NATURE & STRUCTURES OF CHARACTERISTICS

AN ORGANIZATION Learning organization

ORGANIZATION I. Cherish an Open Culture

Exerts a great influence on many aspects of human life. II. Design & Implement Feedback Loops

A good manager must be knowledgeable regarding the III. Promote Personal Mastery
organization process to ensure that an effective system
IV. Plan for Intelligent Fast Failure
is established to carry out the objectives and strategies
formulated in the planning stage. V. Steal Best Practices
LEARNING ORGANIZATION VI. Cultivate a Common Vision
Transforms and innovates itself though continuous NATURE OF ORGANIZATIONS
learning and knowledge acquisition
The term “organization” became prominent in
Learns to adapt and confront problems management during the late 1920s and early 1930s.
Some theorists define it as a social group that is
Employees are motivated to continuously
oriented toward a purpose. Several other theorists
practice knowledge management and utilize them in
define an organization as having well-coordinated
decision-making.
processes and interacting with its environment.
TRAINING OF EMPLOYEES
ORGANIZATION
is one of its top priorities.
A social group that has well-coordinated
ELEMENTS processes and activities for the purpose of achieving its
Learning Organization objectives and is connected to the environment where
it exists.
I. SUPPORTIVE LEARNING ENVIRONMENT
AS A MANAGEMENT FUNCTION
II. AVAILABILITY OF LEARNING PROCESSES AND
PRACTICES Entails the structuring and grouping of jobs and
ensuring that these are performed by qualified and
III. LEADERS
competent personnel.
IV. EMPLOYEES’ DELEGATION WITH TASKS
The organizing process brings together all the
SUPPORTIVE LEARNING ENVIRONMENT human, physical, and financial resources and integrates
them with related jobs and positions. This process also
Employees are not afraid to voice out their opinions, ensures that authority and responsibility are well-
commit mistakes, or present their points of view. defined and internally coordinated within the
AVAILABILITY OF LEARNING organization.
PROCESSES & PRACTICES

Consist of generation, collection, interpretation, and

dissemination of information relevant to the company’s
operations.

LEADERS

Who can effectively reinforce learning.

EMPLOYEES’ DELEGATION WITH TASKS

Tasks that challenge their own capabilities.

The organizing process (Daft 2012) • Common in stable environments and are
applicable to companies with uniform
customers and operations.

• Advantage: maximizes efficiency while

minimizing the costs

• Discourages individual initiative & innovation

because of its tight controls.

ORGANISTIC STRUCTURE

• More flexible and highly adaptable

• Is decentralized and less formal, and employees

are given broader responsibilities based on the
current needs of the company

• Employees are empowered and given

accountability for their actions
Organizational
Design & Structure • Is recommended if the organization has an
unstable environment
Overall design of an organizational structure (aspects):
• Major Advantage: results in greater employee
WORK ACTIVITIES satisfaction
REPORTING RELATIONSHIPS 6 KEY ELEMENTS
ORGANIZATIONAL STRUCTURES
DEPARTMENTAL GROUPING OPTIONS
Work Specialization
The organizational design identifies the essential tasks
and operations of the company, establishes work The way jobs are divided into steps or individual
relationships, and divides the company into tasks.
departments that will contribute toward achieving its
goals and objectives. Departmentalization

The organizational structure is the framework that The grouping of similar functions, jobs, and
shows how each component of the company relates to tasks into departments. It may be:
each other. • Functional – where personnel and tasks related
CONFIGURATIONS & ELEMENTS OF to a single company operation are grouped
ORGANIZATIONAL STRUCTURE together

I. MECHANISTIC STRUCTURE • Divisional Departmentalization – groups

personnel based on product, service, process,
II. ORGANIC STRUCTURE geographic location, or customer
MECHANISTIC STRUCTURE Chain of Command
• A rigid and controlled structure that resembles Indicates the communication and work
a bureaucracy. The flow of communication and relationship between employees & managers. It
job responsibilities are carefully delineated and indicates who reports to whom. This is defined by 3
decisions are mostly made from the top. underlying principles:
 • Authority – the right to inherent in a managerial SIMPLE ORGANIZATIONAL STRUCTURE
position to give directions or tell people what to
The disadvantage is that it is heavily reliant on
do & expect them to undertake it
the business owner. The dependence on a single
• Responsibility – obligation to perform duties individual may limit the activities and growth of the
assigned to an employee business.

