J.H.

CERILLES STATE COLLEGE

School of Criminal Justice Education

CHARACTER
FORMATION 2
Leadership, Decision Making, Management and
Administration

KATREEN G. MELECIO
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Preface

My desire in developing this module is to provide the students the learning about
leadership, management, administration and decision making. This work was develop to
provide the would−be users a material for their studies while staying at home amid this
pandemic.

All the different units of this module are presented covering the important topics
of leadership, management, administration and decision making.

This module is divided into four (4) units presented as follows:

 Unit 1 – Understanding Leadership. This includes an outline of leadership, its

concept, theories, strategies, traits and style.

 Unit 2 – Concept of Management. This comprises the following topics: definition

of management; management theories; different managerial functions; types of
managerial skills; difference between manager and a leader; and role of manager
in an organization with sub-topics on important character and qualities of a
manager.

 Unit 3 – Administration. This is composed of the following topics: basic function

of administration; principles of administration by Henry Fayol; definition of an
administrator; and the basic skills of administrator.

 Unit 4 – Decision Making. This unit consists of the following topics:

characteristics of decision making; decision making approaches and techniques;
characteristics of a good decision; the consequences of making the wrong
decision; decision making challenges for Criminal Justice Professional; and
management principles essential to law enforcement.

The author is positive that this instructional material will be able to provide the
students useful knowledge which they can utilized in the future.

Acknowledgment

I would like to extend my heartfelt thanks with a deep sense of gratitude and
respect to all those who have provided me immense help and guidance throughout the
writing of this module.
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I would like to thank Dr. Mercy O. Caba – ong, for providing a vision about the
system. I have greatly benefited from regular critical reviews and inspiration throughout
my work.

I would like to express my sincere thanks to our Program Head, Dr. Mark E.
Patalinghug, for his unfailing guidance and for sparing his valuable time to assist me in
my work as an internal guide. I am grateful for his encouragement, understanding and
insightful support in the development process.

To my family, my husband Johnle and daughter Elliza Belle, who have always
been my greatest inspiration

To God, for His blessings, graciousness and wisdom that keep me faithful and
optimistic in life.

I am also thankful to the entire faculty and staff of the School of Criminology for
their constant encouragement, suggestion and moral support throughout the duration of
my subject, thank you so much.

The Author

Table of Contents

Preface ii
Acknowledgment iii
Table of Contents iv
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UNIT 1 UNDERSTANDING LEADERSHIP

1

Lesson 1 Significance of Self – Leadership 3

1.1 Qualities of Self Leadership
1,2 Strategies of Self Leadership
1.3 Development of Self leadership

Lesson 2 Concepts and Theories of Leadership 10

2.1 Theories of Leadership
2.2 Factors of Leadership
2.3 Attributes of Leadership
2.4 Leadership Styles

UNIT 2 CONCEPT OF MANAGEMENT 19

Lesson 3 Management 21
3.1 Principles of Management by Henri Fayol
3.2 Principles of Scientific Management by Taylor
3.1 What are the Different managerial Functions?
3.2Types of Managerial Skills

Lesson 4 The Manager 29

4.1 Important Character of a Manager
4.2 Qualities of a Manager
4.3 Differences between a Leader and a Manager

UNIT 3 ADMINISTRATION

Lesson 5 What is Administration?

5.1 Basic Function of Administration
5.2 Principles of Administration by Henry Fayol
5.3 Difference between Administrations
and Management

Lesson 6 Administrator
6.1 What Is an Administrator?
6.2 What Makes a Good Administrator?
6.3 Basic Skills of Administrator

UNIT 4 DECISION MAKING

Lesson 7 What is Decision Making?

7.1 Characteristics of Decision making

7.2 Decision Making Approaches and Techniques
7.3 8 Characteristics of a Good Decision
7.4 The Consequences of Making the Wrong Decision
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LESSON 8 Challenges of Decision Making

8.1 Decision Making Challenges for

Criminal Justice Professional
8.2 Management Principle essential to
the Law Enforcement

References 36
Appendices

A Key Answers 37
B Rubrics 39
C Course Syllabus 42
 UNIT 1
UNDERSTANDING LEADERSHIP

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INTRODUCTION

Leadership is the practice of driving people to achieve goals. This plays an

important role in success and efficiency of subordinates. Leadership does not represent a
one-time commitment, as a human it starts and ends at you. Thus, in this unit you will be
able to learn what the essence of leadership in guiding the organization

Before starting to unlock the knowledge and leanings of this unit a pretest was
prepared to assess what you have known about leadership and a mastery test to evaluate
what you have learn in this lesson. You may now proceed to the first activity prepared
for this unit. Good luck

Pre - Test Modified True or False

Instructions: True or False. Read and analyze each statement. Write TRUE if the
statement is true and FALSE if it is not. Write your answer on the space provided.
______________________ 1. Self-leadership is an extensive set of strategies focused
on the behaviors, thoughts, and feelings use to exert
influence over yourself.
______________________ 2. Spending time to reflect on your life means that each
entity must have a vision and be able to set up.
______________________ 3. Transformational leaders need to act as strong role
models and create a vision that gives meaning and
clarifies the organization’s identity.
______________________ 4. Different people expect the same form of
leadership styles.
______________________ 5. Delegative Leaders is also known as Autocratic
Leaders.
______________________ 6. Vision, Visualization, Action and Learning are
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the four types of leadership strategies.

______________________ 7. Visualization is the first step to bringing a dream to
life.
______________________ 8. Coercive Power influence based on individual
desirable possession of wealth or traits.
______________________ 9. Leaders, Follower, Communication and are the
different factors of Leadership
______________________ 10. Transactional leadership focuses on outcomes and
behaviors, not on any internal change in the identities,
emotions, and values of the actors.

Learning Contents

Lesson 1. Self-leadership
1.1 Qualities of Self Leadership
1.2 Strategies of Self Leadership
1.3 Development of Self leadership
Lesson 2 Concept of Leadership
2.1 Theories of Leadership
2.2 Factors of Leadership
2.3 Attributes of Leadership
2.4 Leadership Styles

LESSON 1

SELF - LEADERSHIP

. Learning Outcomes
At the end of this lesson YOU will be able to;
1. Create a strategic planning using the four strategies of self-leadership.
2. Provide SWOT analysis based on the identified goal.
3. Write a reflection paper on how self-leadership plays a vital role in leading a
group or an organization.
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What is Self-Leadership all about?

It is said that anyone can be a leader, a leader takes great amount of commitment
and willingness to develop every day. Leadership does not represent a one-time
commitment, as a human it starts and ends at you. Thus, in this lesson you will be able to
learn what is self-leadership and its importance in the organization.

