Imus Institute Colleges Nueno Ave.

, Imus, Cavite City

Organizational Development

Submitted by:
Kerwin Ace Ignacio Roxanne Repiso Micar Allen Monzon Jaqueline Narra Aaron Joy Putian

Survey Questionnaire

Dear Sir/ Madam, We Kerwin Ace Ignacio, Roxanne Repiso, Micar Allen Monzon, Jaqueline Narra and Aaron Joy Putian, 3rd BSA students of Imus Institute, College of Accountancy, and presently undertaking a Organizational Development analysis entitled HEALTHY AND UNHEALTHY CHARACTERISTICS OF AN ORGANIZATION, as part of the requirement in the completion of our course. In line with this, we would like to request from your good office to kindly accomplish the attached questionnaires. Rest assured that all your answers will be treated with utmost confidentiality. Likewise the researchers will be very grateful to your kind efforts and valuable time in promptly accomplishing and returning the attached questionnaire. Thank you for being an instrument for our goal in finishing our questionnaire. We will be forever grateful to you and your humble office. You will forever be included in our prayers.

Sincerely yours,

Kerwin Ace Ignacio

Roxanne Repiso

Micar Allen Monzon

Jaqueline Narra

Aaron Joy Putian

Part I: Respondent Profile Instruction: Please place a check mark ( /) on the box according to the specific manner called for. 1. Age ____ 29 and below ____30-39 ____40-49 Gender ____ Male Highest Educational Attainment _____ Bachelors Degree _____Masters Degree Length of service in the present company: _________ Length of service in other company: __________ Total number of Work Experience: __________ ____50-59 ____60 and older ____Female ____Doctoral Degree ____Post Graduate

2. 3.

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Part II: Healthy and Unhealthy Characteristics of an Organization Direction: Below are some measures that indicate the Healthy and Unhealthy Characteristics of an Organization. Please indicate the extent of its usage using the following scale: 5 To a Very High Extent (TVHE) 4 To a High Extent (THE) 3 To a Moderate Extent (TME) 2 To a Fair Extent (TFE) 1 To a very Minimal Extent (TVME) Healthy and Unhealthy Characteristics of an Organization Weight 3

I. Structure (Organization) 1. Organizational structure is designed to assist every people within the organization to attain goals and to protect the long-term health of the organization. 2. The organization adapts swiftly to opportunities or other changes in the marketplace due to its future orientation
II. Technology (Processes Methods Techniques) 1. There is a sense of order, and yet a high rate of

innovation 2. Old methods are questioned and often give way to the new. 3. Benefit over cost is sometimes over looked.

III. Goals/ Objectives Targets 1. Goals are widely shared towards to the employees. 2. There is a consistent focus on the goals set up by the management. 3. Some employees has little investment in organizational goals. IV. Leadership 1. Leadership is flexible, shifting in style and person to suit the situation. 2. The thoughts and opinions of the general membership are sought and valued by the leadership 3. Some leaders try to control as many decisions as possible; decisions are made with inadequate information. V. Decision Making (at all levels) 1. Problem-solving is highly pragmatic; members work together informally; leaders are frequently challenged. 2. There is a noticeable sense of team play in planning and in performance responsibilities are shared. 3. Sometimes in a team the leader feels alone; delegated tasks are not completed as intended and decision are decided on his own. 4. Sometimes, the thoughts and opinions of the general membership are not respected by the leadership. VI. Reward System 1. The organization believes that by using positive reinforcement to motivate employees, a manager may build a good relationship with his employee that fosters a sense of trust. 2. In a good manager-subordinate relationship, employees may feel respected and comfortable in their working environment. 3. Providing rewards, both tangible and in the form of praise, can make employees happier. Happier employees often perform better at work. 4. Employees can become over-confident. They may feel that they are the bosses' favorite workers, even if they start to slack off on their projects or test the limits of their working relationship with their supervisors.
VII. Communication

1. Employees are free to voice their concerns and observations; they expect that problems will be addressed by the management and are optimistic about the outcome.

2. Some employees see what is wrong but do not offer constructive actions to assist organization; some employees also discuss issues outside of the workplace. VIII. Relationships among People 1. Relationships are honest. People do care about one another and do not feel alone. 2. People are turned-on and highly involved by choice. They are optimistic. The work place is important and fun. 3. Conflicts are considered important to decision-making and personal growth. They are dealt with effectively and in the open. 4. Collaboration is the model; members readily ask for or offer assistance. 5. There are still employees that treat each other in a formal and accommodating manner that masks issuesespecially with the boss. 6. Non-conformity is frowned upon. Some employees compete when they need to collaborate. Seeking or accepting help is seen as a sign of weakness IX. Trust 1. There is a high degree of trust and a sense of freedom and mutual responsibility. People generally know what is important and what isnt. 2. Too much trust sometimes causes conflicts and misunderstanding between management and employees especially when they had too much confidence toward each other and when expectations are not attained. X. Risk Taking 1. Risk is accepted as a condition of growth and change for the organization. XI. People Motivation 1. Poor performance is confronted and a joint resolution is sought. 2. People within the organization learn in their mistakes. 3. On-the-job learning; feedback and advice are freely sought and given; each employee has potential and something to contribute. 4. Sometimes poor performance is glossed over or handle arbitrarily.

XII. Policies, Rules, Regulations 1. Organizational rules, procedures, and policies are created to protect the long-term health of the organization, not to give each bureaucrat his due. They are readily changed 2. Some employees sometimes disregard the policies, rules and regulations of the organization.

Part II: Healthy and Unhealthy Characteristics of an Organization Direction: Below are some measures that indicate the Healthy and Unhealthy Characteristics of an Organization. Please indicate the extent of its usage using the following scale: 5 To a Very High Extent (TVHE) 4 To a High Extent (THE) 3 To a Moderate Extent (TME) 2 To a Fair Extent (TFE) 1 To a very Minimal Extent (TVME) Analysis: This part states some healthy and unhealthy characteristics that an organization experiences that will be assessed by the respondent whether this affects your organization by very high extent or whether it only have a very minimal extent of effect over their organization. The respondent will rate those characteristics in the extent of its effect on their organization. Healthy and Unhealthy Characteristics of an Organization I. Structure (Organization)

Organizational structure refers to the way that an organization arranges people and jobs so that its work can be performed and its goals can be met. When a work group is very small and face-to-face communication is frequent, formal structure may be unnecessary, but in a larger organization decisions have to be made about the delegation of various tasks. Thus, procedures are established that assign responsibilities for various functions. It is these decisions that determine the organizational structure. In an organization of any size or complexity, employees' responsibilities typically are defined by what they do, who they report to, and for managers, who reports to them. Over time these definitions are assigned to positions in the organization rather than to specific individuals. The best organizational structure for any organization depends on many factors including the work it does; its size in terms of employees, revenue, and the geographic dispersion of its facilities; and the range of its businesses (the degree to which it is diversified across markets). In this part we will be able to analyze how well an organization is doing. It is about how the entity arranges its employees and their respective jobs that to be performed to be able to meet the goals of the corporation.

