ORGANIZATION AND MANAGEMENT Page 1

O rganization and M anagement focuses on the study of two things: how individuals and groups interact within

organizations, and how firms interact with one another and with consumers, employees, communities, and institutions.
Specific programs of study are built around the interests of individual students.

To measure the students’ learning abilities, each lesson provides a variety of activities to gauge their
understanding and insight about organization and management. These activities will also give students the opportunity
to apply their knowledge and skills by creating samples of different organization and management planning.

Welcome! You are now part of the class taking up Organization and Management. As a novice learner, you
must be eager to try out what you will learn from this course.

This course is designed to familiarize the students with the basic concepts, principles and processes related to
business organization, and the functional areas of management. Particular emphasis will be given to study of
management functions like planning, organizing, leading, and controlling, and orient the students on the importance of
these functions and the role of each area in entrepreneurship.

This module presents a systematic program of study intended for Senior High School (SHS) students of
Organization and Management in the K to 12 program. It maintains a consistent link between theory and practice by
providing learning activities to illustrate and test theoretical ideas. As you go through the different lessons, you will be
able to understand the different basic concepts, principles and processes related to business organization, and the
functional areas of management.

At the end of this subject, you are expected to:

1. Explain the Meaning, functions, types and theories of management.

2. Analyze various forces/elements influencing local and international business environment using PEST and
SWOT strategies
3. Differentiate the phases of economic development and its impact to business environment
4. Apply appropriate planning techniques and tools in business decision-making
5. Analyze the nature of organizations and types of organization structures
6. Analyze the process of recruiting, selecting and training employees
7. Analyze motivation, leadership, and communication work in an organization
8. Apply the concept and nature of different control methods and techniques in accounting and marketing
9. Explain the nature and role in the firm of the following functional areas of management:
10. Explain the steps and importance of starting a family business

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Directions: Read and analyse the situations carefully and identify what type of organizational structure is used. DO
NOT WRITE YOUR ANSWERS ON THE MODULE. YOUR ANSWER SHOULD BE WRITTEN ON A SEPARATE PAPER.
(2 points each) (¼ sheet of paper)

1. The employees communicate through electronic means, where sharing of information is speedy.
2. Owners of private business companies are said to have absolute authorities, even if other persons are
appointed as managers in their companies.
3. MVT Corp. has implemented a single function organization that work together in order to produce a
product or service.
4. The manager decided to divide the department into two types, the line department and staff department
as tasks become increasingly varied and numerous.
5. LOLO Corp. employees’ are capable of doing their own specialized work activities independently, like
producing, distributing, designing, etc., but are capable of working effectively at the same time with other
network members.

ORGANIZATION AND MANAGEMENT Page 3

Introduction

Post Test (Module 4)

Table of Contents

Module 5: Staffing

Introduction …………………………………………….……………………….…………...……1

Description of Module …………………………………………….……………………………….…...……1

Objectives …………………………………………….…………………………………...……1

General Instructions …………………………………………….…………………………………...……2

Pre-Test ……………………………………………….…………………………………...…3

Activity1.1 …………………………………………….…………………………………...……4

Lesson 1: Definition and Nature of Staffing ………………………………………………..…………………………………...…5-6

Lesson 2: Recruitment ………………………………………………..…………………………………...…6-7

Self check 1.1 …………………………………………….…………………………………...……8

Lesson 3: Selection …………………………………….…………………………..………………….....9

Lesson 4: Training and Development ………………………………………………..…………………………………...…10-11

Self check 4.1 …………………………………………….……………………………………….12

Lesson 5: Compensation/ Wages and Performance Evaluation …………....………….………………………………………….13-14

Lesson 6: Employee Relations ………………………………………………..…………………………………...…14-15

Lesson 7: Employee Movements ………………………………………………..…………………………………...…15-16

Lesson 8: Rewards System ………………………………………………..…………………………………...…16

Self check 8.1 …………………………………………….…………………………………...……17

Activity 1.2 …………………………………………….…………………………………...……18

Points to Remember …………………………………………….…………………………………...……19

References …………………………………………….…………………………………...……19

ORGANIZATION AND MANAGEMENT Page 4

 MANAGERS OFTEN CONSIDER human resources as their organization’s most important resource. Very few
administrators would argue with the fact that human resources are very important for the efficient and effective
operation of a company. To emphasize their importance, human resources are also called human capital, intellectual
assets, or management or company talents. These terms imply that human resources are the drivers of the
organization’s performance; hence, staffing must be considered as a crucial function of managers.

Module 5, dwells with the definition and the concept of staffing; discuss the various processes involved in
systematic staffing.

At the end of this module, you are expected to:

1. Discuss the concept and nature of staffing.
2. Analyze the process of recruiting, selecting and training employees.
3. Examine the functions and importance of compensation, wages and performance evaluation, appraisal,
reward system, employee relations and movement.

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 At the start of this module you are to take the pre-test to see how much background information and knowledge you have
about the topics to be discussed.

This module is self- instructional. You can read, analyze concepts and ideas presented and reflect on them. The Activities
and Self-Check Questions will help you assess how you progress as you go through the module.