Self-leadership is the first stage of leadership level. Self-leadership is of great

importance to the staff, whether managers or ordinary subordinates.

 Self-leadership allows leaders or seniors, who undergo very little or no

supervision to prepare and set targets on their own, as well as to control their own
self to execute such plans.
 For lower level employees or subordinates, who cannot always be sure of the
kind of governance or leaders they may face in their careers, self-management
enables them to become effective and efficient workers under any leadership they
may encounter.
 Self-leadership helps make individual to be a decision maker. People who do not
have a strong sense of self leadership tend to feel that they are not in control of
themselves, frequently lose concentration and easily get frustrated.
While leadership focuses on how one influence others, self-leadership is about
observing and managing oneself. Thus, the effectiveness of organization objectives and
accomplishment depends on the self-leadership of both superior and subordinates.

Ten Qualities of Self-leadership

Certain characteristics support emotional intelligence and self-leadership:
1. Curiosity – We start out as a mystery to ourselves. Layers upon layers of
conditioned programming, beliefs, biases, and self-identities create a false image
of ourselves (ego). We are none of these things. Curiosity helps us inquire into
our true nature.
2. Self-honesty − Self-honesty, also called integrity, is much easier to talk (and
write) about than to practice. To peel away the layers that block the Self requires
honesty. It takes integrity to observe our behavior and our underlying motivations
without filters or judgment.
3. Accountability − Being responsible for our thoughts, emotions, behaviors, and
actions is a hallmark quality of mature adulthood. The ego has an unlimited
ability for self-deception. Without accountability, no growth can occur.
4. Self-discipline −We need vigilance and self-discipline to manage our mental and
emotional state.
5. Humility − As our emotional intelligence grows, we become conscious of the
tensions, oppositions, and ambiguity within us. Observing these tensions breeds
humility. We don’t know the answers.
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6. Courage −Most of us are conditioned since childhood to “be good.” Much of

what we express in our thoughts, emotions, and behavior, however, is far from
good. It takes courage to face our shadow and become conscious of our
shortcomings and limitations.
7. Self-compassion − Self-compassion is a necessary ingredient for long-term,
healthy development. Most of us approach change with self-criticism, which
ensures we never change. When we have compassion for ourselves, we can learn
about ourselves with understanding, kindness, and self-acceptance.
8. Assertiveness − In between aggressiveness and passivity is assertiveness.
Unconsciously, we often behave either as bullies (aggressive) or weaklings
(passive). Neither of these behavioral patterns supports self-leadership. When
we’re assertive, we stand up for ourselves without going to either extreme.
9. Willingness − Acknowledging our resistance to growth is difficult. In the face of
our resistance to change, we need the willingness to sit with discomfort, to adapt
to feedback (internal and external), and to let go of wanting control.
10. Inner Faith − With self-leadership, we’re placing authority within ourselves
instead of putting it in another person or institution. This transition requires us to
trust our Inner Guide and have faith it will direction us in a supportive way.

Internet Source https://scottjeffrey.com/self-leadership/#Ten_Qualities_of_Self-Leadership

Four Strategies of Self Leadership

Continuous
Vision Visualization Action
Learning

Create and Visualize a life that Take initiatives and Be a lifelong

is exactly what you start moving what
inspiring life learner, and be
want your goals
vision and it passionate about
will lead you it

Vision and Stretch Goals

Self-leadership is an extensive set of strategies focused on the behaviors,
thoughts, and feelings that you use to exert influence over yourself.
To lead yourself, create an inspiring vision and set goals for your life. Your
vision will lead you. Set stretch goals, and your goals will stretch you.

Creative Visualization
Visualization is the first step to bringing a dream to life. See yourself the way
you want to be. Imagine a life that is exactly as you want it. What would you do each
day? With whom would you do it?
Use your imagination to create a clear image, idea or feeling sense of your goal.
When you see your goal in your mind, you engage the power of your subconscious
mind that will help you build winning habits and bring your dream to life.
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Take Action
Now, take initiative and start moving towards your goals. Challenge
assumptions, champion change, take risk and experiment. And remember, there is no
failure, only feedback.

Continuous Learning
The two key ingredients of achievement are preparation and an opportunity. In
today's rapidly changing World, knowledge becomes obsolete and new opportunities
emerge very fast. So the key to success is not what you know, but how fast you can
learn. Continuous learning is the preparation or opportunity you may encounter to
sustain your goals.

Development of Self-leadership
Leadership is not an in born trait but it is develop to become a leader through
learning and training people with a sincere interest. The following are the ways of
developing self-leadership;

1. Clarity of Purpose
This means that each entity must have a vision and be able to set up. Being your
own leader, your purpose or vision will be the foundation upon which you will build
self-leadership. Without clearly planned expectations or intent for your life, you will be
at risk, attempting to fulfill the wishes or ideas of people for your life and you will end
up lost in the middle of nowhere.

2. Aim to success and take reasonable risks.

Risk taking is necessary part of life. Challenge yourself to take on challenging
assignments. Do not deter yourself or others from past failures rather concentrate on
success. However, risks which are applicable to your intent should be fairly measured.

3. Spend time to reflect on your life

Reflections can also mean letting others make an objective evaluation of you.
Taking some time off to think about life. Compare experience of current and present to
hopes of the future. You can never notice to those small defects until you pause to
examine yourself.

4. Don’t tolerate just anything

You should not risk your dream. You should learn to be intolerant to any
suggestions or ideas that don’t suit your vision. This intolerance is not just toward others
but also towards you. It involves not tolerating negative factors such as laziness, anxiety
and many others in your nature.

“Mastering others is strength. Mastering yourself is true power”

Lao Tzu
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Activity 1. Identify the Leader Within You

Instructions: Create a strategic plan of at least one goal in your life. Write it
down on the format provided.

CONTINUOUS
ACTION LEARNING
VISUALIZATION
VISION

Activity 2. SWOT Analysis

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Activity 2. Determine Your Strengths and Weaknesses

Instructions: Based on Activity 1, identify at least 3 strengths and 3 weaknesses
in achieving your goal and identify the possible opportunity and threat you may
encounter. (See Rubrics for your rating)

Strength Weakness

GOAL

Opportunity Threat

Activity 3. Reflect This

Directions: Write a reflection paper on the space provided on why self-leadership
is important in leading a group or an organization?