1. Organizational structure is designed to assist every people within the organization to attain goals and to protect the long-term health of the organization. Rating: 5 The respondent rated this 5 because we believe that this is an important characteristic of an organization when it comes to organizational structure because as what organizational structure means that an organizational structure to be effective must be able to arrange their people and their respective jobs to be able to become successful. We believe that assisting every people within the organization will play an important role to the Organizational Structure of the organization because by the way of segregation of duties to their respective classes and professions will let them work easily because there are with their comfort zone. With that being implemented correctly, will assure to protect the long term health of the organization because the said jobs will be able to performed correctly and focus the goals of the organizational structure. This will play an important part to the success of the organization. 2. The organization adapts swiftly to opportunities or other changes in the marketplace due to its future orientation Rating: 3 This means that the organization just adopts opportunities or other changes in the marketplace easily. The respondent rated this 3 because it is true that adapting opportunities and other changes in the marketplace may boost the organizations sales and popularity in a way but before we adapts certain opportunities or changes to our organization, we must first need to evaluate it and study it well whether these opportunities will have a big impact in our organization and whether this impact is bad or good for the organization. This is the reason why the respondent rate it 3 because were not sure whether the opportunities or changes will be good to apply to our organization. According to our respondent, adapting into a certain opportunities and changes really helps their organization in staying in competition because they are able to know certain things that they will need to improve and they will be able to know the latest trends in their line of business for them to be able to adopt it to stay in competition with other organizations. But he also said that not all time adopting to changes have positive effect because as a part of the organization they must be able to study first those changes and opportunities whether it will have a positive or negative effect in the company.

II. Technology (Processes Methods Techniques) Technology is the purposeful application of information in the design, production, and utilization of goods and services, and in the organization of human activities. Technology helps businesses maintain data flow, manage contacts, track processes and maintain employee records. Technology makes it possible for businesses to operate efficiently and effectively with minimal manpower and helps to reduce the cost of doing business. Technology helps business operations by keeping them connected to suppliers, customers and their sales force. Because of its ability to streamline operating costs, technology delivers instant access to supplies and information, so businesses are better able to offer affordable pricing of goods and services without sacrificing quality. Importance of Technology in Business Technology plays a vital role in business. Over the years businesses have become dependent on technology so much so that if we were to take away that technology virtually all business operations around the globe would come to a grinding halt. Almost all businesses and industries around the world are using computers ranging from the most basic to the most complex of operations. Technology played a key role in the growth of commerce and trade around the world. It is true that we have been doing business since time immemorial, long before there were computers; starting from the simple concept of barter trade when the concept of a currency was not yet introduced but trade and commerce was still slow up until the point when the computer revolution changed everything. Almost all businesses are dependent on technology on all levels from research and development, production and all the way to delivery. Small to large scale enterprises depend on computers to help them with their business needs ranging from Point of Sales systems, information management systems capable of handling all kinds of information such as employee profile, client profile, accounting and tracking, automation systems for use in large scale production of commodities, package sorting, assembly lines, all the way to marketing and communications. It doesn't end there, all these commodities also need to be transported by sea, land, and air. Just to transport your commodities by land already requires the use of multiple systems to allow for fast, efficient and safe transportation of commodities. Without this technology the idea of globalization wouldn't have become a reality. Now all enterprises have the potential to go international through the use of the internet. If your business has a website, that marketing tool will allow your business to reach clients across thousands of miles with just a click of a button. This would not be possible without the internet. Technology allowed businesses to grow and expand in ways never thought possible.

The role that technology plays for the business sector cannot be taken for granted. If we were to take away that technology trade and commerce around the world will come to a standstill and the global economy would collapse. It is nearly impossible for one to conduct business without the aid of technology in one form or another. Almost every aspect of business is heavily influenced by technology. Technology has become very important that it has become a huge industry itself from computer hardware manufacturing, to software design and development, and robotics. Technology has become a billion dollar industry for a number of individuals. The next time you browse a website to purchase or swipe a credit card to pay for something you just bought, try to imagine how that particular purchase would have happened if it were to take place without the aid of modern technology. That could prove to be a bit difficult to imagine. Without all the technology that we are enjoying now it would be like living in the 60's again. No computers, no cellular phones, no internet. That is how important technology is in business. According to our respondent an organization without technology is very hard because in this modern day according to him, our economy now is dependent upon the technology. He said that technology is really a big help for the companies in many instances like it can help you communicate with your investors easily by the way of computers and cellphones, it is also a big help in fasten up their work by using modern technology tools in processing of their product and they are now be able to endorse their company easily by the means of advertisements in the internet. Lastly, he said that an organization will be hard to manage and maintain when it lacks in technology because they cannot easily compete with others.

1. Rating: 4

There is a sense of order, and yet a high rate of innovation

It means that the organization is open for the improvement in the technology and it must be done in a sense of order or in order of priority with high rate of innovation. When you are trying to improve the technology in the organization, you must be able to assess what is your priority or what will come first you will first study all the conditions regarding to it. There must be a sense of order because as what process means, the activities must be done in order to become successful with it. Sense of order is important because it is better to do your plans in improving your technology in process because when the wrong thing comes first you will not be successful and there will be a path that will guide your organization in the right way to success. Improving technology in the right order will be able to make your organization developed. If the process is being done correctly the technology will improve and yet with a high rate of innovation to the organization. Improvement in the technology is important because as time pass by, certain organizations changes for the good and in this kind of business we must be able to adapt to it and our technology must not be outdated to be able for fast producing of products, fast communication with the clients and a comfortable workplace for the employees. The respondent rated this 4 because it is also one of the important things to be considered. Technology being an important part of the organization must be maintained and developed. According to our respondent, There is no such thing as one time big time or there is no things that can be get in a hurry, it means that we must be able to work hard for it and there must be a plan to be followed in chronological order in order to attain certain objective. 2. Rating: 3 This means that the old method being used by the organization is being subject to a review whether this current methods being used by the organization are still useful to them in their improvement in and increasing their sales. This is important to be able to monitor whether method being used by the corporation have still effective to the organization or not. This situation usually leads to the proposal of the new method that may be used by the corporation as a replacement for the old method that they might think to be the solution to stay on track on the competition between the other competitors. I give this a rating of only three because changing of methods being used in a corporation is not an easy job to be done. This move may not be a good move by the organization because it may lead to a conflict in applying these changes because it is not easy for an organization to change a method and easily adapts to it because an organization is a big business and it is not easy to implement such changes. Old methods are questioned and often give way to the new.