Your answers on the Self-Check Questions and Activities will be evaluated by your teacher. These will be part of your
formative evaluation.

Your post- test will be given on a separate booklet upon completion of this module. It will serve as the summative
evaluation of your performance.

Work on this module independently. Your teacher will not be around to supervise you as you go through this module. It
is expected that you will make the most of it.

This module shall be passed on ____________________. You can pass your output online through
[email protected] but your teacher will collect your output if you can’t access online.

This module will be collected upon distribution of the new set of module.

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MULTIPLE CHOICE

Directions: Read the statements carefully and choose the letter of the correct answer. (1/4 sheet of paper)

1. Which of the following refers to filling in all organizational job positions and keeping these filled?
a. organizing c. recruitment
b. staffing d. selection
2. Which of the following is done by identifying job position vacancies, job requirements, career planning,
development and training, and compensating, among others?
a. organizing c. recruitment
b. staffing d. selection
3. Which of the following refers to a set of activities deigned to attract qualified applicants for a job position
vacancies in an organization?
a. organizing c. recruitment
b. staffing d. selection
4. Which of the following is the process of choosing individuals who have the required qualifications to fill present
and expected job openings?
a. organizing c. recruitment
b. staffing d. selection
5. Which of the following methods of recruitment is done though websites, newspapers, televisions, billboards,
and others?
a. advertisements c. internet recruiting
b. unsolicited applications d. employee referrals
6. Which of the following methods of recruitment is received by employers from individuals who may or may not
be qualified for the job openings?
a. advertisements c. internet recruiting
b. unsolicited applications d. employee referrals
7. Which of the following types of job interview is done when there is only one interviewer present to conduct
the interview?
a. Structured interview c. one-on-one interview
b. Panel interview d. Unstructured interview
8. Which of the following types of job interview is done when several interviewers may conduct the interview of
applicants?
a. Structured interview c. one-on-one interview
b. Panel interview d. Unstructured interview
9. Which of the following types of job interview is done when the interviewer asks the applicant to answer a set
of prepared questions?
a. Structured interview c. one-on-one interview
b. Panel interview d. Unstructured interview
10. Which of the following types of job interview is done when the interviewer has no interview guide and may ask
questions freely?
a. Structured interview c. one-on-one interview
b. Panel interview d. Unstructured interview

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Directions: Look and pick up some words inside the box that you think you will encounter in this lesson. (2 POINTS
EACH)(1/4 sheet of paper)

R E C R U I T M E N T E Y N S
W P O L D O N R E W A R D E E
A I R E C D I O N A L P K V L
G D D I L I T I A N A L F E E
E E A E I V K I A A N A R Y C
S Y S T E M E N I N N N E O T
E S T A F F I N G F O U Q U I
A E T T R A I N I N G O A T O
L B I U F I N T E R V I E W N
I M O V E M E N T S I V E R E
E O R G A E I Z I N G O I N T
E M P L O Y E E S I G N Y N A

(NO NEED TO COPY THE PUZZLE)

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 - Refers to filling in all organizational job positions and keeping these filled;
- It is done by identifying job position vacancies, job requirements, workforce
requirements, checking the internal environment of the organization for the
human resource available.

The number of managerial personnel or non-managerial human resources needed by an organization depends
on the size and complexity of its operations, its plans for branching out or increasing products and turnover rates of
both types of human resources, among others. Besides considering their number, so that the best-suited individuals for
the job positions may be selected for hiring.

Awareness of the management potential within an organization can be accomplished with the use of the
inventory chart, also called management succession/ replacement chart. Recruitment by external means may follow id
there are no qualified successors.

The need for non-managerial human resources may be ascertained by the use of a general organization chart
to identify vacant job positions that need to be filled or by direct reports from department/ unit heads or supervisors.
External recruitment also follows if no one within the organization is fitted for the job position that was declared vacant.

Present and future needs for managers and other human resources are affected by both external and
internal forces.

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External forces

Include economic, technological, social, political, and legal factors. For example, economic progress
in a particular country may bring about increased needs and wants among people, resulting, in return, in
increased demand for certain products, followed by the expansion of the company and its work- force, as
well as increased demand for managers.

Internal forces

Include the firm’s goal and objectives, technology, the type of work that have to be done, salary scales,
and the kinds of people employed by the company. For example, salary scales offered by the company may
not be high enough to attract personnel who are really qualified for the job; also, this may encourage fast
managerial and labor turnover.

- A set of activities designed to attract qualified applicants for job position

vacancies in an organization

 Recruitment may either be external or internal.

- Outside sources are considered in the process of locating potential individuals

who might want to join the organization and encourage them to apply for actual
or anticipated job vacancies.
- Unsolicited applications and referrals from employment agencies and schools
are example of sources outside the company from which management could
select an applicant who best fits the job opening.

- Filling job vacancies can be done through promotions or transfer of employees

who are already part of the organization.
- In other words, recruitment is from within the organization.

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External recruitment methods include;

- Filling job vacancies can be done through promotions or transfer of employees who
are already part of the organization.
- In other words, recruitment is from within the organization.