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Lesson 2
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Concepts and Theories of Leadership

Learning Outcomes
After reading this lesson you will be able to;

1. Compare and contrast the concept of transformational and transactional theory of

leadership.
2. Identify the Pro’s and Con’s of Liwen’s Leadership Style
3. Classify the “Be”, “Know” and “Do” as an attribute of
Leadership

Concept of Leadership

Leadership is a process by which a person influences others to accomplish an

objective and directs the organization in a way that makes it more cohesive and coherent.
This plays an important role in success and efficiency of subordinates. Leaders do this by
providing many shaping actions of subordinates. While leadership is learned, a leader’s
skills and knowledge can be influenced by his or her attributes or traits, such as beliefs,
values and ethics, and characteristics. Knowledge and skills contribute directly to the
process of leadership, while the other attributes give the leader certain characteristics that
make him or her unique.

Theories of Leadership

Transformational Theory vs. Transactional Theory

The Transformational Leader Model is The transactional leader focuses his or
concerned with the process of how her managerial work on negotiating
certain leaders are able to inspire extrinsic exchanges and on controlling
followers to accomplish great things. the actions of his or her collaborators so
that they follow the leader’s will.
Transformational leaders need to act as A transactional leader is one who
strong role models and create a vision operates within an existing system or
that gives meaning and clarifies the culture, as opposed to change them, by
organization’s identity. attempting to satisfy the current needs
of followers by focusing on exchanges
and contingent reward behavior and
paying close attention to deviations,
mistakes, or irregularities and taking
action to make corrections.
Transforming leadership seeks to alter Transactional leaders, as the term
and elevate the motives and values and implies, conduct leadership as a series of
goals of followers through the vital transactions between leader and
teaching role of leadership. follower: Transactional leadership is
really a bargain to aid the individual
interests of persons or groups going
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their separate ways.

Transformational leadership focuses on Transactional leadership focuses on
building a strong, enduring relationship outcomes and behaviors, not on any
between leaders and follower and is internal change in the identities,
more concerned with end values, such as emotions, and values of the actors. This
liberty, justice, equality, etc.. style of leadership focuses also on
individual exchanges, and such
instrumental considerations as efficiency
and procedural fairness.
Transformational leaders help followers
to see the importance of transcending
their own self-interest for the sake of the
mission and vision of their group and/or
organization.

Factors of Leadership (U.S. Army, 1983)

1. Leader

An individual anointed as a leader must understand himself honestly,

what he knows and what he can do, take note that it is the followers that decide
whether the leader is successful, not the leader or anyone else. To be successful,
a leader should have to persuade the followers that he is worthy to be followed,
not himself or his superior.

2. Follower

Different people expect different leadership styles. A person who lacks

motivation requires a different approach than one with a high degree of
motivation. You must know your people! The fundamental starting point is
having a good understanding of human nature, such as needs, emotions, and
motivation. You must come to know your employees'  be,
know, and do attributes.

3. Communication

You lead through two-way communication . Much of it is nonverbal. For

instance, when you “set the example,” that communicates to your people that
you would not ask them to perform anything that you would not be willing to
do. What and how you communicate either builds or harms the relationship
between you and your followers.

4. Situation
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All situations are different. What you do in one situation will not always
work in another. You must use your judgment to decide the best course of
action and the leadership style needed for each situation. For example, you may
need to confront an employee for inappropriate behavior, but if the
confrontation is too late or too early, too harsh or too weak, then the results
may prove ineffective.

Attributes of Leadership: BE,  KNOW, and DO (U.S. Army, 1983):

The BE, KNOW, DO Attributes for leadership to be effective, all leaders must
learn, understand, and apply sound techniques. Among these techniques, leaders must
have a thorough understanding of how to apply the BE, KNOW, DO attributes to real-
life situations. Regardless of the circumstances of the situation, leaders must concentrate
on what they are (their beliefs and character), what they know (human nature and their
job), and what they do (provide purpose, direction, and motivation).

What a Leader Must BE?

You must be a person of strong character, committed to professional moral

standards. You must set the correct example of individual values and be able to resolve
complex problems. You must understand that you are transmitting your beliefs and
values to your followers by the behavior you display. Through your personal conduct
and behavior, you let followers know what behaviors you will accept from them.

What a Leader Must KNOW?

Leaders must learn before they can lead. You need to know (understand)
standards, yourself, your job, and your unit to be an effective leader. Knowledge is far
more important than memorization – it is understanding. Your subordinates expect you
to be the most knowledgeable person in the unit. You, as a leader, owe it to your
followers to meet these expectations.

What a Leader Must DO?

Action is the key. You can be all that a leader is supposed to be and know
everything there is to know about being a leader, but unless you do those things that a
leader must do, you are doomed to failure. Ultimately, it is what a leader does that is
most important. A leader must provide:

1. Purpose. You must explain the “why” in communicating your intent so that your
followers clearly understand the desired outcome.
2. Direction. You must listen to your superior, then support him or her by providing
assistance in keeping the task on track and providing guidance and supervision to
your team members.
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3. Motivation. Motivation is the cause of action, the required incentive; it is what

gives you and your followers the will to accomplish the mission.

Leadership Styles (Lewin, K )

Authoritarian Leadership Participative Leadership Delegative Leadership

(Autocratic) ( Democratic) ( Laissez Faire)
Authoritarian leaders, also Participative leadership, also Delegative leaders offer little
known as autocratic leaders, known as democratic or no guidance to group
provide clear expectations for leadership, is typically the members and leave the
what needs to be done, when most effective leadership style. decision-making up to group
it should be done, and how it Democratic leaders offer members. While this style can
should be done. This style of guidance to group members, be useful in situations
leadership is strongly focused but they also participate in the involving highly qualified
on both command by the group and allow input from experts, it often leads to
leader and control of the other group poorly defined roles and a
followers. There is also a clear members. Democratic leaders lack of motivation.
division between the leader tend to make followers feel
and the members. like they are an important part
Authoritarian leaders make of the team, which helps foster
decisions independently, with commitment to the goals of
little or no input from the rest the group.
of the group.

Activity 1. Compare and Contrast

Instructions. Using the Venn diagram explain the differences and the similarities
between Transformational Theory and Transactional Theory.

Transformational Theory Transactional Theory

Similarities
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Activity 2: Classify Personality Traits.

Instructions: Inside the box are the different personality traits of a leader,
identify which traits belongs to “Be”, “Know” and “Do” .

Honesty Proficient Train Goal setting Problem solving

Coordinating Human needs Emotions Respond stress

Human nature Perform selfless service Knowledge

Decision making Skills Communication Esprit de corps

Develop morale Candor Competence Integrity Courage Judge

Be Know

Attributes
of
Leadership

Do
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Activity 3. Identify This

Instructions: Discuss the advantage and disadvantage of the different leadership
style of Lewis, K. Write your discussion on the space provided.