According to our respondent, he suggest that the organization it is not that important to change a certain method of the company because it will take a long time for the employees to adopt to it, instead there are possible measures that might be done in order to improve the old method that is being used by the organization and we will suggest different techniques that can be applied to the old method that will also help to attain the goals of the organization. Sometimes it is not important to always change, we must also first study if those changes we will be applied will bring a negative effect or a positive effect to the organization. 3. Rating: 4 Cost-benefit analysis is the exercise of evaluating a planned action by determining what net value it will have for the company. Basically, a cost-benefit analysis finds, quantifies, and adds all the positive factors. These are the benefits. Then it identifies, quantifies, and subtracts all the negatives, the costs. The difference between the two indicates whether the planned action is advisable. The real key to doing a successful cost-benefit analysis is making sure to include all the costs and all the benefits and properly quantify them. It is the fundamental assessment behind virtually every business decision, due to the simple fact that business managers do not want to spend money unless the benefits that derive from the expenditure are expected to exceed the costs. As companies increasingly seek to cut costs and improve productivity, cost-benefit analysis has become a valuable tool for evaluating a wide range of business opportunities, such as major purchases, organizational changes, and expansions. Some examples of the types of business decisions that may be facilitated by cost-benefit analysis include whether or not to add employees, introduce a new technology, purchase equipment, change vendors, implement new procedures, and remodel or relocate facilities. In evaluating such opportunities, managers can justify their decisions by applying cost-benefit analysis. This type of analysis can identify the hard dollar savings (actual, quantitative savings), soft dollar savings (from such things as management time or facility space), and cost avoidance (the elimination of a future cost, like overtime or equipment leasing) associated with the opportunity. Although its name seems simple, there is often a degree of complexity, and subjectivity, to the actual implementation of cost-benefit analysis. This is because not all costs or benefits are obvious upon initial assessment. Take, for example, a situation in which a company is trying to decide if it should make or buy a certain subcomponent of a larger assembly it manufactures. The labor force may be concerned about outsourcing of work to which they feel an entitlement. Resulting morale problems and labor unrest could quickly cost the company far more than it expected to save. The consequences of a loss of control over the subcomponent must be Benefit over cost is sometimes over looked.

weighed. Once the part is outsourced, the company no longer has direct control over the quality, timeliness, or reliability of the product delivered. Unforeseen benefits may be attained. For example, the newly freed factory space may be deployed in a more productive manner, enabling the company to make more of the main assembly or even another product altogether. This list is not meant to be comprehensive, but rather illustrative of the ripple effect that occurs in response to changes made in a real business setting. The cost-benefit analyst needs to be cognizant of the subtle interactions of other events with the action under consideration in order to fully evaluate its impact. In fact, accuracy in quantifying the costs and benefits in this sort of analysis is essential in producing information useful for the decision-making process. The time value of money is a central concept in doing a cost-benefit analysis. The reason is that an amount of money received today has greater value than getting that same amount of money in the future. Compensating for this difference between the present value and the future value of money is essential if a cost-benefit analysis is to accurately quantify the costs and benefits of the action being studied. Capital budgeting is essentially a cost-benefit analysis that extends the evaluation of costs and benefits into a longer timeframe and therefore greater emphasis is placed on considerations of the time value of money. When the inputs and outputs related to a capital expenditure are quantified by year, they can then be discounted to present value to determine the net present value of the opportunity at the time of the decision. A formal cost-benefit analysis is a multi-step process which includes a preliminary survey, a feasibility study, and a final report. At the conclusion of each step, the party responsible for performing the analysis can decide whether continuing on to the next step is warranted. The preliminary survey is an initial evaluation that involves gathering information on both the opportunity and the existing situation. The feasibility study involves completing the information gathering as needed and evaluating the data to gauge the short- and long-term impact of the opportunity. Finally, the formal cost-benefit analysis report should provide decision makers with all the pertinent information they need to take appropriate action on the opportunity. It should include an executive summary and introduction; information about the scope, purpose, and methodology of the study; recommendations, along with factual justification; and factors concerning implementation. Cost-benefit analysis is a decision support method used to help answer questions that often start with "what if" or "should we." It is a mathematical method to measure the benefits of a course of action. It is a powerful tool that can be used to thoroughly analyze the likely net effect to a business of buying new equipment, expanding into a new service area, or outsourcing a task now handled internally. Feeling confident that the benefits derived from an action taken will outweigh the costs of implementing that action makes the decision to proceed much easier.

According to our respondent, it is important for us to first evaluate the cost of the products or materials we will buy, we must know whether this would be helpful for the organization if they buy it or whether this would have negative to the organization. Before we decides in that manner, we must be able to first give importance to the benefits that it may give to the organization, for us to be able sure on what we are spending for. III. Goals/ Objectives Targets

Organization Goals is the overall objectives, purpose and mission of a business that have been established by its management and communicated to its employees. The organizational goals of a company typically focus on its long range intentions for operating and its overall business philosophy that can provide useful guidance for employees seeking to please their managers. One of the important roles of leaders is to set goals for their organization. In fact, some would argue its their most important function. Goals are what keep the organization moving, changing and reaching for more. Ideally, organizational goals should be what direct the efforts of every employee. Alas, that is often not the reality. Here are some ways you can ensure your organizational goals are effective. A. Make Organizational Goals Concrete and Measurable Its not uncommon to see organizational goals that are little more than slogans or vision statements; things like Dominate the market or Beat the competition. But these kinds of goals are hard for employees to align their efforts to because theyre not concrete. Organizational goals, as all other goals, are more effective when they describe the expected outcome in a measurable form. The aim is to create meaningful goals that employees can feel accountable for in some way. If they dont understand what the organization is trying to achieve, and what success looks like, they wont understand how they can contribute to the effort. Good leaders know that setting concrete, measurable goals for the organization is the first step to success. B. Communicate Organizational Goals Next, its important to communicate the organizations goals to all employees. This is not an exercise you can do once. You need to do it repeatedly and consistently, to communicate leadership commitment and priority. Use multiple media and approaches. Make goals accessible and visible. Make sure very employee knows what they are.

C. Get Employees to Link their Individual Goals to Organizational Goals If you want the organization to achieve its goals, you need to harness the passion, efforts and energy of every employee. The best way to do this is to challenge every employee to link their individual goals to the organizations goals. Make it a part of your performance appraisal or goal setting process. Every employee should know how their work and role contribute to the organizations success. This linking gives employees a larger context for their work, which is so important to engagement. As a leader, you should have visibility of employee goal alignment across the organization. Aligning your workforce in this way helps you see if the organization is well positioned to achieve its goals, or if priorities and efforts need to be realigned. D. Revisit Organizational Goals Regularly and Communicate Progress Organization that revisit their goals at least quarterly, or even more frequently, dramatically outperform those who follow an annual cascading goal model. Regularly revisiting organizational goals allows you to be more nimble and stay responsive to a dynamic and changing environment. Leaders should closely track progress on organizational goals, make any necessary adjustments to the goals, their priorities or assigned resources, and communicate progress, status and any changes to their workforce. E. Conclusion Strong leaders know how to harness the power of their workforce through effective goal management. They know that setting clear, concrete goals, communicating these, aligning employee goals with organizational goals, then tracking and communicating everyones progress is vital to success. Reasons for differences between official and operative goals a) Participants disagree on the organizations actual goals. Pfeffer and Salancik (1989) interviewed the officers of several organizations and asked the simple question: what is the main goal of your organization. They found very little agreement. Each officer viewed the goal of the organization through the lens of his/her own department/division. From the results of this study, Pfeffer and Salancik came to the conclusion that there is really only one clear and clearly shared goal in any organization and that is survival. b) Even if there is agreement as to what the organization's official goals are, perceptions about how to accomplish official goals may differ. c) Official goals are often financially or politically unrealistic.

