of the respondent as to sex, age, rank, civil status, working status, religion and salary while the second part inquires about their perception as to the management of time of the respective supervisors. It was pre-tested to a group of subordinates outside the three divisions included in the study.

Data Collection Method
Both primary and secondary sources of gathering data were used in this study. Questionnaires were distributed and collected as the primary source of data.
On the other hand, the secondary source comes from books and other related publications of the study.

Statistical Treatment
The sample means were computed in percentile form and were distributed in accordance to its frequency. The Data herewith were tabulated and interpreted. The Weighted Mean was computed in the case of averages. Verbal interpretation were as follows:

Formula:
SCi
xp= x P
n

wherein:
X - no. of respondents
n - total no. of respondents
xp - sample mean in percentile form

Weighted Range (WM) Verbal Interpretation
1.00 - 1.7 Never
1.8 - 2.4 Seldom
2.5 - 3.11 Often
3.12 - 4.0 Always














CHAPTER IV
PRESENTATION AND ANALYSIS OF DATA

This chapter details the presentation and analysis of data collected from the distributed questionnaire. The data were tabulated for clarity in understanding and interpretation.

I. Respondent's Profile
A. Age
Table 1 below shows that ten (10) respondents are within the 20-25 age bracket, nine (9) belongs to 26-30 groupings, four(4) are between 31-35 bracket, five (5) falls on the 36-40 age level, and two (2) are within the bracket of 41-50.
Age bracket 20-25 has the highest frequency, practically because, most of the respondents were contractual or temporary employee and fresh graduates who are just presently employed in the Department.
Age Frequency Percentage p
20 -- 25 10 33%
26 - 30 9 30%
31 - 35 4 13%
36 - 40 5 17%
41 - 50 2 7%
Total 30 100%
Table 1 Distribution of Respondents by Age
B. Sex
Table 2 below shows that out of thirty (30) respondents thirty-seven percent (37%) are males and sixty-three percent (63%) are females.
It implies that most of the respondents in the study are females which the notion that women dominates the men grouping.
Sex Frequency Percentage p
Males 11 37%
Females 19 63%
Total 30 100%
Table 2 Distribution of Respondents by Sex
C. Rank
In terms of rank of respondents as indicated in table 3. Ten percent (10%) are Agriculturist II, ten percent (10%) are Agriculturist I, seven (7%) are Veterenary officer II, seven percent (7%) are Veterenary Officer I, Three percent (3%) are Agricultural Technician II, seven percent (7%) are Agri. Tech I, and Fifty six percent (56%) for contractuals.
In our findings the highest frequency is 10 which means that most of the employee has not yet gain the security of the tenure or still employed by contract.
Rank Frequency Percentage p
Agriculturist II 3 10%
Agriculturist I 3 10%
Vet. II 2 7%
Vet. I 2 7%
Agri. Tech II 1 3%
Agri. Tech. I 2 7%
Contractuals 17 56%
Total 30 100%
Table 3 Distribution of Respondents by Rank
D. Civil Status
As shown in the table 4, fifty three percent (53%) of the total sample data (respondents) are single. Out of 30 sample means there are twelve (12) respondents. Twenty percent (20%) falls in the bracket of widows.
Civil Status Frequency Percentage p
Single 16 53%
Married 12 40%
Widow 2 20%
Total 30 100%
Table 4 Distribution of Respondents by Civil Status

E. Working Status
Table 5 describes that fifty seven percent (57%) of the total respondents are contractual, and Forty three percent (43%) are permanent. The result is guided by the rank of those concerned.


Working Status Frequency Percentage p
Contractual 17 57%
Permanent 13 43%
Total 30 100%
Table 5 Distribution of Respondents by Working Status
F. Religion
Twenty-Two or Seven Three percent (73%) of the respondents are Roman Catholic, Twenty percent (20%) are Evangelical Christians, and seven percent of the respondents belongs to UCCP or Protestant.
Religion Frequency Percentage
Roman Catholic 22 73%
Evangelicals 6 20%
UCCP (Protestant) 2 7%
Total 30 100%
Table 6 Distribution of Respondents by Religion
G. Monthly Salary
Table 7 reveals that fifty-seven percent (57%) of the respondents are receiving monthly basic salary below P6000, substantially because the 17 respondents are contractual who receives only a maximum of P5,000 monthly. Thirteen (13) are receiving P6001-8000 per month, Ten percent receives P8,000-10,000, three (3) are receiving P10001-12000 per month, and another three respondents (3) are receiving above P12001 per month respectively.

