Electric Cooperative; management functions, criticisms; managerials skills; governance framework; managerial roles

1. Prof. Jo Bitonio
DM 214 Strategic Planning
Reporter:
YVONNE C. TAYDE

2. Management Functions
P
O
S
D
Co
R
B
PLANNING
ORGANIZING
STAFFING
DIRECTING
CO-ORDINATING
REPORTING
BUDGETING

3. POSDCoRB
Created by Luther Gulick and Lyndall
Urwick in their “Papers on the Science
of Administration” (1937)
Based of Fayol’s 14 Principles of
Management,
Outlines the 7 functions of the executives
Developed as a means to structure and
analyze management activities; it sets
a new paradigm in Public
Administration.

4. POSDCoRB
 According to Gullick the POSDCoRB
activities are common to all
organisations. They are the common
problems of management which are
found in different agencies regardless
of the nature of the work they do.
POSDCoRB gives unity, certainty, and
definiteness and makes the study more
systematic.

5. Criticism
The critics pointed out that the
POSDCoRB activities were neither the
whole of administration, nor even the
most important part of it. The
POSDCoRB view overlooks the fact that
different agencies are faced with
different administrative problems, which
are peculiar to the nature of the services,
they render and the functions they
performed.

6. Criticism
The POSDCoRB view takes into consideration only
the common techniques of the administration and
ignores the study of the ‘subject matter’ with
which the agency is concerned. A major defect is
that the POSDCoRB view does not contain any
reference to the formulation and implementation
of the policy. Therefore, the scope of
administration is defined very narrowly, being too
inward looking and too conscious of the top
management.

7. Is defining goals, establishing
strategy to meet them,
establish plans to coordinate
activities, outline methods
for doing them to
accomplish purpose set by
the cooperative.
P L A N N I N G

8. Planning
Gulick: outlining the things that need
to be done and the methods for doing
them to accomplish the purpose set for
the enterprise
Joseph Massie: planning is a process
by which a manager looks to future
and discovers alternatives.
Kreitner : planning is process coping
with uncertainty by formulating a
future course of action to achieve
specified results

9. Strategic Planning
Tactical Planning
Operational Planning
Disaster Planning
Succession Planning
Crisis Planning
Compensation Planning
Example of Planning in Business or
Government

10. PRINCIPLES of Planning
• Must be realistic
• Must be based on felt needs
• Must be flexible
• Must be democratic
• Must start with simple projects
• Must include social responsibility

11. Organizing
establishment of the formal structure of authority through
which work subdivisions are arranged, defined, and co-
ordinated for the defined objective
Organize:
teams tasks projects

12. How to Organize?
Determine the
roles needed
Obtain resources
and allocate them to
roles
Organize offices
and data
systems.
Assign resources to
roles and delegate
authority and
responsibility to
them.
Assign tasks to
the roles
Determine best
resource (people
or equipment) for
the role

13. STAFFING
The whole personnel function of bringing in
and training the staff and maintaining favorable
conditions of work
 HR Planning
 Recruitment
 Selection
 Orientation
 Training and Development
 Performance Appraisal
 Transfer, Promotion, Demotion
 Separation, Termination, Retirement

14. DIRECTING
continuous task of making decisions and
embodying them in specific and general orders
and instructions and serving as the leader of the
enterprise
Motivation
(induces and
inspires to
perform better))
Communication
Competent
leadership (
work w/ zeal &
confidence)

15. Pull, Don’t Push
Pull
• Pull (lead people) by
effective directing
• Motivate
• Assist and inspire
Push
• sit back and give
orders

16. COORDINATING
- The all important duty of interrelating the various parts of the work
- The very essence of management. It is required in each & every
function and at each & every stage & therefore it cannot be
separated.
responsibility
of every
manager right
from the
bottom to the
top
Synchronized
efforts
understanding
of
interpersonal
and horizontal
relationships
of people
good
communicati
on

17. integrating the various plans through mutual
discussion, exchange of ideas. e.g. - co-ordination
between finance budget and purchases budget
when a manager groups and assigns various
activities to subordinates, and when he creates
department’s co-ordination uppermost in his
mind.
A manager should bear in mind that the right no.
of personnel in various positions with right type of
education and skills are taken which will ensure
right men on the right job.
PLANNING AND
COORDINATION
STAFFING AND
COORDINATION.
ORGANIZING AND
COORDINATION.
.
The purpose of giving orders, instructions &
guidance to the subordinates is served only when
there is a harmony between superiors &
subordinates
DIRECTING AND
COORDINATION.
.