• Unity of Command – an employee should only FUNCTIONAL GROUPING

report to one superior
Organizes a company by grouping together
Span of Control similar functions into departments. Tasks and
operations are controlled through a vertical hierarchy,
• The number of employees a manager
where employees follow a chain of command and top
can effectively manage.
managers delegate tasks to lower-level managers and
employees.

Degree of Centralization One of the strengths is that it groups employees

who have similar skills under the same departments or
The extent authority & decision-making is given units.
to a small group of people in the organization.
Centralization occurs when major decisions are made by However, one weakness is that the organization
the top management and the decisions & actions of cannot respond quickly to environmental changes. The
lower management and employees must have approval highly rigid and segregated structure of the organization
from the top. can also lead to poor coordination among departments.
Also, innovation is unlikely to develop because there is a
Decentralization occurs when lower narrower view of organizational goals.
management is allowed to make decisions.

Formalization

The process of standardizing jobs and

establishing rules and guidelines that guide employees.

SIMPLE ORGANIZATIONAL STRUCTURE

The most basic structure and is applicable to

small businesses where majority of the power and
decision making rests on the owner. This allows for
quick decision-making and hands-on interaction with
Emphasizes hierarchy and specialization among
the day-to-day activities of the firm. This structure is
departments. This structure also enables a company to
easily maintained; accountability is also easily
establish clear professional identities among its
determined because the owner has the sole authority
employees, since they are given positions and ranks in
and responsibility in running the business.
line with their areas of expertise or specialization. This
may also bring competition among employees assigned
to different departments. If each department focuses
on their specific department and ignores the others,
problems may arise.

DIVISIONAL GROUPING

Organizes a company into divisions that

correspond to certain products or services. Each division
is autonomous and has its own departments, resources,
and units that oversee the regular operations of the
company such as human resources, accounting, Product Matrix assigns greater authority to the product
information technology, and operations. managers.

One advantage of this design is that the ADVANTAGE OF

divisions are free to manage their own activities. The MATRIX STRUCTURE
decentralized nature of the organization enables each multi-focused grouping
division to adapt to the changes and threats they
There is greater sharing of human resources among
encounter. Also, the failure of one division will not
products. It also provides an opportunity for functional
automatically result in failure of the whole company.
and product skills development. This structure is also
The divisions can also focus more closely on their
appropriate for complex decision-making and business
specific products & services thus ensuring customer
operations in an unstable environment
satisfaction.
DISADVANTAGE OF
However, communication & coordination
MATRIX STRUCTURE
among divisions should be maintained to ensure that
multi-focused grouping
the entire company runs smoothly.
The existence of dual authorities may lead to confusion
One disadvantage is that integration and
and divided loyalties among employees. Management is
standardization across product lines is difficult. The
also time-consuming and involves frequent conflict
divisional design is also prone to competition among
resolution sessions.
divisions which may lead one division to undermine
another. MULTI-FOCUSED GROUPING

In addition, the effectiveness of the matrix

structure depends on the familiarity of the participants
with the production process and their willingness to
adopt collegial rather than vertical type relationships.

MATRIX ORGANIZATIONAL STRUCTURE

MULTI-FOCUSED GROUPING

• Combines features of functional and divisional

structures
MULTI-FOCUSED GROUPING
• Often used in larger companies and is set up as
Combines both the functional and divisional a grid where employees have dual reporting
structures in organizing a company. relationships