d) Operative goals are the result of internal negotiations among groups and coalitions who want to make sure their interests are represented and therefore they often deviate from the official goals. Benefits of organizational goals a) Goals serve as guidelines for action, directing and channelling employee efforts. They provide parameters for strategic planning, allocating resources and identifying development opportunities. b) Goals provide constraints in the organization. Choosing certain goals reduces discretion in pursuing other goals. Eg. The goal of maximising stockholder dividends immediately reduces financial resources available for expense accounts. c) Goals act as a source of legitimacy by justifying an organization's activities and existence. For new organizations the struggle for legitimacy is great. Maintaining legitimacy is easier but still, some organizations do lose legitimacy. For example imagine a hospital whose goal was to increase occupancy by performing as much surgery as possible. Such a goal would surely reduce its legitimacy. d) Goals define standards of performance. To the extent that goals are clearly stated, they set standards for evaluation. e) Goals provide a source of motivation. By presenting a challenge and how to achieve it, organizational goals act as behavioural incentives. For example: the path-goal theory of leadership. Key organizational goal a) Market share b) Innovation. Tom Peters found that excellent companies are obsessed by innovation. c) Productivity. This is probably the most oft cited goal of all, to produce greater outcomes with fewer inputs. This provides organizations with a competitive edge d) Physical and financial resources. Renovating and maintaining equipment is important in the long run for an organization. Increasing cash flow is often important for new ventures. e) Profitability. This is usually expressed as a percentage and should always be stated. f) Management performance and development. Management training is important because management is key to organization success Employees performance and attitude goals. g) Employees are the most important asset in any organization, although many organizations don't act as if they believe this. h) Social responsibility. More and more organizations see this as somewhat important to gain legitimacy on the public's eye. These days one is witness to organizations providing

matching funds for fundraising efforts and giving their employees a certain number of paid hours time off to volunteer in community activities. 1. Goals are widely shared towards to the employees. Rating: 5 This means that every organization has its own goals that they needed to attain in order for their success and that are why every organization has its own mission and vision slogan in their company. The importance of goals of the organization being shared towards the employees are there are becoming aware of what they will need to do and what are their role in the organization, they will now understanding between the employees and the managers in the things that they are doing because they both know now what is the purpose of the organization and what did the organization want to attain in near future. Another advantage of sharing organizational goals to the employees is the duties of the employees will be fully understand by them now. Goals are great. They are like lights on your path, marking with clarity various milestones one your journey. And goal setting, believe me, is an art. The art of properly setting course to your closest destination, making the best of your resources and with the greatest chances of success. a) Accountability Accountability is a measure of your stick-to-it-ness (and please do not complain that this is not a word, I had enough from my spell checker already). So, if you bring other people in your goal picture, you can bet that your overall involvement in that project will be considerably higher. b) Clarity Every time you tell the world about some of your goals, you modify them. You take something from a discussion, something from another one, until, out of this ping-pong game of sharing your plans back and forth, your goal will emerge in a new form. Most of the time, this form will be a much clearer one. In fact, many of our goals are shaped by our interactions, by our conversations or by our encounters. So, the more were out there, sharing our visions and implementing our plans, the more those visions and plans are getting clearer, bigger and more structured. c) Progress Measurement Progress measurement is not really about being accountable, but more about metrics. As you get closer to your goal, youd want to measure how long do you have until you reach it. That information can be precious in many contexts. For instance, you may want to set up a new goal or to evaluate the resources you already used.

d) Motivation Suppose you want to visit Italy this summer. And you start telling people about your goal. At some point, something interesting will happen. The mere fact that you tell to somebody else, will act like an incentive. Its not about accountability, but about being pumped up and ready to act. e) Connection Sharing your goals with like-minded people may help you grow your social circle. Goals aside, the mere fact that you take the time to share something, to give details, to bring updates and keep in touch with other people, all these tiny actions will create a connection. According to our respondent, he believes that this one will really help a lot in an organization. It is important that the employees themselves know what are the goals of the organization for them to be able to do what is right for the organization. He said that employees must also be aware of what is happening in the organization and what is the organization wanted to attain. 2. There is a consistent focus on the goals set up by the management. Rating: 5 This is where the whole organization are focused on the goals that being set up by the management. An organization in which all employees understand and act upon their roles and potential to adhere to the business strategy, in which everyone is traveling in the same direction, is unstoppable. The organization that makes it a priority to develop quality, effective goals will succeed in its performance management, in its business in general, and in developing its employees skills and confidence. Goal setting, given high priority and approached consistently throughout the organization, is the mechanism by which the business delivers results against its strategy. Improved shareholder value, greater profitability, and increased revenue, inspired innovation none of these can be realized without an organized process that deconstructs strategies and cascades relevant and measurable elements of those strategies appropriately through the workforce. Business leaders spend significant time developing organizational strategy, but if goals are not identified and monitored on an ongoing basis, even the best-laid plans will go awry. Goals are the bridge that connects business strategy to successful results. When we set goals, were looking for ways to break strategy down into relevant, measurable, and attainable elementsall of which combine to drive that strategy so the organization can achieve numerous benefits. Such benefits include improved shareholder value, greater profitability, increased revenue, and inspired innovation.

To develop effective goals that are most likely to be achieved, the process should be broken down. First, goals should cascade from top to bottom so that individual goals flow from goals at the organization, division, department, and team levels. Next, goals should be aligned with these higher level goals as well. In addition, goals should be SMARTthat is, specific, measurable, attainable, relevant, and timely. Finally, goal setting is critically important to individuals and their managers. After all, its human nature to feel both satisfaction and self-confidence when we make progress toward and meetour objectives. Strategies for managers can include offering forward-looking input, eliminating defensiveness and promoting collaboration. Goals also promote more useful interaction between managers and their direct reports, as well as among teams, so that they can better align plans, monitor milestones, and make course corrections when needed. According to our respondent, key to an organizations success is focus. The management at the same time with the employees must be able to attest themselves of the goals set by the organization and must be focused on doing the things that would be able to help attaining such goals. If you have no focus on what you are doing, you will not be able to do what you need to do. It is also the same when you are studying, if you dont have focus, the lessons that you study will not mark at your mind just like in achieving a goal, and you must have consistent focus on what you are doing because you cannot possess an attitude that only focus at the start and slightly disappearing afterward. If you focus on one goal, you must do it consistently to assure you a success on what you are planning to achieve. 3. Some employees have little investment in organizational goals. Rating: 2 According to our respondent, in order to have success in the organization, everyone must be part of it. Success of an organization can be easily achieved if there is cooperation between the managers and the employees. As in his opinion, equal investment in organization is the key to attainment of organizational goals because everyone knows their part on the organization and because of that they can easily perform their task correctly. Not equal investment in organizational goals may also results to conflict between some of the employees because of jealousy because others may think that it may be unfair for them to have a big part in organizational goals attainment, while others have only little part with it. With this situation, it may affect the relationship of the employees that will have a big impact in the organization that may cause them downfall. And because of that the management must be able to segregate

the task correctly to the employees with equality with each other for them to be able to perform their task correctly in achieving its goals. IV. Leadership Good leaders are made not born. If you have the desire and willpower, you can become an effective leader. Good leaders develop through a never ending process of self-study, education, training, and experience (Jago, 1982). This guide will help you through that process. To inspire your workers into higher levels of teamwork, there are certain things you must be, know, and, do. These do not come naturally, but are acquired through continual work and study. Good leaders are continually working and studying to improve their leadership skills; they are NOT resting on their laurels. Leadership occurs among people, involves the use of influence, and is used to attain goals. Leadership is the ability to influence people toward the attainment of goals. Major differences between manager and leader qualities relates to the source of power and the level of compliance it engenders within followers. Empowering employees works because total power in the organization seems to increase. Everyone has to say and hence contributes more to organizational goals. The Nature of Leadership The Meaning of Leadership a. Process: what leaders actually do. Using noncoercive influence to shape the groups or organizations goals. Motivating others behavior toward goals. Helping to define organizational culture.

b. Property: who leaders are. The set of characteristics attributed to individuals perceived to be leaders.

c. Leaders People who can influence the behaviors of others without having to rely on force. People who are accepted as leaders by others.