A. AUTHORITARIAN LEADERSHIP STYLE

Pro:
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Con:
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B. PARTICIPATIVE LEADERSHIP STYLE

Pro:
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Con:
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C. DELEGATIVE LEADERSHIP STYLE

Pro:
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Con:

Mastery Test

Test 1. Multiple Choice

Instructions: Choose the letter that corresponds to the statement. Write the letter of your
answer on the space provided.

________1. It is the first stage of leadership level, a great importance to the staff, whether
managers or ordinary subordinates.
a. Self-Discipline b. Self-leadership c. Accountability d. Responsibility

________2. True leadership is about working in a team to reach a common goal. With the
positive attitude, essential in good leaders, and the trust in their workmates, people get better
results.
Managing b. Motivation c. Vision d. Creative

______3. Transformational leaders need to act as strong role models and create a vision that
gives meaning and clarifies the organization’s identity. This statement is
a. True b. partially true c. False d. Partially False

_______4. This theory explains that a leader need to act as strong role models and create a
vision that gives meaning and clarifies the organization’s identity.
a. Transformational b. Transactional c. Autocratic d. Delegative

_________5. Is the cause of action, the required incentive; it is what gives you and your
followers the will to accomplish.
a. Vision b. Direction c. Purpose d. Motivation

_______6. It is also known as democratic leadership, typically the most effective leadership
style.
a. Autocratic b. Participative c. Delegative d. Transformational

_________7. All but except are the different factors of Leadership

a. Leader b. Follower c. Motivation d. Situation

_________8. Among the Four strategies of leadership this phase is considered as the first step
to bringing a dream to life.
a. Vision b. Visualization c. Action d. Continuing Learning

_________9. This type of leaders offer little or no guidance to group members and leave the
decision-making up to group members.
a. Delegative b. Participative c. Democratic d. Autocratic

________10. Human nature belongs to what attribute of Leadership?

a. Be c. Know c. Do d. none
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Test 2. Matching Type

Instructions: Match each description in column A with the corresponding term
in column B. write the letter only on the space provided before the statement. Strictly no
erasures.

B
A
_____ 1 To adapt to feedback (internal and
external), and to let go of wanting control. a. PARTICIPATIVE
_____2. .Is also called as self - integrity It takes b. LEADERSHIP
integrity to observe our behavior and our c. SELF - HONESTY
underlying motivations without filters or d. CURIOSITY
judgment. e. DELEGATIVE
____3. Learning about ourselves with f. VISION
understanding, kindness, and self-acceptance.
g. SELF - COMPASSION
______4. We start out as a mystery to
h. WILLINGNESS
ourselves. Layers upon layers of conditioned
programming, beliefs, biases, and self-
i. TRANSFORMATIONAL
identities create a false image of ourselves
j. AUTOCRATIC
(ego). k. TRANSACTIONAL
______5. Is a process by which a person l. ACCOUNTABILITY
influences others to accomplish an
objective and directs the organization in a
way that makes it more cohesive and
coherent.
_____6. Create and inspiring life goal and it
will lead you.
______7. Leaders make decisions
independently, with little or no input from the
rest of the group.
_______8. Often leads to poorly defined roles
and a lack of motivation.
________9. Leadership seeks to alter and
elevate the motives and values and goals of
followers through the vital teaching role of
leadership.
_________10. Also known as democratic
leadership, is typically the most effective
leadership style.
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UNIT 2 CONCEPT OF MANAGEMENT

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Introduction
Management is essential in organizing life and necessary to run all types of
management. Good management is the backbone of successful organizations. Managing
life means getting things done to achieve life’s objectives and managing an organization
means getting things done with and through other people to achieve its objectives. As
management is included in this course, this unit will tackle about the necessary learnings
of management. Prior to the lesson a pretest was prepared to assess what you know about
management.

PRE - TEST
Multiple Choice: Choose the letter that corresponds to the statement. Write the letter
of your answer on the answer key provided.

______1. When employees are specialized, output can increase because they become
increasingly skilled and efficient.

a. Division of Work
b. Subordination of Individual Interests to the General Interest
c. Centralization
d. remuneration

______2. This principle refers to how close employees are to the decision-making
process. It is important to aim for an appropriate balance.

a. Division of Work
b. Subordination of Individual Interests to the General Interest
c. Centralization
d. initiative
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______3. Managers must have the authority to give orders, but they must also keep in
mind that with authority comes responsibility.

a. authority
b. responsibility
c. Discipline
d. authority&responsibility

_______________ 4. Employees should have only one direct supervisor.

a. Unity of Command
b. Unity of Direction
c. Centralization
d. order
_________________5.  Employee satisfaction depends on fair remuneration for
everyone. This includes financial and non-financial compensation.

a. motivation
b. remunaration
c. Equity
d. discipline

Learning Contents:

Lesson 3 Define management?

3.1 Principles of Management by Henri Fayol
3.2 Principles of Scientific Management by Taylor
3.1 What are the Different managerial Functions?
3.2Types of Managerial Skills
Lesson 4. Role of Manager in an Organization
4.1 Important Character of a Manager
4.2 Qualities of a Manager
4.3 Differences between a Leader and a Manager

LESSON 3

MANAGEMENT
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Learning Outcomes
At the end of this lesson, YOU will be able to

1. Synthesize a situation where the process of planning, organizing, leading,

staffing and controlling is apply.
2. Write a short review explaining the idea of scientific management by
Frederick Taylor

What is Management?

Management is a set of principles relating to the roles of planning, coordinating,

directing, and regulating and the implementation of those principles in the efficient and
effective use of physical, financial, human and information capital to achieve
organizational objectives.

MANAGEMENT
Management is a discipline because it includes learning the
procedures and values required to perform official administrative
As Discipline duties, as well as demonstrating the code of conduct that
managers must obey when performing their duties.
Art is a structured body of knowledge that requires imagination
and expertise. Learning the values and philosophies of
As an Art management is not enough. One requires the skills and
imagination required to make use of the information learned to
produce positive results.
The concept of management suggests that it is a group. In general,
administrative functions are not perform by one person alone. For
As a Group most cases, as companies expand, many specific managerial roles
are generated so that the organization can meet it desired
objectives.
Management is also an occupation, a career has limited entry
which is also true in management. Though anyone can assume the
As Profession
managerial role in a corporation, many companies now prefer for
such positions individuals with master’s degree.