Ex: Matrix Structure – used when both technical • The flow of authority of the functional manager
expertise & product innovation are crucial in meeting is vertical, while that of a project manager is
organizational goals; instead of establishing a hierarchy horizontal
or division, relationships within the company are
• Projects within a matrix structure are usually
arranged in a grid, where employees report to
assigned specific frames.
functional and product managers.
MATRIX ORGANIZATIONAL STRUCTURE ADVANTAGES
This design is suited for medium-sized
MULTI-FOCUSED GROUPING
companies that make multiple products.
Employees from different departments can be
2 Types of Matrix Structures
selected to work on a project. Management, therefore,
multi-focused grouping
can select the best combination of talent to work on a
Functional Matrix organizes the company in a way that specific project. This kind of setup is beneficial to the
gives functional managers primary authority. personal and professional growth of employees.
 It can also quickly respond to a market or • The allotted time for each task is maximized
customer demand because of the time frame allotted since the hierarchy of management level is
for the project. removed, which simplifies the task of reporting
to immediate superiors and top management
MATRIX ORGANIZATIONAL STRUCTURE
DISADVANTAGES • Productivity is increased since the entire group
MULTI-FOCUSED GROUPING is working for a common goal, and the talents
and skills of each employee is maximized
There is conflict of interest among project
managers and functional managers in the allocation of • One disadvantage is time management since
resources. Conflict of loyalty is also an issue among coordinating the teams requires constant
employees since they are reporting to two managers, communication and frequent meetings
the project manager and the functional manager. The
• Employees may also lack motivation since team
number of managers involved entails high
performance is valued rather than individual
administrative costs for the company. The employees
contributions
also have heavier workload because they have
additional work in the project aside from their regular VIRTUAL NETWORKING GROUPING
tasks.
The latest approach to organizational design
HORIZONTAL GROUPING that takes advantage of the latest advances in
information and communication technology.
Eliminates the complexities if hierarchies and
Technology is used in sharing information, completing
divisions. Instead, it establishes a structure with little or
tasks, and communicating.
no levels between employees, middle managers, and
top management. Employees are organized into general This design is advantageous to a small company
core processes or operations and all departments in the since it requires fewer investments, reduces
company work together in all tasks. administrative costs, and is flexible to changing needs.
Promotes flexibility and quick response to One of the disadvantages of this design is that
changes. It also directs the attention of all employees managers do not have hands-on control over the
towards the production and delivery of quality products separate companies and their employees. It requires a
and services to customers. It gives a broader view of lot of time to build and cultivate relationships among
organizational goals and promotes teamwork and the workforce since face-to-face communication is
collaboration. limited. They may have diminished loyalty to the
company or may feel unnecessary and expendable in
This design is also costly because it requires
their current position.
rigorous training of employees to enable them to adapt
to a horizontal structure. Implementing this structure Network Organizational Structure
requires a lot of changes in the work culture, job design, virtual network grouping
management philosophy, and information and rewards
system of the company. A company using this structure hires only a few
employees, which amounts to lesser costs for salaries
TEAM-BASED ORGANIZATIONAL STRUCTURE and benefits. A company enjoys more flexibility and can
HORIZONTAL GROUPING be more responsive to change since all the functions are
outsourced.
• Organizes employees into teams whose
members perform varied functions However, the disadvantage is that independent firms
may be hard to monitor. To do so, the company may
• Employees work together in accomplishing
have to spend for expensive equipment to monitor
various tasks, seeking solutions to problems,
these firms. There is no corporate culture and employee
and identifying & engaging in business
loyalty is questionable.
opportunities
OTHER TYPES OF ORGANIZATIONS Bureaucracy

1989, Henry Mintzberg In the late 1800s, Max Weber expressed

dissatisfaction with the way companies were managed
Mintzberg on Management
because they were run like families. He believed that
the management approach was more informal and did
not have the potential of being successful since power
Entrepreneurial Organization authority, and loyalty were misplaced; employees were
The power is focused on the chief executive. loyal to their superiors rather than the organization.
Usually, the staff is small and informal, with a loose This theory emphasizes a formal rigid structure
division of labor and little management hierarchy. and legitimate authority in organizations. Relationships
Machine Organization are strictly impersonal and free from personal interests.
Laws & regulations are set for all employees to follow,
Decision-making is centralized and there is a and a chain of command is established and strictly
distinction between line and staff. Task & routine are followed. Each role within the hierarchy is defined and
highly specialized, and these are grouped based on employees are organized to work together.
functions. Communication within the organization is
formal. SCIENTIFIC MANAGEMENT

Diversified Organization Introduced by Frederick Taylor. While he made

improvements in industrial engineering, particularly
The central administration is called with time and motion studies, his emphasis on the most
headquarters and there is a set of semi-autonomous efficient means of performing tasks dehumanized
units or divisions under a central administrative factory workers. The implementation of scientific
structure. management in the workplace left workers with little
Professional Organization opportunity to excel or innovate from a set workplace
norm.
Has standardized products and services and
employees usually do routine work. This organization is Another application is in the careful selection,
commonly found in hospitals, universities, and public training, & development of employees who are suited
agencies. This organization depends on the skills & for particular jobs in the organization.
knowledge of its professional staff. SYSTEMS THEORY
Innovative Organization In 1950s, Karl Ludwig von Bertalanffy &
A modern organization which is flexible and Kenneth Boulding laid the foundations of the systems
does not utilize planning and control systems. theory. It emphasizes that a system is a collection of
Multidisciplined teams are formed and the firm hires parts that are coordinated in accomplishing a particular
experts who are trained, experienced, and are not goal.
restricted by traditional specializations. This theory gives a company a general
Missionary Organization perspective of the internal & external environments
where it operates as an integrated whole. It holds that
The mission is the main focus. This mission is the work of a manager is necessarily complex but
clear, distinct, and inspiring. The employees are able to implementing a system removes some of the
identify with the firm’s purpose and are motivated to complexities of management because it enables the
enthusiastically work to achieve the company’s mission. manager to integrate essential tasks into a unified
whole.
ORGANIZATION THEORIES
CONTINGENCY THEORY