Using Power of a Leader a. Legitimate request Compliance by a subordinate with a managers request because the organization has given the manager the right to make the request. b. Instrumental compliance A subordinate complies with a managers request to get the rewards that the manager controls. c. Coercion Threatening to fire, punish, or reprimand subordinates if they do not do something. d. Rational persuasion Convincing subordinates that compliance is in their own best interest. Leadership Behaviors Michigan Studies (Rensis Likert) Identified two forms of leader behavior o Job-centered behaviormanagers who pay close attention to subordinates work, explain work procedures, and are keenly interested in performance. o Employee-centered behaviormanagers who focus on the development of cohesive work groups and employee satisfaction. Ohio State Studies The studies did not interpret leader behavior as being one-dimensional as did the Michigan State studies. Identified two basic leadership styles that can be exhibited simultaneously: o Initiating-structure behaviorthe leader clearly defines the leader-subordinate role expectations, formalizes communications, and sets the working agenda. o Consideration behaviorthe leader shows concern for subordinates and attempts to establish a friendly and supportive climate.

Initial assumption of the research was that leaders who exhibit high levels of both behaviors would be most effective leaders. Subsequent research indicated that: o Employees of supervisors ranked highly on initiating structure were high performers, although they expressed low levels of satisfaction and had higher absenteeism. o Employees of supervisors ranked highly on consideration had low- performance ratings, but they had high levels of satisfaction and had less absenteeism. o Other situational variables were making consistent leader behavior predictions difficult. o There is no universal or one best way model of leadership. The Core Competencies of Leadership RCI has been developing leaders in its client organizations since 1987. We have designed and developed leadership programs that help define an ambitious role for leaders at every level and then build the competencies to fulfil this role. Some of the competencies that we have defined as core to the role of leaders include: a) Strategic Thinking c) Coaching e) Problem Solving g) Decision Making b) Managing Conflict d) Building and Sustaining Teamwork f) Leading Change h) Quality and Productivity Improvement j) Servant Leadership l) Emotional Intelligence n) Innovation and Creativity

i) Systems Thinking k) Delegation m) Performance Management and Accountability o) Develop Trust q) Inspiring a Shared Vision s) Employee Development

p) Dealing with Ambiguity r) Customer Service

1.

Leadership is flexible, shifting in style and person to suit the situation.

Rating: 4 Market volatility is the only constant in the new business world. In the face of modern requirements, a rigid leadership style limits your effectiveness. Leaders must learn how to adapt a leadership style to suit changing times, market volatility and different environments and as a result, be more successful. Your management style is a reflection of your personal strengths, weaknesses, attitudes and the values that you have built up over the course of your life. Because of this, there are as many kinds of leadership as there are leaders. From the autocratic to the democratic, from the conceptual to the task-oriented, managers come in all shapes and sizes - with varying levels of effectiveness. Although aligned to your personality, your leadership style should never be static. As you work with different people, in different organisations and different business environments, you need to change the way you lead accordingly. Adapt or perish Changing your products and services to suit a dynamic market is vital for a sustainable business. Having managers whose style evolves in line with changing environments is equally important. If they refuse to change, your business may not survive. The new world is full of volatility and all signs are that this volatility is here to stay. Leaders need to be able to adapt to and work within changing economic times, operating with the up and downs of economic certainty without being paralysed to act. Too often leaders stall critical business actions in the face of uncertainty; they fear the unknown or the consequences. This inaction places businesses at risk and undermines innovation and progress. With global economic uncertainty and a growing interdependence on emerging economies, we face a future filled with both opportunity and challenge. Brave leaders will embrace change. They will learn to be comfortable with this state of play and continue to drive progress. Modern leadership Over the years, we have seen a shift from the traditional leadership approach, which almost solely favours hard' business skills - those around finance, analytics and strategy towards a more balanced perspective incorporating right-brained visionary thinking, innovation, and people capabilities such as empathy, consultation and culture development.

Today's leaders need a combination of both styles and have to be fluid in knowing how and when to utilise or emphasise them. Most of all, leaders must be willing to change. The management style that led your company or team to success in previous years may not be the best style for today's challenges. Fortunately, good leadership can be learned. To develop from the leader you are today, into the leader you need to be, start by conducting a SWOT analysis and/or individual psychometric assessment to help you identify the gaps in your leadership style, and develop self-awareness. The most common challenges that senior leaders face include:

Balancing the macro and the micro Even managers who have reached the highest levels can still micro manage, driven by habit, personality or fear. But a leader's most important responsibility is macro management - strategic thinking about the business implications of external market influences such as political, economic and environmental change. It is your role to offer value and perspective to those you lead, to set the appropriate strategic course, and to be aware of the levers that impact performance. Micro managing takes away valuable time from these activities and has no long term benefit.

Making tangible links between organisational strategy and individual objectives A strategy is useless if it is not successfully implemented. Good leaders engage everyone in implementing a corporate strategy. They ensure it is understood and cascaded down to operational levels and embedded in individual performance indicators. Make the effort to expose yourself to varying business and leadership models, frameworks, tools and ideas that will help you translate strategy into action.

Influencing a wide range of stakeholders Senior executives have the highest level of exposure to stakeholders, from their staff, customers and shareholders to media and politicians. They need a strong personal presence and an ability to influence. Your personal style is an important part of how you engage stakeholders in different situations; what you say, how you say it, and the confidence you project. Fortunately, these skills can be learned, and they improve with practice. Jump at every opportunity you have to present or facilitate in public, whether it is at networking events, industry forums or conferences.

Engaging, empowering and leveraging people's potential As a leader, it is your job to keep people engaged, develop future managers and lead your company culture. These people-focused responsibilities demand time and commitment, and can be daunting. It is easy to neglect them, especially if you struggle to see their business value. Yet these skills are what will steer your company through good times and bad. They will position your organisation for success in the short, medium and long term. Surround yourself by experts in this field, prioritise the development of such skills and set aside an appropriate budget to fund these development initiatives on an annual basis.