Principles of Management by Henri Fayol

Fayol’s known for his “ 14 Principles of Management” which influence on the
management theory up to the present. His principle influence the managers learn on how
to organize and interact with their employees to be productive.
Fayol's principles are listed below:

1. Division of Work
Henri believed that segregating work in the workforce amongst the worker will
enhance the quality of the product. Similarly, he also concluded that the division of work
improves the productivity, efficiency, accuracy and speed of the workers. This principle
is appropriate for both the managerial as well as a technical work level.
2. Authority and Responsibility-
 20

These are the two key aspects of management. Authority facilitates the
management to work efficiently, and responsibility makes them responsible for the work
done under their guidance or leadership.
3. Discipline-
Without discipline, nothing can be accomplished. It is the core value for any
project or any management. Good performance and sensible interrelation make the
management job easy and comprehensive. Employees good behaviour also helps them
smoothly build and progress in their professional careers.
4. Unity of Command-
This means an employee should have only one boss and follow his command. If
an employee has to follow more than one boss, there begins a conflict of interest and can
create confusion.
5. Unity of Direction-
Whoever is engaged in the same activity should have a unified goal. This means
all the person working in a company should have one goal and motive which will make
the work easier and achieve the set goal easily.
6. Subordination of Individual Interest-
This indicates a company should work unitedly towards the interest of a company
rather than personal interest. Be subordinate to the purposes of an organization. This
refers to the whole chain of command in a company.
7. Remuneration-
This plays an important role in motivating the workers of a company.
Remuneration can be monetary or non-monetary. However, it should be according to an
individual’s efforts they have made.
8. Centralization-
In any company, the management or any authority responsible for the decision-
making process should be neutral. However, this depends on the size of an organization.
Henri Fayol stressed on the point that there should be a balance between the hierarchy
and division of power.
9. Scalar Chain-
Fayol on this principle highlights that the hierarchy steps should be from the top
to the lowest. This is necessary so that every employee knows their immediate senior
also they should be able to contact any, if needed.
10. Order-
A company should maintain a well-defined work order to have a favourable work
culture. The positive atmosphere in the workplace will boost more positive productivity.
11. Equity-
All employees should be treated equally and respectfully. It’s the responsibility
of a manager that no employees face discrimination.
12. Stability-
 21

An employee delivers the best if they feel secure in their job. It is the duty of the
management to offer job security to their employees.
13. Initiative-
The management should support and encourage the employees to take initiatives
in an organization. It will help them to increase their interest and make then worth.
14. Esprit de Corps-
It is the responsibility of the management to motivate their employees and be
supportive of each other regularly. Developing trust and mutual understanding will lead
to a positive outcome and work environment.

Principle of Scientific Management By Taylor

One of the earliest of these theorists was Frederick Winslow Taylor. He started
the Scientific Management movement, and he and his associates were the first people to
study the work process scientifically. They studied how work was performed, and they
looked at how this affected worker productivity. Taylor's philosophy focused on the
belief that making people work as hard as they could was not as efficient as optimizing
the way the work was done.

Scientific Management

F . T a y l o r ’ s i

examples from https://www.ravenjobs.com/wp-content/uploads/2018/07/The-4- his places of

employment. Principles-of-Scientific-Management1.jpg

The overriding principles of

scientific management are that:

o Each part of an individual's work is analysed 'scientifically', and the most efficient
method for undertaking the job is devised; the 'one best way' of working. This consists of
examining the implements needed to carry out the work, and measuring the maximum
 22

amount a 'first-class' worker could do in a day; workers are then expected to do this
much work every day.
o The most suitable person to undertake the job is chosen, again 'scientifically'. The
individual is taught to do the job in the exact way devised. Everyone, according to
Taylor, had the ability to be 'first-class' at some job. It was management's role to find out
which job suited each employee and train them until they were first-class.
o Managers must cooperate with workers to ensure the job is done in the scientific way.
o There is a clear 'division' of work and responsibility between management and workers.
Managers concern themselves with the planning and supervision of the work, and
workers carry it out.

What are the different managerial functions?

At the most fundamental level, management is a discipline that consists of a set

of five general functions: planning, organizing, staffing, leading and controlling. These
five functions are part of a body of practices and theories on how to be a successful
manager.

Understanding the functions will help managers focus efforts on activities that
gain results. 

1. Planning: When you think of planning in a management role, think about it as the
process of choosing appropriate goals and actions to pursue and then determining
what strategies to use, what actions to take, and deciding what resources are
needed to achieve the goals.

2. Organizing: This process of establishing worker relationships allows workers to

work together to achieve their organizational goals.
3. Leading: this requires that subordinates be give instruction which involves
articulating a vision, energizing employees, inspiring and motivating people
using vision, influence, persuasion, and effective communication skills.
4. Staffing: Employing different types of people and performing different activities
such as training, growth, evaluation, compensation, and welfare.
5. Controlling: Evaluate how well you are achieving your goals, improving
performance, taking actions. Put processes in place to help you establish
standards, so you can measure, compare, and make decisions.

Types of Managerial Skills

Managerial skills are the knowledge and ability of the individuals in a

managerial position to fulfill some specific management activities or tasks. This
knowledge and ability can be learned and practiced. However, they also can be acquired
through practical implementation of required activities and tasks. Therefore, a person can
develop each skill through learning and practical experience as a manager.

Robert Katz identifies three types of skills that are essential for a successful
management process:
 Technical skills,
 23

 Conceptual skills and

 Human or interpersonal management skills.

Technical Skills
As the name of these skills tells us, they give the manager’s knowledge and
ability to use different techniques to achieve what they want to achieve. A manager must
be able to work with the resources, equipment, strategies.

Technical skills are most important for first-level managers. When it comes to the
top managers, these skills are not something with high significance level. As we go
through a hierarchy from the bottom to higher levels, the technical skills lose their
importance.

Conceptual skills present knowledge or ability of a manager for more abstract

thinking. That means he can easily see the whole through analysis and diagnosis of
different states. In such a way they can predict the future of the business or department as
a whole.

Conceptual skills are vital for top managers, less critical for mid-level managers, and not
required for first-level managers. As we go from the bottom of the managerial hierarchy
to the top, the importance of these skills will rise.

Human or Interpersonal Management Skills present a manager’s knowledge and

ability to work with people. One of the most critical management tasks is to work with
people. Without people, there will not be a need for the existence of management and
managers.

Interpersonal management skills are essential for all hierarchical levels in the

company.

Learning Activities
Instructions: Using the Graphical Chart write a short review about what you had
understand on the different concept of management, Managerial Functions and
managerial Skills.