Recognizes that there is no single best way of

managing an organization. Situational differences are
given consideration and different management getting the best out of employees and utilizing their full
principles are applied depending on the task, the size of potential for the organization.
the firm, and the nature of the environment. It
Formal & Informal Organizations
recognizes the manager’s crucial role in the company’s
organizational environment and the importance of FORMAL ORGANIZATIONS
adaptability in dealing with business situations.
The structure rests on authority and
This theory integrates all the management responsibility. The levels of management and the scope
approaches and identifies a specific approach to be of responsibilities of subordinates are clearly indicated.
applied in the situation at hand. This is also bound by rules and policies. It may not be
easy to bring changes to the hierarchy in the
DELEGATION
organizational structure since it is strictly based on the
Simple delegation refers to the allocation of vision, mission, and the goals of the company.
tasks to employees.
Conflicts may arise due to miscommunication.
Delegation of authority allows subordinates to
INFORMAL ORGANIZATIONS
do tasks or responsibilities outside of their regular work,
enabling them to exercise a certain level of authority It is defined by the personal relationships
beyond their position. It involves mutual trust as established among employees. The interaction of
managers entrust their employees to commit to the employees is based on friendship and camaraderie and
external task the same way as to their regular one. since there is no formal or binding relationship among
Delegation enables managers to unload some of their them, relationships can be dissolved any time. It is not
tasks so other more important matters can be bound by authority and responsibility, thus there is no
addressed. However, while it is the responsibility of the pressure among the members to meet or follow any set
employee to finish the delegated task, the of rules.
accountability still rests with the manager.
STAFFING IN THE
ELEMENTS OF DELEGATION ORGANIZATION
Duty STAFFING or Human Resource Mngt.
Each employee in the organization is bound by  APPOINTING qualified people into position in
the duties expressed in the functions and objectives of the organization
the organization.
 another major responsibility of managers
Authority
NATURE OF STAFFING
The manager’s authority over his subordinates
should be clearly defined.  ACQUIRING and DEVELOPING human resources

Obligation that will perform various activities of the organization

Delegation is made easier when subordinates  A CONTINUOUS PROCESS due to never-ending

express willingness to fully accept their responsibilities. need to find, hire, and develop employees.

Empowerment

It is the act of making employees accountable

for their own actions. It requires that managers trust
that their subordinates have the ability to enact
decisions and perform the tasks assigned to them. The
trust given to them empowers & motivates them in
performing their duties. Empowerment is seen as
 - If it's a surplus of workers: to trim
down their number, offer early retirement, hiring
freeze.

JOB ANALYSIS

 Determining the DUTIES and SKILL

REQUIREMENTS for a job.

INFORMATION THAT CAN BE COLLECTED:

1. Specific tasks and activities

2. Required behavior on the job

STAFFING PROCESS
3. Required job standards

4. Knowledge, tools, and equipment used

5. Work conditions

6. Personal characteristics and requirements

HUMAN RESOURCE PLANNING

 IDENTIFIES people with the right skills and

ASSIGNS them corresponding tasks in the
company
TECHNIQUES:
 Critical component in determining manpower
complement 1. Observation
PROCESSES INVOLVE: 2. Interview
1. Environmental Scanning - find out the factors 3. Questionnaire
affecting the
4. Logbook
labor market.
JOB DESCRIPTION
2. Forecasting and estimating the firm's manpower
 Written summary of duties, reporting
complement - the status of employment in terms of
relationships, and job specifications.
number.
ESSENTIAL PARTS:
- Identifying External supply of employees is based on
the pool of job applicants while Internal supply is the 1. Job title or position
actuarial losses.
2. Reporting relationships
3. Gap Analysis - determine if there's a difference
between demand and supply in human sources. 3. Job classification