Salary Frequency Percentage p
below P6000 17 57%
P6001 - 8000 4 13%
P8001 -- 10000 3 10%
P10001-12000 3 10%
above P12000 3 10%
Total 30 100%
Table 7 Distribution of Respondents by Salary



II. RESPONDENTS PERCEPTION:
Legend:
WM Weighted Mean VI Verbal Interpretation
A - Always O - Often
S - Seldom N - Never

Delegation
Revealed in table 8 is the perceived degree of delegation of respondents towards responsibility, authority, and accountability of the supervisors with respect to time management.
Data shows that supervisors always delegate responsibility to the staffs and often exercise an authority by assigning task to the subordinate and from time to time verifies if the undertaking was acted and accomplished effectively.
Delegation WM VI
Responsibility 3.11 A
Authority 2.4 O
Accountability 3.11 A
Table 8 Respondents' Perceived Degree of Delegation Towards Time Management by Supervisors
Planning
Data in table 9 from question 1, 2, and 3 of the questionnaire (see appendices) reveals that in terms of Q1 if the supervisor takes advantage of the knowledge of the written plan of subordinates to initiate the process is often practiced by the supervisors, Q2 if the supervisor motivates for an enthusiastic response to the plan of the subordinates who will carry out great responsibility in execution was perceived as also often done and Q3 if the supervisor anticipates change in workloads and assignments to prepare by planning ahead was also often applied.
Planning WM VI
Q1 knowledge to initiate process 3.11 O
Q2 motivates for enthusiastic response 3.11 O
Q3 anticipates change in workloads and assignments 3.11 O
Table 9 Respondents' Perceived Degree of Planning Towards Time Management by Supervisors

Organizing
Data in table 10 describes that perception towards the supervisor's organizing style - focus on team performance instead of individuals and its concern on intergroup development has been always exercised - as top priority in organizing the workplace. Also often exercised by the respective supervisors- are the concern for subordinate's and work done. An aim and designs in an organizational goal setting that includes department heads and the implementation of organizational models, evaluation of achievements and mistakes and of new challenges also falls in this category.
Organizing WM VI
Q1 his concern for subordinates and work done 3.11 O
Q2 his focus on team performance instead of individuals 4.0 A
Q3 his concern in intergroup development through the organization instead of subordinates 4.0 A
Q4 his aims and design in an organizational goal setting which includes department heads 3.11 O
Q5 his implementation of organizational model, evaluation of achievements and mistakes, and discussion of new challenges 3.11 O
Table 10 Respondents' Perceived Degree of Organizing Towards Time Management by Supervisors
Controlling

Table 11 shows that the perception towards supervisor's effective control to eliminate wasteful and unnecessary detail of plan execution and its flexibility are rated as always. Rated as Often are the supervisor's application of an accurate and suitable standard of performance for effective control. The control effort on deviations that the supervisor is responsible is being accomplished, and his actions to eliminate wasting time through planning, organizing, staffing and leading.
Organizing WM VI
Q1 application of an accurate and suitable standard of performance for effective control 3.11 O
Q2 exercise effective control to eliminate wasteful an unnecessary detail of plan execution 4.0 A
Q3 control effort on deviations which he is responsible are being accomplished 4.0 A
Q4 flexibility on implementing control 3.11 O
Q5 his action to eliminate wasting time through planning, organizing, staffing and leading 3.11 O
Table 11 Respondents' Perceived Degree of Controlling Towards Time Management
by Supervisors

CHAPTER V
SUMMARY, CONCLUSION AND RECOMMENDATION

Summary
This study was undertaken to find out how supervisor manage time in delegation of authority, responsibility and accountability, and through planning, organizing and controlling as perceived by the subordinates. Particularly, it endeavors to know the majority profile of most DA subordinates and identify the respondent's degree of perceiving the management time of the supervisors.
The researcher draws three (3) divisions. Questionnaires were distributed to Thirty (30) respondents (66% of the total population). The data gathered were tabulated in table form with the use of simple frequency and sample mean in percentile form, and analyze data by employing the descriptive method.
The study revealed the following as to: Respondents Profile; Respondents Perceived Degree of Time Management by the supervisors in the area of delegation, planning, organizing, and controlling; and Factors Influencing Performance and well being of Supervisors.