According to our respondent, as what can we see in todays economy, there are a lot of changed that happens now and that the importance for an organization to have a flexible leader that can do anything and can adapt quickly in changing economy because as what I have learn in Organizational Development, change is everywhere and a leader must be ready to face changes that will happens to apply possible solutions to the organization that will make them more competitive even when changes happens. Research on leadership and management during the past several decades provide strong evidence that flexible, adaptive leadership is essential for most managers. The evidence comes from several different types of research and many different theories. Flexible, adaptive leadership is especially important when there is substantial change in situation and the leadership behaviors that are relevant for it. Differences in the situation occur within the same position, when a person is transitioning to a different leadership position, or when major changes are made in the current position. Flexible, adaptive leadership is also important when unusual events and external changes create an immediate crisis or an emerging threat or opportunity. Abrupt changes in the preferences or priorities of bosses, clients, or other users provide one source of uncertainty, and they may require quick revisions in plans and schedules. Adaptive behavior is also important when there are unusual events such as accidents, equipment breakdowns, supply shortages, a terrorist attack, or the effects of bad weather. Crisis management requires unusual actions and behaviors from leaders, and failure to respond in a decisive, appropriate way is often very visible. External changes that will affect the organization may be gradual rather than abrupt, but major changes may be needed to respond to new threats or opportunities. Even when there is more time for planning an appropriate strategy, flexible adaptive leadership is important to ensure the organization will survive and prosper in the future. Finally, when managers receive feedback about the effects of prior actions and decisions, there is an opportunity to evaluate effectiveness and determine if additional actions are required. A flexible, adaptive response is especially important when there is information that a prior decision or strategy is not working as expected and is likely to fail if adjustments are not made in a timely way.

2. The thoughts and opinions of the general membership are sought and valued by the leadership Rating: 3 A coalition or other collaboration will nearly always function best with collaborative leadership. Most other organizations and enterprises may function without collaborative leadership, but there are benefits that collaborative leadership can confer even in situations where there are other possible choices. Advantages of collaborative leadership include: a) Buy-in. Collaborative leadership encourages ownership of the enterprise, whether it's a coalition, an organization, a business, or a community project. By involving everyone in decision making and problem solving, it makes what people are doing theirs, rather than something imposed on them by someone else. The sense of ownership builds commitment to the common purpose. b) More involvement in implementation. Members of a collaborative group are more likely to be willing to take responsibility for implementing the group's action plan, because they were part of developing it. c) Trust building. Collaborative leadership, by its use of an open process and its encouragement of discussion and dialogue, builds trust among those involved in the enterprise. d) Elimination of turf issues. Similarly, collaborative leadership can help to address turf issues through establishing mutual trust, making sure everyone's concerns are heard, and helping organizations, factions, or individuals find common ground and work together. Turf issues arise when individuals or organizations feel someone else is invading their "turf," their professional or philosophical or personal territory. In a community, this can mean competition among organizations for prestige, credibility with a target population, or - worst of all - funding, and can result in organizations that should be natural allies working against one another. In an organization, it can mean individuals asserting "ownership" of information, the use of equipment, or administrative procedures, and can cause disastrous splits among staff and ineffective and inefficient operation. e) Access to more and better information and ideas. When all involved in an issue are party to addressing it, they bring with them a wealth of information, as well as a variety of perspectives. As a result, the solutions they arrive at are likely to be better than those developed in a vacuum, or by only a small number of people.

f) Better opportunity for substantive results. The combination of ownership of the process and its results, trust, real collaboration, and better planning yields real success in the real world. In looking at successful community development efforts, Chrislip and Larson found that nearly all were characterized by collaborative leadership. g) Generation of new leadership. Collaborative leadership helps to train new leaders from within the group, thus assuring continuity and commitment to the issues the group is addressing. h) Community or organizational empowerment. The inclusion of all stakeholders - anyone with an interest or involvement in an issue or organization - in problem-solving and decision-making not only prepares potential leaders, but leads to people taking more responsibility and caring more about what they do. It leads to better functioning in every sphere. i) Fundamental change for the better in the ways communities and organizations operate. Collaborative leadership breeds more collaborative leadership and more collaboration, leading to a different way of looking at solving problems. This in turn brings more willingness to find common ground and common cause with others, more willingness to tackle new issues, and more effective and wide-reaching solutions. According to our respondent, even though sharing of thoughts and opinions will be helpful to the organization to gain more knowledge in the development part of them, the leader must also need to study first every thought and opinions being shared by the members, whether it would be helpful for them of will not even though it is good to know also their opinions and thoughts it may also bring some disadvantages to the organizations like: Some of the major difficulties with collaborative leadership include: a) It's time-consuming. Collaboration takes time, and decision-making that involves a large number of people and organizations may seem to proceed glacially - very slowly, and with a great deal of friction. b) It demands the ability to face conflict directly and mediate it to a resolution acceptable to everyone. Collaborative leadership is not a job for people who like everything calm and who would prefer that no one ever raise her voice. c) It may mean trying to overcome resistance to the whole idea of collaborative leadership. Many people, particularly in organizations, would prefer a leader to tell them exactly what they need to do, so they know they're doing the right thing. Being asked to share leadership just makes them resentful, and leaves them feeling that the leader isn't doing her job. Selling the concept may be the hardest part of the job.

d) It can lead to groups taking what seems to you to be the wrong path. As a collaborative leader, you have to be able to let go of your own ideas and biases, and maintain a process that will guide the group to its own goals, strategy, and action plans. e) It demands that leaders subordinate their egos. You're not the boss in this situation, and furthermore, you may not get any credit if the group is successful. 3. Some leaders try to control as many decisions as possible; decisions are made with inadequate information. Rating: 2 According to our respondent, he think that as a leader you must need to be responsible person and you must be able to know your duties and responsibilities and will you perform it to the extent that it will help the organization rose. He think leaders that controls many decisions is not an advantage for an organization because when a leader handles to many decisions to make, it will just bring him difficulties in analyzing those decisions and He will have confusions with dealing with it. As what this quotation that We made means, Leader are one important ingredient of an organization, but a Leader cannot attain success by its own, it only said that yeah we know that a leader is the one that is being followed in an organization is a leader but a leader must also have its member because a leader cannot work by its own it need the help of others in order to perform its tasks successfully. Too much control of decisions may lead to lack of information that will be bad for the organization.

V. Decision Making (at all levels) Decision-making is an integral part of modern management. Essentially, rational or sound decision making is taken as primary function of management. It is one of the defining characteristics of leadership. Decisions play important roles as they determine both organizational and managerial activities. A decision can be defined as a course of action purposely chosen from a set of alternatives to achieve organizational or managerial objectives or goals. Decision making process is continuous and indispensable component of managing any organization or business activities. Decisions are made to sustain the activities of all business activities and organizational functioning. Decisions are made at every level of management to ensure organizational or business goals are achieved. Further, the decisions make up one of core functional values that every organization adopts and implements to ensure optimum growth and drivability in terms of services and or products offered. 1. Problem-solving is highly pragmatic; members work together informally; leaders are frequently challenged. Rating: 5 Problem solving and decision-making are important skills for business organization. Problem-solving often involves well-balanced decision-making. Problem solving involves processes and techniques to improve decision-making and the quality of decisions. Problemsolving and decision-making are closely linked and each requires creativity in identifying and developing options. The brainstorming technique is particularly useful for its members. It must always be a challenging situation for leaders for the improvement of their thinking and so that they would be able to arrive for the best decision for the whole organization.

2. There is a noticeable sense of team play in planning and in performance responsibilities are shared. Rating: 5 Cooperation and unity is a must need in every organization. There must be bonding among the members of each team. Harmonious relationship among the teams will greatly help for a highly performance. Sharing responsibilities will surely help a team create a more successful plans and projects. Shared responsibilities involve trust and the quality of peoples interactions is shown and everyone is interdependent and active participants.