- If it's a shortage of workers: firm may 4. General description of the job

encourage overtime work, hire temporary workers, 5. Specific duties and responsibilities
allow 3rd part to perform the functions of unfilled
positions. 6. Job specification

RECRUITMENT
  ATTRACTING qualified applicants to occupy STATUS OF EMPLOYMENT:
vacant positions in the company
1. Contractual/Project-Based Employees
PROCESSES THAT THE MANAGEMENT MUST COMPLY:
- contract to work for a limited period.
1. Know the goals of organization and the reasons
2. Probationary Employee
for hiring people.
- contract to work for a 6 months and then
2. Think of prioritizing jobs depending on the kind
of job performance needed for the vacant evaluated before becoming a regular.
positions.
TRAINING AND DEVELOPMENT
3. Require the applicants to fill out the company's
application form  Training - an organized activity to improve their
current performance
SOURCES OF APPLICANTS:
 Development - enhancement of the
 Internal Applicants - promotion competencies to help them achieve their total
growth.
 External Applicants - recruitment
NEW EMPLOYEE ORIENTATION PROGRAM:
*Referrals - a company's own employees recommend
suitable Orientation - the initial training of newly-hired
employees.
applicants
THE TRAINING PROCESS
*Equal Employment - companies should consider this
during 1. Pre-training Assessment - to know the needs of
employees
recruitment.
2. Designing the Training Program
SELECTION
TECHNIQUES:
 Preliminary interview and psychological testing
done by HRD  Lecture
TYPES OF PSYCHOLOGICAL TESTS:  Demonstration
1. Mental Ability Test or IQ Test - a test consists  Computer-based Training
of questions.
 Programmed Instruction
2. Aptitude Test - measure specific abilities
 Virtual Reality
3. Personality Test - measure aspect of behavior
 Case Study
REQUISITIONING DEPARTMENT - processes the requests
to fill in vacancies once the applicant pass the initial  Role-playing
testing.  Teambuilding
PLACEMENT 3. Training Implementation
 Last part of hiring process 4. Training Evaluation
AFTER THE CANDIDATES ACCEPT THE JOB OFFER: CRITERIA FOR EVALUATION:
1. Must submit the pre-employment requirements a. Reactions - aspects of the program
2. Undergo Medical examination b. Results - benefits of the program
3. Sign the employment contract c. c. Recall - what has been learned
 d. d. Retrieval - how easily info is recalled and c. Commission - achieved sales quota
applied
d. Group incentives - a team achieved a production
COMPENSATION AND WAGES target

 any tangible equivalent for services rendered

 Direct compensation - monetary in nature 4. Payment based on skills - number of skills the
employees gain
 Indirect compensation - non-monetary benefits
(like hospitalization and summer outings) 5. Payment based on knowledge or credentials -
employees who attend seminars and conferences
COMPENSATION GUIDELINES:
6. Executive payment - given to top management
1. Nature and environment of a particular
industry 7. Special payment - given in special cases

Ex: Minimum wage law in Phil. so in NCR there's a. Overtime pay

a P481 per day while in other regions is slightly lower.
b. Holiday pay - 100% of his/her daily rate
2. Time-Based
c. Premium pay - employees who works during
- Salary: monthly or semi-monthly basis special holidays.