Conclusion
Delegation can be effective only if in tandem with effective control. Authority should be delegated in commensurate with responsibility, complete accountability of the superior for the actions of his subordinate to optimize the use of one's time for other work to be done.
Planning is important in any decision and must be dynamic with respect to time - because greater the departure of planned changes from the present ways, the greater the potential resistance by the people involved.
Organizing is important in relation to attain efficient and effective management of time, for it is an essential element in the creation of conducive work atmosphere in adjacent to the achievement of the organizational objectives.
Controlling best works by establishing performance standards for subordinates. To measure the work output efficiency and its performance.



RECOMMENDATION
Supervisors who require performance appraisal and interviews that include regular discussion of failures along with success find that it is possible to deal constructively with the problem. Allotting time for table discussion in a routine and casual way does a great deal to ease the tension which otherwise surrounds the subject. Supervisors are encouraged to let its people know that without mistakes little progress can be expected. It is preferred to see calm lessons learned from mistakes rather than panic-action to prevent future mistakes. A healthy philosophy of mistakes could improve the likelihood of successful implementation of the plan.
Never take back delegated tasks when something goes wrong, instead one should assist in determining what's going wrong, why, and what can be done about it. The act of taking the job destroys the relationship of confidence that must exist to have a success in delegation.
As with planning it should be flexible which help rather than rigid straitjacket that stultify. If plans turn out to be too ambitious, change it immediately. Scale down the standards, reduce the goals, cut back the objectives, and simplify the purpose. A plan should be a servant not a monarch.
Organizing must have these three indispensable tools, the grouping, arranging and relating of the work to be performed which finds necessary for a group of people to accomplish the goal effectively.
In controlling it does not always make any difference whether something was accomplished or not, but to make sure that the right was done in the implementation of plans.


BIBLIOGRAPHY



Alexander, John W., Managing Our Work, Ontario, Canada: InterVarsity Press, 1978.pp 29-32,35,37.

Douglas, Merrill E., Manage Your Time, Manage Your Work, Manage Yourself, New York: AMACOM; Manila : National Book Store, 1980.

Engstrom, Ted W. and R. Alec Mackenzie, Managing Your Time, Grand Rapids, Michigan : Zondervan Publishing House, 1967.

Hendrex, Olan, Management for the Christain Leader, Valenzuela, Manila: Christian Literature Crusade, 1982. pp 20, 68-69, 70-71.

Hendrex, Olan, Management for the Christain Worker, Valenzuela, Manila: Christian Literature Crusade, 1972. pp 27-29, 52-57, 90-94, 100-107.

LeTourneau, Richard, Management Plus:Getting Things Done Through People, Grand Rapids, Michigan: Zondervan Publishing House, 1973. 53-55.


















Appendices

















Respondents' No._______

Republic of the Philippines
NORTHERN MINDANAO STATE INSTITUTE OF SCIENCE AND TECHNOLOGY
Ampayon, Butuan City


SCHOOL OF GRADUATE STUDIES



February 1999

Dear Respondents:
The undersigned is a second year student of NORMISIST School of Graduate Studies, who is conducting a study entitled, "Time Management of Supervisors As Perceived by the Subordinates", as a requirement in the MPA.
In connection with this, I shall appreciate your giving me sincere cooperation by providing answers to the attached questionnaire that will be treated confidentially.
Thank you very much.

Respectfully yours,

Lexter Lamanilao Maymay
Researcher







TITLE: "The Research is about Time Management of Supervisors As Perceived
by the Subordinates."

This study aims to determine the perceived time management of respondents and attempted to give solutions to the problem. In this regard, kindly answer question honestly, your answer will be treated with confidentiality.


QUESTIONNAIRE FOR SUBORDINATE RESPONDENTS
Instruction: Please indicate your answer by placing an (x) mark on the space provided for or state and specify as requested.

PART I
A. RESPONDENTS PROFILE:
Name(Optional):___________________________________________________
Age:____________Sex:____________Rank:____________
Civil Status:______________________________________
Working Status:___________________________________
Religion:________________________________________
Monthly Salary:___________________________________
( ) below P6000 ( ) P8001 - 10000 ( ) above P12000
( ) P6001 - 8000 ( ) P10001 - 12000

PART II
Using likert scale, response for the degree of frequency are quantified as follows:

Numerical Descriptive
4 Always
3 Often
2 Seldom
1 Never

B. RESPONDENTS PERCEPTION:

1. Delegation
1a. Responsibility
Is he able to see easily conflicts or overlapping of works and immediately identify those things to subordinates who would be held responsible for their actions?
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Does he consider the responsibility of subordinates and their performance absolute, and in which he cannot also escape responsibility for the organization activities of subordinates?