3. Sometimes in a team the leader feels alone; delegated tasks are not completed as intended and decision are decided on his own. Rating: 1 When there is a harmonious relationship in a team, they will always be one and no one will ever feel alone. A team with united and responsible members never fails to complete their duties and responsibilities and always have a one unique decision. 4. Sometimes, the thoughts and opinions of the general membership are not respected by the leadership. Rating: 1 Respect is highly given to everyone by the leadership and management. Everyone in the organization has the right to be heard and be respected with their different opinions. Thoughts and opinions of the general memberships help the organization to be more efficient in their decision making. VI. Reward System Employee reward and recognition programs are one method of motivating employees to change work habits and key behaviors to benefit an organization. Employee reward systems refer to programs set up by a company to reward performance and motivate employees on individual and/or group levels. They are normally considered separate from salary but may be monetary in nature, a recognition, reinforcement or otherwise have a cost to the company. In order to reap benefits such as increased productivity and efficient results and plans the individual or leaders designing a reward program must identify company or group goals to be reached and the behaviors or performance that will contribute to this. Properly measuring performance ensures the program pays off in terms of business goals. In order for a rewards program to be successful, the specifics need to be clearly spelled out for every employee. Motivation depends on the individual's ability to understand what is being asked of her. Once this has been done, reinforce the original communication with regular meetings or memos promoting the program.

1. The organization believes that by using positive reinforcement to motivate employees, a manager may build a good relationship with his employee that fosters a sense of trust. Rating: 5 Positive reinforcement is the process whereby desirable behavior is encouraged by presenting a reward at the time of occurrence of such behavior. It can be successfully used to increase the frequency of a wide range of behaviors. It can also be used to produce new behaviors. Positive communication is an important tool of positive reinforcement. Using positive communication helps build self-esteem which, in turn, is the basis of self-confidence and independence. With positive reinforcement there is a high sense of trust between the manager and his or her employees.

2. In a good manager-subordinate relationship, employees may feel respected and comfortable in their working environment. Rating: 5 There should be a good working condition in the organization for the employees to be motivated and be efficient with their responsibilities. Respect is a right of each and everyone in the organization. Being respected builds a good harmonious relationship in the workplace. 3. Providing rewards, both tangible and in the form of praise, can make employees happier. Happier employees often perform better at work. Rating: 5 Providing rewards surely make employees happier. Providing rewards means that their performances are being recognized. Happier employees will be more motivated and inspired to do more effective and efficient works. 4. Employees can become over-confident. They may feel that they are the bosses' favorite workers, even if they start to slack off on their projects or test the limits of their working relationship with their supervisors. Rating: 1 Giving rewards and praise must be equal and fair to all employees who deserve with their great performances. The bosses must also be fair with his or her treatment to the employees and must help their employees to work even harder. The reward system must not make over-confident employees, just happier and more inspired ones.

VII. Communication Communication in organizations encompasses all the means, both formal and informal, by which information is passed up, down, and across the network of managers and employees in a business. Effective Communication is significant for managers in the organizations so as to perform the basic functions of management, i.e., Planning, Organizing, Leading and Controlling. Communication helps managers to perform their jobs and responsibilities. Communication serves as a foundation for planning. All the essential information must be communicated to the managers who in-turn must communicate the plans so as to implement them. Organizing also requires effective communication with others about their job task. Similarly leaders as managers must communicate effectively with their subordinates so as to achieve the team goals. Controlling is not possible without written and oral communication. 1. Employees are free to voice their concerns and observations; they expect that problems will be addressed by the management and are optimistic about the outcome. Rating: 5 Effective communication is a building block of successful organizations. It is great that employees have the right to express their feelings, comments, concerns and observations within the organization. It will be helpful if they know that they will be heard and the problems will be addressed by the management. This build trust among the employees and the management for communication acts as organizational blood. 2. Some employees see what is wrong but do not offer constructive actions to assist organization; some employees also discuss issues outside of the workplace. Rating: 1 Employees easily react and voice out what is wrong to the management so that the problems or issues will be addressed fast. The issues and problems within the organization are discussed inside the workplace and given solutions easily by hearing suggestions from all employees and having brainstorming among the members and the management.

VIII. Relationships among People Relationship among people in the organization is very important in an organization. It is the foundation of the organization. Having a harmonious relationship in the workplace makes a successful organization. 1. Relationships are honest. People do care about one another and do not feel alone. Rating: 5 There is a harmonious relationship in the workplace. There is concern and cooperation among the people. They help each other with their problems and they are always united. As they care to one another, a great bond between them is made and flourished. 2. People are turned-on and highly involved by choice. They are optimistic. The work place is important and fun. Rating: 5 Everyone is active in the organization. All have their respective place of participation. They are positive thinkers with positive attitude that will surely lead to success. The workplace is healthy and enjoying for everyone. People are more inspired to work. 3. Conflicts are considered important to decision-making and personal growth. They are dealt with effectively and in the open. Rating: 5 Conflicts must be helpful to everyone for their personal growth and also for the organizations growth. They are handled and dealt positively and effectively by the members and leaders. Conflicts are open to everyone who is part of the organization and suggestions for decision making come from everyone and is studied well. 4. Collaboration is the model; members readily ask for or offer assistance. Rating: 5 Collaboration at the workplace is essential. Collaboration is a process through which a group of people constructively explore their ideas to search for a solution that extends ones own limited vision. Collaboration leads to the innovative solutions and results that businesses need to succeed. Collaboration is a process that continues and betters over time. The more a group of people collaborate, the more significant the working relationships become. As working

relationships become more comfortable and fluid, teams are better able to share and discuss ideas which mean that the results will be increasingly successful. 5. There are still employees that treat each other in a formal and accommodating manner that masks issues- especially with the boss. Rating: 3 Employees must help each other all throughout but should not hide issues with regards to their boss. They just need a good relationship between one another and have open forums for issues that need to be addressed. 6. Non-conformity is frowned upon. Some employees compete when they need to collaborate. Seeking or accepting help is seen as a sign of weakness. Rating: 1 Collaboration is practiced within the organization. Employees help one another instead of competing to one another. They seek and accept help from others; they dont look at it as a sign of weakness, it is unity and teamwork. IX. Trust 1. There is a high degree of trust and a sense of freedom and mutual responsibility. People generally know what is important and what isnt. Rating: 5 Every company must have this degree of trust for employees and workers, from rank and file to the top management in order to have a better cooperation or collaboration inside of the organization. Every president must have a trust to every employees or workers; this is very essential inside of the company because without this theres no sense in doing the businesses. Organizations characterized by a high degree of trust are often the most successful. Trust is a big deal in workplaces. When it comes to high-performing teams, an organization equates trust to someones willingness to be open, exposed and vulnerable. No matter the definition, one thing everyone agrees on trust must be earned and its much harder to earn than it is to lose. Developing and maintaining trust is critical to success in your career, workplace teams, leadership and business. Trust is the foundation for all things good in workplaces. According to our respondent, trust is important to the organization because you believe that they can do it and it will show to them that their leader believes them and that will be able to boost their confidence in working hard in their work but we must be able what is right and what is wrong in order to guide our employees well.