Activity 1. Short discussion of management as Art, Discipline, Group and

Profession

As an Art

As Discipline

MANAGEMENT
As Group

As Profession
 24

Activity 2. Give At least 3 examples of Technical Skills, 3 Conceptual Skills and

3 Human or interpersonal Skills

Managerial Skills

Technical skills Conceptual skills Human or Interpersonal

Skills

1. 1. 1.

2. 2. 2.

3. 3. 3.

Activity 3. Synthesize a brief situation applying Planning, Organizing, leading,

Staffing and Controlling.
 25

Lesson 4
The Manager

Learning Outcomes
 26

At the end of this lesson, YOU will be able to;

1. Write a reflection paper on the important role of a manager in an organization.

2. Classify the different attributes of a leader and a manager.

CONTENTS

What do you mean by manager?

A manager is a person in the organization who directs the activities of others.
They perform their work at different levels and they are called by different names:

a. The First Line Manager – they are usually called supervisor or in a manufacturing
they may be called the foreman.
b. The Middle Level Manager – These compromises all management levels between
the organization’s supervisory level and top level. Such managers may be called
functional managers, heads of plants and managers of project.
c. Top Manager – They are the one responsible for making the organizational decisions
and setting policies and strategies which affect all aspects of the organization. Such
individuals may name vice−president, managing director, chief executive officer or
board chairman.

QUALITITES OF A MANAGER

1. Educational Competence
A manager has to have adequate and outstanding preparation. Beside other
educational qualifications they are required to have management education and training
not only to widen the intellectual scope but also help to understand and interpret things
properly.

2. Intellectual quality
Intelligence can assist a manager in evaluating the organization’s present and
future organizational possibilities. He must be able to predict the things in advance and
take the necessary decision in the course.

3. Leadership ability
A manager has to able to direct and motivate people working within the business.
The subordinates’ skills, abilities and potentials should be retained and properly use to
achieved organizational goals.
4. Training
A manager must develop organizational competencies. The 3 essential skills as
mentioned above, human, technical and logical skills. These competencies must be
gained by schooling, training, and practice.

5. Technical knowledge and skills

A manager should have technical knowledge of the organization’s job and other
task. .He will be better placed to assess and direct if he has knowledge of those things
himself.

6. Mental maturity
A manager should be polite, good listener and quick to respond to situations.
With dealing with subordinates he will remain calm. All of this attribute come with
maturity of mind.
 27

7. Positive Attitude
A manager should be sensitive and optimistic to different suggestion and make
rational choice

8. Self-confidence

Every manager should have faith in himself. He has to take a lot of decisions
every day, he should thoroughly evaluate things before making decisions. A manager
lacking confidence in himself will always be uncertain about his decisions.

9. Foresight
A manager has to make a decision not just for the present but also for the future.
The level of foresight will help you make the right choices and face the challenges to
come in the right perspective.

Important Roles of a Manager

As leader
 Defining various people’s activities and goals within the organization
 Helps at the work group to create the type of atmosphere and homogeneity
 The group’s actions and performance led by him are influenced

As Coordinator
 Bring together various resources, both physical and human, for the achievement
of organizational objectives.
 Mobilizes different resources, brings intelligent understanding and goodwill
among employers to complete work at the organization.
 With the aid of effective communication, better plan events and programs.

As Delegator of authority
 Assign duties to the subordinates that he trusted, and delegate the authority
necessary.
 Encourage employees to take up appropriate work according to their skills
and knowledge and train for the next line of executives.
 Create proper communication system so that subordinates are able to get regular
guidance and response for the activities taken up by them.

As a Decision maker
 After addressing various aspects of the problem, taking decisions for different
activities, evaluating them, designing possible alternatives and choosing the
correct one.

As a Spokesperson
 Works with the outsider and provides them with the required information that
they need.
 A manager should have an understanding of the principle of public
understanding and the advantages of keeping the public informed while
performing the role of a spokesman.
 28

Difference between Leader and Manager

BASIS FOR
LEADER MANAGER
COMPARISON

Meaning A leader is a person who A manager is a person who manages the

influences his subordinates to organisation and is responsible for
achieve a specified goal. planning, direction, coordination and
control

Approach Sets Direction Plans details

Attribute Foresightedness Mind

Subordinate Followers Employees

Style Transformational Transactional

Decision Facilitates decision Makes decision

Aim Growth and development. Attainment of the required result.

Focus People Process and Procedure

Change Leaders promotes change. Mangers react to change.

Conflict Uses conflict as an asset Avoid conflict

People Aligns people Organizes people

Strives For effectiveness For efficiency

While Leadership is a skill and the person who possess this ability is known
as a LEADER. On the other hand, Management is a discipline, and the practitioner
of this discipline is known as the MANAGER.

A leader is a person who influences his followers to achieve a specified goal. He is a

person with a vision and inspires his followers in such a way that it becomes their
vision. 

A manager is a person who manages the organization such that he is responsible for
planning, organization, direction, coordination and control. They are the ones who get
their work done by the employees through several ways and has the authority to hire or
fire the employees. 
 29

Activity 1. Manager Reflection

Instruction: On the space below, write a reflection on the important role of a
Manager in an organization

Activity 2. Compare and Contrast

Instruction. Using the Venn diagram explain the differences and the similarities
between a leader and a Manager.

Leader Manager
 30

Similarities

Mastery Test

Test I. Matching Type

Instructions. Match each description in column A with the corresponding term in column B.
Write the letter only on the space provided before the statement. Strictly no erasures allowed.

A B

_________________1.Works with the outsider and

provides them with the required information that they
need.
A Self – confidence
_________________2. A manager should be polite,
good listener and quick to respond to situations, B F. Taylor
attribute comes from mind maturity. C Mental maturity
_________________3. Mobilizes different resources, D Positive Attitude
brings intelligent understanding and goodwill among E As a coordinator
employers to complete work at the organization. F H. Fayol
_________________4. A manager has to make a
decision not just for the present but also for the future. G As delegator of
_________________5. A person who manages the Authority
organisation and is responsible for planning, direction, H Foresight
coordination and control. I Manager
_________________6. Assign duties to the subordinates J Top Manager
that he trusted, and delegate the authority necessary.
________________7. The group’s actions and K As a spokesperson
performance led by him are influenced. L As a Leader
_________________8. Every manager should have faith M Middle level Manager
in himself. He has to take a lot of decisions everyday, he
should thouroughly evaluate things before making
decisions.
_________________9. He was known as the Father of
Scientific Management.
________________10. They are the one responsible for
 31

making the organizational decisions and setting policies

and strategies which affect all aspects of the
organization.