18. REPORTING
Reporting is keeping those to whom
the executive is responsible informed
as to what is going on, which thus
includes keeping himself and his
subordinates informed through
records, research and inspections

19. BUDGETING
- means fiscal planning, control and accounting-
- Quantification of plans
- Financial planning
- Monitoring & controlling scarce resources
through performance measurement

20. Managerial
Skills
Conceptual
Technical
Human
Decision
Making
Problem
Solving
MANAGERIAL SKILLS

21. CONCEPTUAL SKILLS
Ability to see
the ‘big picture’,
to recognize and
understand
significant
elements in a
situation.
Creation Phase:
 Establish positive
thinking
 Develop creative ideas
 Combine
 Refine
 Re-arrange
 Simplify

22. Knowledge of
and proficiency
in activities
involving
methods,
processes and
procedures.
 Development of your
technical skills as an
integral part of your
personal development
 Strong technical skills can
save you time and increase
income
TECHNICAL SKILLS

23. Ability to work
with people.
Creation of an
environment in
which people feel
secure and free to
express their
opinions.
 HR is most important
career skill
 One’s ability to get along
is the single most
important factor
affecting chances of
success in the workplace
HUMAN SKILLS

24.  Ability to solve
problems that will
benefit enterprise.
Also ability to
design a workable
solution to the
problems and to
avoid them in
future
Simple tips:
- get all the facts
- weigh
- decide
- act
Post Implementation:
- monitor
- verify results
- document
- celebrate success
DECISION MAKING SKILL

25. PROBLEM SOLVING
Prevention Principle
– Solve problem @ the source.
Live by the 1 – 10 – 100 rule
Practice Principle

26. Fix Problem
Before it Reaches
Customer
Fix Problem
After it Goes to
Customer
100
10
1
Cost
•If problem is not fixed when it occurs it will become
costlier to fix later – money and time
1 – 10 – 100 Rule
Problem Solving
Prevent Problem
Time

27. Lately in public administration
POSDECoRB
Managerial Function
1 Planning
2 Organizing
3 Staffing
4 Directing/Influencing
5 Coordinating/Reviewing
6 Budgeting

28. Middle Level
First-Line
Workers
2
1
4
Top Level
Management
LEVEL OF MANAGEMENT
3

29. Levels of Management
Responsible for working out
strategies and plans to
implement decisions and
policies made by top level
managers.
Responsible for
ensuring work is done
according to plans.
Top
First-Line
Middle
determines the objectives,
policies and plans of the
organization.
Managerial Skill
Design/Human
Skills
Technical
Conceptual/Design

30. Managerial Skills
First Line Technical
Design / Human Skills
Conceptual / Design
Middle
Top Level

31. Middle Level
First-Line
PANELCO III ORG. CHART

32. Top Level
Management
Middle Level
First-Line
Reflective of
the above
discussion, CDA
BOA Resolution
No. 32-S-2011
provides the
organizational
structure of
primary
cooperatives
under RA
The Organizational Structure of a Primary
Cooperative. Source : CDA BOA Resolution No. 32-S-2011

33. Governance Framework
GA
• General Assembly
BOD
• Board of Directors
OO
• Other Officers
MS
• Management Staff
Source: Bitonio (2012)
The cooperative governance framework as exhibited in the operation
and management of cooperatives.

34. • General Assembly
• Board of Directors
• Other Officers
• Management Staff
Source: Bitonio (2012)
GA
BOD
OO
MS
Flow of Accountability

35. 45
25
20
5
35 30
20 15
5
15
30
50
TOP
MIDDLE
FIRST
Plan Org Leading Coordinating
Managerial Functions

36. A.Interpersonal Roles (figurehead,
liaison, leads)
B.Decision Maker ( entrepreneur,
disturbance handler, resource allocator,
negotiator)
C.Informational Roles (monitors,
disseminator, spokesperson)
Managerial Roles

37. Management Issues Faced by the
Coop.
• Low collection efficiency(high A/R)
• High operating Costs
• High tax assessment by the BIR
Financial
• Interference of politics
• Postponement of BOD electionsInstitutional
• High system loss
• Rampant pilferage/illegal connections
• Frequent loan of materials by
contractors
Technical

39. http://www.slideshare.net/saadmunami/coordination-
18794957?from_search=3, retrieved: 09/30/13
http://my.safaribooksonline.com/book/management/9789332501416/1
dot-introduction-to-management/ch01_sub6_xhtml, retrieved: 10/1/13.
Reference:
http:// www.vectorstudy.com/management theories/POSDORB.htm
http://www.slideshare.net/jobitonio/principle-of-management-jbb-2 accessed Oct 5,
2013
http://www.slideshare.net/jobitonio/management-functions-jbb-3 accessed Oct 5,
2013
Daft, R. L., & Marcic, D. (2010). Understanding Management (7th Ed). Cengage Learning
Johnson, D. (2002). Thinking government: ideas, policies, institutions, and public-sector
management. Broadview press
http:// www.vectorstudy.com/management theories/POSDORB.htm

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