2. Too much trust sometimes causes conflicts and misunderstanding between management and employees especially when they had too much confidence toward each other and when expectations are not attained. Rating: 4 Trust is very important in every employee, its very honorable when the management truly trust their employees but trusting too much of the management to the employees has disadvantages, At the simplest level, building trust on the job means doing what you say you're going to do. But in an imperfect world, maintaining trust requires other skills as well. It means being willing to take responsibility for your mistakes without evasion or fault-finding. A trustworthy employee is one who lets managers know about problems before they develop into major failures. Building trust may also mean having to ask for help or even saying "no" to an assignment when you don't think you can realistically complete it. Sometimes this may cause for their conflicts. According to our respondent, it is not bad to have your trust to your management and employees but not to the extent that your trust for him will be that high because it will be hard for you to accept his side when he fails your expectations. We must learn how to understand the situation. X. Risk taking Being a risk taker is one of the characteristics of a leader of an organization that must possess if you will just stay on the policies that you have been using for a long period of time, you will be outlast by other organizations because as time pass by, other organizations improves and if you dont have the guts to be a risk taker in your organization, you may encounter a problem that may cause decrease in your sales and popularity. Being a risk taker is not bad but you must do it only to the extent that your organization will benefit from it. 1. Risk is accepted as a condition of growth and change for the organization. Rating: 4 Business risk is the threat that an event or circumstance will adversely affect a company's ability to achieve its business objectives and execute its strategies successfully. This is a powerful stimulus and necessary to get management thinking, covering as it does the broad spectrum of variables that can affect the operation of a company. Business risks include those arising both inside and outside the company, and include both commercial and scientific risks. Perhaps most importantly, "adverse effects" can include the failure of an organization to

optimize its assets, both tangible and intangible this may result in the loss of the company's competitive edge. According to our respondent, we must accept the fact that we must put some risk sometimes because we will not grow if we dont put risk and we will not be able know whether it will be helpful it we dont risk it. He said that it is now a common factor of organizations in todays economy to be risky because of too much competition and the organization must only know how to deal with it. XI. People Motivation As a leader, one of the characteristic that you must possess is the capability to motivate people in your organization. It is important for a leader to be the role model of its employees in order to gain their trust and motivate them to work hard and also by the way of showing to them how serious is you as a leader to attain you goals that is being set. 1. Poor performance is confronted and a joint resolution is sought. Rating: 5 Organization start with the view that there is ,or can be, a genuine conflict between a human being and his or her job of work, between the satisfaction of the needs of the individual worker, and the needs of the employing organization. However, some common ground between them is that, people have needs and, consequently, motives for doing things. These needs and motives, therefore, do affect peoples behavior, and their behavior can be explained. There can be conflict between the goals of the organizations and the goals of people working for those organizations. The way to avoid such conflicts in practice is not by offering bribes and sweeteners to the workers, nor is it by offering them massive welfare programs, but is by changing the very structure and goals of the organization to accommodate peoples personal goals. 2. People within the organization learn in their mistakes Rating: 4 In moderate extent mistakes happen. The best thing you can do as a leader is to help your employee learn from his (or her) mistake. If your employee is afraid of ever making a mistake, he will be paralyzed from taking action or taking even calculated risks. If he knows that mistakes happen in the course of doing business and that one learns from making mistakes, you will have a more productive employee. Most important, be sure your employee knows that if he makes a mistake, he should let you know as soon as possible. As soon as he does, quickly

rectify the situation. Then, discuss with him how the mistake happened. Find out what he did or didn't do. Ask him what he thinks he can do in the future to avoid the mistake from happening again. Chances are he has already figured this out. If not, teach him what he needs to do differently to avoid the mistake from reoccurring. Finally, you may discover that the mistake happened because policies, procedures or your assignment instructions were confusing or unclear. Learn from that discovery and decide what you can do differently as the manager to help your employees avoid future mistakes. 3. On-the-job learning; feedback and advice are freely sought and given; each employee has potential and something to contribute Rating: 5 On-the-job learning; feedback and advice are freely sought and given; each employee has potential and something to contribute measures as very high extent because in every organization or in a company, every employee has the right to be open in the management they have the right to suggest prior to their success. Each employee has the potential to contribute anything in the company. 4. Sometimes poor performance is glossed over or handle arbitrarily is unhealthy in an organization. Rating: 3 Weak managers, who dont like confrontation, would rather gloss over their employees weak areas, just so they dont have to have an uncomfortable discussion. These managers are more concerned with their own discomfort than helping their employees succeed and advance. And if they think the employee will become defensive or unmotivated, the path of least resistance is to keep quiet.

XII. Policies, Rules, Regulations An organization has its own and distinct policies, rules, and regulations that must be followed by the member and the employees in order to attain their goals. That why every organization has its mission and vision in their organization. 1. Organizational rules, procedures, and policies are created to protect the long-term health of the organization, not to give each bureaucrat his due. Rating: 5 They are readily changed. Its highly necessary in a company to have policies; workplace policies define a company's responsibilities and obligations to its employees and customers and vice versa. They also define company expectations and standards. Policies are written for both legal and practical purposes. Some policies explain how the company complies with certain laws and regulations. Some policies delineate procedures and expectations. In most situations, you inherit the policies you must comply with and enforce. Company policies cover a broad spectrum of topics, but their bottom line is simple. Policies tell employees how to behave. Most company policies are in place to ensure safety in the workplace as well as fair treatment for employees. Most company policies evolve from efforts to interpret and apply laws and regulations, and they thus have a component of compliance that has legal undertones. 2. Some employees sometimes disregard the policies, rules and regulations of the organization. Rating: 3 If an employee who refuses to acknowledge a manager is at risk for becoming insubordinate. Almost all companies have strict rules that render insubordination in violation of company policies. However, bringing out the discipline book and laying down the rules may deepen the rift between you and the employee. Attempting to connect with the employee and express you in a way that he responds well to can work far more effectively than coming down on him with totalitarian authority.

Conclusion: Therefore We conclude that it is important for us organization to have knowledge about the healthy and unhealthy characteristics of an Organization because this measures will help us fully understands the concept of an Organization and it will let you understands some important points that are not that popular to the management that will let them understand that these points must be given importance because even though its not that serious it will also have its effect on the organization. The lessons that weve learned in this survey is that everything that happens in an organization is important, we must not take for consideration a small issue and everything must be given importance. In order to have a successful organization, we must have enough knowledge with it and the Leader must be able to perform its task successfully and we must not give all the responsibilities to the leader because as a follower, our job is to follow the leader and also help the leader achieve the goals of the organization. We must be able to know how we should decide on those manners by knowing the proper decision making. The Organization must also give rewards to the employees to be able to gain their trust and stay with a good relationship with them. They must also learn to take risk because of the competition happening in modern days. We will learn also in these tackled lessons the importance of a good communication, relationship, and trust between the leader and its employees. And last is how the leader can motivate its employee to achieve their goals. Recommendation: Therefore we recommend to the organization that they must have enough knowledge in the field of their organization by its commanding task, decision task, relationship with the employees, implementation of the rules, proper leadership skills and treatment to the employees and many more. They need to know those things for them to be able to build a stable and successful organization that will become competitive in the world of business.