1 2 3 4
   
1b. Authority
Does he assign to subordinates task:
which is not one that can be done because of inadequate authority given to accomplish results expected? 1 2 3 4
   

which is not clearly defined?
1 2 3 4
   

which the subordinate does not have the authority to undertake it effectively?
1 2 3 4
   

which he will have to spend a disproportionate amount of time supervising and guiding his subordinates efforts?
1 2 3 4
   

which he understand the nature of the duties or the results expected?
1 2 3 4
   

1c. Accountability
Does he consider the basic problem that no one likes to admit he was wrong, or likes to take the blame or consequences for his own actions, let alone take the blame for the actions of someone else?
1 2 3 4
   

Does he as a supervisor consider himself responsible for the actions of every subordinates reporting to him by holding that person accountable to him and he to his superiors?
1 2 3 4
   

2. Planning

Does he take advantage of the knowledge of the written plan of his subordinates to initiate its process - where do we want to be at each of those times?
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Does he motivate for an enthusiastic response to the plan of the men who will carry out great responsibility in execution - what steps, in what sequence, and what priority of effort will be required to reach these objectives?
1 2 3 4
   

Does he anticipate change in workloads and assignments to prepare by planning ahead - If the present rate and direction progress continues, where will we be in six months, a yr., two yrs.and five - with respect to each major facet of our program?
1 2 3 4
   

3. Organizing
Does he recognized and aim to develop a high concern for both: the subordinates and the concern for work done are not virtually exclusive but complementary?
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Does he focus on team performance instead of individual to let group members set standards, develop ways to achieve objectives, and identify barriers to achievement of the full potential of the task?
1 2 3 4
   

Does he concern himself in intergroup development by focusing more on the organization, rather than on subordinates which aim to reduce conflicts among groups that work together?
1 2 3 4
   

Does he involve organizational goal setting in his organization which includes department heads identify the aims of the organization and design an ideal strategic organizational model?
1 2 3 4
   

Does he supervise the implementation of the organizational model and evaluate achievements as well as mistakes made and also discuss new challenges with department heads?
1 2 3 4
   

4. Controlling
Does he objectively apply good standard of performance which accurate and suitable standards for effective control?
1 2 3 4
   

Does he exercise effective control by paying special attention to other factors critical to evaluating performance against plans by eliminating wasteful and unnecessary follow up on every detail of plan execution, with only the knowledge of execution of plan is enough to concentrate more on salient factors of performance that will indicate, without watching everything any important deviation from plans?
1 2 3 4
   

Does he concentrate control efforts on significant exceptions by concerning himself with significant deviations, especially good or bad situations by watching the size of deviations which he is responsible are being accomplished?
1 2 3 4
   

Does he allow flexibility in the design of implementing control to remain effective inspite failure or unforeseen change of plan?
1 2 3 4
   

Does he act in order to justify his control from indicated experienced deviation from plans by eliminating wasteful use of his and staff time through appropriate planning, organizing, staffing, and leading?
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Bibliography:

BIBLIOGRAPHY



Alexander, John W., Managing Our Work, Ontario, Canada: InterVarsity Press, 1978.pp 29-32,35,37.

Douglas, Merrill E., Manage Your Time, Manage Your Work, Manage Yourself, New York: AMACOM; Manila : National Book Store, 1980.

Engstrom, Ted W. and R. Alec Mackenzie, Managing Your Time, Grand Rapids, Michigan : Zondervan Publishing House, 1967.

Hendrex, Olan, Management for the Christain Leader, Valenzuela, Manila: Christian Literature Crusade, 1982. pp 20, 68-69, 70-71.

Hendrex, Olan, Management for the Christain Worker, Valenzuela, Manila: Christian Literature Crusade, 1972. pp 27-29, 52-57, 90-94, 100-107.

LeTourneau, Richard, Management Plus:Getting Things Done Through People, Grand Rapids, Michigan: Zondervan Publishing House, 1973. 53-55.





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