- Wages: weekly or daily basis - additional 50% of daily pay

- Base/Basic pay: fixed minimum pay d. Night differential payment - additional 10% of
basic rate
3. Confidentiality of employee salaries
who worked between 10 pm to 6
COMMON MODES OF PAYMENT:
am
1. Payment for time worked
e. Service charge
a. Across-the-board increase - same rate of
f. Severance or Separation pay - there's a need of
adjustment for all
authorization cause
b. Merit Increase
g. Retirement pay - shall receive 1/2 month
c. Cost-of-living allowance (COLA) - to help them
salary
cope with
h. Thirteenth month pay
the standard of living and inflation
EMPLOYEE BENEFITS
d. Seniority Pay - based on number of years of
service.  2 main groups: Government-mandated benefits
which is required by the law and Voluntary
benefits which is voluntary given by the
2. Flat Rates - pay employees with the same amount of company
money regardless of rank.
GOVERNMENT-MANDATED BENEFITS:
3. Compensation through incentives - payments based
1a. SSS Benefits - for employees working in private
on output
1b. GSIS Benefits - for government employees
a. Merit Pay - outstanding performance in a certain
task 2. Employees' compensation program - given to private
and government employees in case of injury, sickness,
b. Piece rate pay - product produced
& death
3. Pag-ibig Benefits - housing loan, salary loan, &  CONTINGENT PAY - pay scheme given
calamity loan
A. Individual Contingent Pay
4. Philhealth Benefits
1. Pay for performance scheme
5. Service Incentive leave - 5 day leave
2. Pay for competency
6. Maternity leave - normal delivery/miscarriage: 60
3. Pay for contribution
days
4. Pay for skills
- caesarean delivery: 78 days
5. Pay for service
7. Paternity Leave - last up to 7 days
B. Group Contingency Pay
8. Special leave for women - with gynecological
disorder 1. Team-based pay - based on the achievement of
certain project worked by group of employees
- 2 months leave with pay
2. Oragnization-wide pay - based on the achievement
VOLUNTARY BENEFITS:
of organizational goals
1. Vacation leaves - 5, 10, or 15 days
- Two types:
2. Sick leaves - more than 5 days
a. Gainsharing
3. Emergency leaves - 3 days or more
b. Profit sharing
4. Summer outings - organized by company
PERFORMANCE APPRAISAL
5. Sportsfest - organized by company
 known as PERFORMANCE
6. Rice Subsidy - 1 sack of rice per month
REVIEW/EVALUATION
7. Meal Subsidy - meal discounts
 employee performance is DOCUMENTED &
8. Shuttle service - free transportation service
EVALUATED
9. Hospitalization - given health card
 determines employee effectiveness
10. Group life insurance program
 helps in addressing employee-related
11. Bonuses
concerns that affect long-term
12. Profit Sharing
organizational performance
13. Stock Options
PURPOSES:
14. Christmas parties and packages
1. Needs assessment
15. Cash bonuses - given at the end of the year
2. Employee movements
16. Emergency loan
3. Basis for merit increase
17. Free uniform and laundry allowance -
4. Legal Concerns
provided upon regularization
5. Development
18. Executive perquisites - additional benefits
given to top management. 6. Channel of communication
REWARDS SYSTEMS 7. Source of motivation
 additional payments on top of basic salaries METHODS:
 1. OBJECTIVE METHOD 2. Harmonization of terms and conditions of
employment - conditions and benefits as stated
a. Measures of actual output - number of
in the contract
orders processed
3. Emphasis on mutuality
b. Performance Test - evaluates an
4. Policies and practices for communication -
employee using a standardized condition clear and honest

2. JUDGMENTAL METHOD "Good communication is key in resolving conflict

between employees and management"
a. Ranking technique - employees are
EMPLOYEE RELATIONS
compared to other employees
ELEMENTS IN ESTABLISHING GOOD EMPLOYEE
b. Rating technique - compares an RELATIONSHIPS:
employee to a fixed standard 1. Drive for commitment
EMPLOYEE MOVEMENTS 2. Harmonization of terms and conditions of
 the RESULT of evaluation or STRUCTURAL employment - conditions and benefits as stated
CHANGES within an organization in the contract

1. Promotion - movement to a higher level or 3. Emphasis on mutuality

position EMPLOYEE CODE OF CONDUCT
2. Demotion - movement to a lower level or 1. Prohibition of illegal activities such as gambling,
position smoking, or drinking
3. Transfer - movement to another position but 2. Prohibition of discrimination against gender,
with the same scope of responsibility race, religion, and civil status
4. Separation - employee's departure from the 3. Sexual harassment
organization
4. Confidentiality and disclosure
a. Resignation - voluntary decision to
leave 5. of confidential information

b. Separation with authorized cause - 6. 5. Dress code appearance

company's decision due
7. 6. Punctuality (tardiness and absences)
to business reasons (like
8. 7. Procedures for sick leaves and emergency
redundacy)
leaves
c. Separation with just cause - due to
9. 8. Sanctions for violations of the code of
theft, fraud, and other
conduct
serious offenses
DISCIPLINARY PROCESS
d. Retirement - end of worker's
1. Identify the employee who committed the
employment
violation
EMPLOYEE RELATIONS
2. Identify the violation/s committed
ELEMENTS IN ESTABLISHING GOOD EMPLOYEE
3. Consult the department head or the immediate
RELATIONSHIPS:
supervisor and the employee
1. Drive for commitment
4. Set a meeting with the department head or the
 immediate supervisor and the employee

5. Ensure that the employee is provided with due

process

6. Plan and discuss the corrective action with the

department head or immediate supervisor