Test 2. Identification.
Instructions: Write your answers on the spaces provided.

________________________ 1. The line of authority from top management to the lowest

ranks.
_________________________ 2.The interest of any one employee or group of employees
________________________ 3.All workers must be paid a fair wage for their services.
________________________ 4.Promoting team spirit will build harmony and unity within
the organization.
________________________ 5. All employees in the organization must treated equally
with respect to justice and kindliness.
________________________ 6. Every employee should receive orders from only one
superior or behalf of the superior.
_________________________ 7. A companying power or authority gives the management
the right to give orders to the subordinates.
________________________ 8.The process of filling positions in the organizational
structure with the most qualified people available.
________________________ 9. The grouping and assigning activities and providing the
necessary authority to carry out the activities.
________________________ 10.They are usually called supervisor or in a manufacturing
they may be called the foreman.
________________________ 11. This process of establishing worker relationships allows
workers to work together to achieve their organizational
goals.
________________________ 12. A skill which present a manager’s knowledge and ability
to work with people.
_________________________ 13. He authored the 14 Principles of Management
________________________ 14. is a structured body of knowledge that requires
imagination and expertise.
________________________ 15. Is a set of principles relating to the roles of planning,
coordinating, directing, and regulating and the
implementation of those principles in the efficient and
effective use of physical, financial, human and information
capital to achieve organizational objectives?
32
 33

UNIT 3
UNDERSTANDING ADMINISTRATION

INTRODUCTION

Administration is an actions which is concerned with the coordinating and

managing an organization’s work. There is also administration of government, charities
and many other forms of organization. Administration is essential to ensure that all
departments within the organization works effectively. It is the link between the
managers and the workers. Thus, in this unit we will be able to discuss further about
what is administration all about. Prior to the lesson a pretest was prepared to assess our
understanding about administration.

Multiple Choice: Choose the letter that corresponds to the statement. Write the letter
of your answer on the answer key provided.

______1. Which of the following is not a basic function of administration?

a. Planning
b. Communicating
c. Directing
d. Controlling

_____2. It is the executive’s ability to work efficiently as a group member and to build
cooperative effort within the team he leads.

a. Technical skills
b. Human Skills
c. Expert Skills
d. Conceptual skills.

_____3. Which of the following illustrates scalar chain?

a. Hierarchy
b. Justice
c. Respect
d. Total no. of Subordinates.

____4. It refers to a combination of kindness and justice.

a. Equity
b. Order
c. Chain of Command
d. Remuneration

___5. What best define unity of command?

a. each group of the organization should be direction by one manager using one plan.
b. the labors must be paid a reasonable salary for their work.
c. Every Employee should receive order or direction from only one immediate superior.
d. manager must be able to give order.
 34

Learning Contents:

Lesson 5 What is Administration?

5.1 Basic Function of Administration
5.2 Principles of Administration by Henry Fayol
5.3 Difference between Administrations
and Management

Introduction

Administration is defined by the person representing the organization appointed

or elected to a position and is responsible for the administrative functions and policy
decisions of the organization they are appointed or elected to manage.

Basic Functions of Administration

a. Planning
b. Organizing
c. Directing
d. Controlling

Principles of Administration (Henri Fayol)

1. Planning
 35

2. Organizing
3. Unity of Command
4. Hierarchical transmission of orders
5. Separation of powers, authority, subordination, responsibility and control.
6. Centralization
7. Discipline and order
8. Meetings and reports
9. Accounting

Difference between Administration and Management

Administration Management
Is an act of administering the whole Is a systematic was of managing people
organization by a group of people and things within the organization.

Is a high – activity. Is an activity of business and functional

level.

Policy formulation is performed by the Focuses on policy implementation.

administration.

Functions include legislation and Functions of management are executive

determination and governing.

Administration takes all the important Management makes decisions under set by
decisions of the organization. the administration

Administration role is decisive in nature Management plays an executive role in the

organization.

Administration is concerned with framing Management is all about plans and action.
policies and setting objectives.

Administrator is responsible for the The manager looks after the management
administration of the organization. of the organization.

Administration focuses on making the best Management focuses on the managing

possible utilization of the organization’s people and their work.
resources.
 36

Lesson 6 Administrator
6.1 What Is an Administrator?
6.2 What Makes a Good Administrator?
6.3 Basic Skills of Administrator

What is administrator?

An administrator is a person who makes sure and organization is running at full

capacity. Their particular roles depend on the form of company, organization, or agency
they operate in. An administrator may be someone assigned to oversee an organization
for its affairs.

An Administrator as an Organizer

Administrator formulate short – and long – term strategies that set specific
priorities and objectives. To put it another way, they strive to get the organization where
it needs to go. To ensure that these plans work, the planner must above all understand
how, where, and who of the program as a whole. The functions of the administrators are
essential to the organization they operate. Their roles usually involve a wide variety of
duties including filing and administration.

What makes a Good Administrator?

To be a good administrator, a person must be:

a. Deadline – driven and possess a high level of organization.

b. Capable of balancing multiple tasks simultaneously and delegate when
appropriate.
c. Capable of planning and have the ability to think strategically.
d. An excellent communicator, both in person and in writing.
e. Always looking for opportunities to improve productivity in the organization.

Three basic developable skills of Administrators

 37

It is assumed here that an administration is one who:

a. Directs the activities of other persons and

b. undertakes the responsibility for achieving certain objectives through these efforts.
Within this definition, successful administration appears to rest on three basic
skills, which will call;

1. Technical
2. Human and
3. Conceptual

References

Printed Materials/Books:

Caballero, N., Barican, L. 2021: Character Formation 2. Wiseman Books Traiding

Flores, M., Macalinao, E., Serrano, A., Ducut, R., et al (2014) Fundamentals of Management: Theories,
Practices & Cases.

Lorenzana, Carlos et al (2015) Management: Theory and Practice

Online Links/Resources:

http://leader360.com/coach/self_leadership_4str.html

http://www.nwlink.com/~donclark/leader/leadcon.html

https://global.oup.com/us/companion.websites/9780190639211/

https://keydifferences.com/difference-between-leader-and-manager.html

https://scottjeffrey.com/self-leadership/#Ten_Qualities_of_Self-Leadership

https://www.entrepreneurshipinabox.com/202/managerial-skills/

https://www.linkedin.com/pulse/20140818045928-115425253-two-leadership-
theories-for-today-s-business

https://www.paulding.k12.ga.us/cms/lib/GA01903603/Centricity/Domain/2566/
U2C1L4A0_Text.pdf

https://www.verywellmind.com/leadership-styles-2795312
 38

https://www.ashford.edu/online-degrees/business/5-principles-of-great-management

Appendix “A”

Key Answers

UNIT 1 Pre – test. True or False

1. TRUE
2. FALSE
3. TRUE
4. FALSE
5. FALSE
6. TRUE
7. TRUE
8. FALSE
9. TRUE
10. FALSE

Mastery test

Test – 1 Multiple choice

1. B
2. C
3. A
4. A
5. D
6. B
7. C
8. B
9. A
10. B

Test – 2 Matching Type

1. H – Willingness
2. C – Self – honesty
3. G – Self – compassion
4. D – Curiosity
5. B – Leadership
6. F – Vision
7. E – Delegative
 39

8. J – Autocratic
9. I – Transformational
10. A - Participative

UNIT 2 Pre – test. Multiple Choice

1. A
2. C
3. D
4. A
5. B

Mastery test

Test – 1 Matching Type

1. L – As a leader
2. E – As coordinator
3. G – As a Delegator of Authority
4. K – As a Spokesperson
5. J – Top Manager
6. B – F. Taylor
7. C – Mental Maturity
8. H – Foresight
9. I – Manager
10. A – Self – Confidence

Test – 2 Identification

1. Scalar chain
2. Subordination of individual interest
3. Remuneration
4. Esprit de corps
5. Equity
6. Order
7. Leading
8. Staffing
9. Division of Work
10. First Line Manager
11. Organizing
12. Human Skills
13. Henri Fayol
14. Management as an Art
15. Management
 40

Appendix “B”

Rubrics

Rubrics for Compare and Contrast

Exemplary Accomplished Developing Beginning

CATEGORY 4 3 2 1

Each section of the Each section of the Each section of the Each section of the
diagram contains diagram contains diagram contains two diagram contains very
four facts easily three facts easily facts that are somewhat few facts that are not
identified. identified. identified. easily identified.
Concept
Arrangement

30%

Reflects factual Most of the Reflects some factual Contains non factual
information that information is factual information and information that does
corresponds with and seemingly attempts to put it in not correspond to the
appropriate section corresponds with corresponding section of appropriate section of
of diagram. appropriate section of diagram. diagram.
Content diagram.

30%

Easy to read, legible. Most text is easy to Text is not easy to read. Not legible. Excessive
No mis-spellings. read. Fewer than four Excessive mis-spelling errors.
Text mis-spellings. more than five errors.

20%

Clean, neat and well Fairly neat and clean. Not well organized. A Messy and
organized. Some organization. little cluttered. unorganized. Not well
Presentation of put together.
Product

20%
 41

Rubrics for Reflective Journal

Exemplary Accomplished Developing Beginning

Criteria 4 3 2 1
Reflection demonstrates a Reflection demonstrates Reflection demonstrates Reflection lacks critical
high degree of critical some degree of critical limited critical thinking thinking. Superficial
thinking in applying, thinking in applying, in applying, analyzing, connections are made
analyzing, and evaluating analyzing, and/or and/or evaluating key with key course
key course concepts and evaluating key course course concepts and concepts and course
theories. Insightful and concepts and theories.Minimal materials, activities,
relevant connections made Connections made connections made and/or assignments
Content through contextual through explanations, through explanations,
Reflection explanations, inferences, inferences, and/or inferences, and/or
and examples. examples. examples.
Conveys strong evidence of Conveys evidence of Conveys limited Conveys inadequate
reflection on own work reflection on own work evidence of reflection evidence of reflection
with a personal response to with a personal on own work in on own work in
the self-assessment response to the self- response to the self- response to the self-
questions posed. assessment questions assessment questions assessment questions
Demonstrates significant posed. Demonstrates posed. Demonstrates posed. Personal growth
personal growth and satisfactory personal less than adequate and awareness are not
awareness of deeper growth and awareness personal growth and evident and/or
meaning through inferences through some awareness through few demonstrates a neutral
made, examples, well inferences made, or simplistic inferences experience with
Personal
developed insights, and examples, insights, and made, examples, negligible personal
Growth substantial depth in challenges. Some insights, and/or impact. Lacks enough
perceptions and challenges. thought of the future challenges that are not inferences, examples,
Synthesizes current implications of current well developed. personal insights and
experience into future experience. Minimal thought of the challenges, and/or
implications. future implications of future implications are
current experience. overlooked.
Well written and clearly Above average writing Average and/or casual Poor writing style
organized using standard style and logically writing style that is lacking in standard
English, characterized by organized using sometimes unclear English, clarity,
elements of a strong writing standard English with and/or with some errors language used, and/or
Writing style and basically free minor errors in in grammar, frequent errors in
Quality from grammar, punctuation, grammar, punctuation, punctuation, usage, and grammar, punctuation,
usage, and spelling errors. usage, and spelling. spelling. usage, and spelling.
Needs work.
Journal reflection is Journal reflection is Journal reflection is Journal reflection is
submitted on or before submitted within 1 day submitted 1-2 days (25- submitted 2-3 days (49-
deadline. (24 hours) after the 48 hours) after the 72 hours) after the
Timeliness
deadline. deadline. deadline.

Rubrics for Short Essay Writing

Criteria Exemplary Accomplished Developing Beginning

4 3 2 1
Answers are Answers are Answers are not Answers are
comprehensive, accurate and comprehensive or partial or
Content accurate and complete. Key completely stated. incomplete. Key
complete. Key points are stated Key points are points are not
40% ideas are clearly and supported. addressed, but not clear. Question
 42

stated, explained, well supported. not adequately

and well answered.
supported.
Organization is Inadequate
Well organized, mostly clear and organization or Organization and
Organization coherently easy to follow. development. structure detract
developed, and Structure of the from the answer.
40% easy to follow. answer is not easy
to follow.
Displays no errors Displays one to Displays three to Displays over
in spelling, three errors in five errors in five errors in
Writing punctuation, spelling, spelling, spelling,
Convention grammar, and punctuation, punctuation, punctuation,
sentence structure. grammar, and grammar, and grammar, and
20% sentence sentence structure. sentence
structure. structure.
Appendix “C”

Course Syllabus
44
45
46
47
48
 About the Author

KATREEN S. GLIMADA – MELECIO is currently an instructor of J.H Cerilles

State College – Dumingag Campus. She graduated her bachelor’s degree in Criminology
at Southern Mindanao Colleges, Pagadian City. She is a Registered Criminologist and a
member of Professional Criminologist Association of the Philippines (PCAP), League of
License Criminologist (LLC) and Criminology Organization for Peace and Service.