- Received by employers from individuals who may or may not be qualified for the
job openings.

- There are thousands of independent job boards on the Web commonly used by job
seekers and recruiters to gather and disseminate job opening.

- Are recommendations from the organization’s present employees who usually

refer friends and relatives who they think are qualified for the job.

- Also known as “head hunters” they help employers find the right person for a job.

- Good sources of young applicants or new graduates who have formal training but
with very little work experience

- May offer placement services to their members who seek employment

- Possible sources of applicants for blue- collar and professional jobs.

- May also be good sources of applicants for different types of job vacancies;
- Public employment agencies usually offer free services while private ones charge
fees from both the job applicant and employers soliciting referrals from them.

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Test 1.
Directions: Read and comprehend the following situations about the advantages and disadvantages of recruitment. If
the statement is an advantage of recruitment, write “CECILLE”, and “IRISH” if not. Write your answer on a ¼ sheet of
paper.

1. Advertising and recruiting through internet reach a large number of possible applicants, therefore, increase
the possibility of being able to recruit applicants suited for the job.
2. Executive search firms usually refer highly qualified applicants from outside sources because they make an
effort to check applicants’ qualifications before recommending them to client firms who pay for their services.
3. The number of applicants to choose from is limited.
4. Favouritism may influence a manager to recommend a current employee for promotion to a higher position
5. Employee referrals from outside sources are believed to be high quality applicants because employees are
generally hesitant to recommend persons who are not qualified for job openings
6. Applicants who submit applications and resumes through their own initiative.
7. Practicing bias or entertaining self- serving motives in the referral of friends and relatives by current employees
and in the recommendation of private employment agencies of job applicants.
8. The process of recruitment and selection is faster because the candidate for transfer or promotion is already
part of the organization.
9. Training and orientation of newly promoted or transferred current employees are less expensive and do not
take too much time since they are already familiar with company policies.
10. Less expenses are required for internal recruitment advertising; newsletters, bulletin boards, and other forms
of internal communication may disseminate information to current employees interested to apply for job
openings within the company.

Test II.
Directions: Read and analyze the questions below and write your answer on your paper.
1. Discuss the concept and nature of staffing. Your answer must be written in 1 paragraph only, with at least 3-5
sentences. (10 points)
2. Give at least four (4) activities or processes involved in staffing. (10 points)

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 The process of choosing individuals who have the required qualifications to fill
present and expected job openings

In many companies, selection is continuous because of fast turnover, resulting in vacancies that have to be
filled; another reason for this is the review of applicants who were placed in the waiting list.

The selection process typically includes the following steps:

1. Establishing the selection criteria.

2. Requesting applicants to complete the application form.
3. Screening by listing applicants who seem to meet the set criteria;
4. Screening interview to identify more promising applicants.
5. Interview by the superior/ manager or panel interviewers.
6. Verifying information provided by the applicant.
7. Requesting applicant to undergo psychological and physical examination.
8. Informing the applicant the he or she has been chosen for the position applied for.

Interviews are important in determining the qualifications of an applicant and gauging his or her ability to perform a
job. Interviews may come in different forms.

1. Structured interview- the interviewer asks the applicant to answer a set of prepared questions- situational,
job knowledge, job simulation, and worker requirement questions.
2. Unstructured interview- the interviewer has no guide and may ask questions freely.
3. One- on-one interview- one interviewer is assigned to interview the applicant.
4. Panel interview- several interviewers or panel interviewer may conduct the interview and applicants; three
to five interviewers take turns in asking questions.

1. Intelligence test- designed to measure the applicant’s mental capacity; tests his or her cognitive capacity,
speed of thinking, and ability to see relationships in problematic situations.
2. Proficiency and aptitude tests- tests his or her present skills and potential for learning other skills.
3. Personality tests- designed to reveal the applicant’s personal characteristics and ability to relate with others.
4. Vocational tests-tests to show the occupation best suited to applicant.

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 Learning given by organizations to its employees that concentrates on short- term
job performance and acquisition or improvement of job related skills.

Learning given by organizations to its employees that is geared toward the

individual’s acquisition and expansion of his or her skills in preparation for future job
appointments and other responsibilities.

Both training and development are essential to the success of today’s organizations. In order to have an edge
over their rival organizations, managers must see to it that their human resources have the necessary knowledge and
expertise; training and development work toward this end by providing continuous learning activities and
opportunities. The typical scope of training covers the following procedures:

Training needs assessment must be done systematically in order to ascertain if there really is a need for
training.

Example of organization analyses;

Task analysis involves, for example, a checking of job requirement to find out if all these are being done to meet
company goals.

Person analysis determines who among the employees need training or retraining. This is to avoid spending for the
training of employees who no longer require it.

This phase involves the stating of the instructional objectives that describe the knowledge, skills, and attitudes
that have to be acquired or enhanced to be able to perform well.

Various types of training program implementation include: on-the-job training, apprenticeship

training, classroom instruction, audio-visual method, simulation method, and e-learning.

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 The positive effects of the training program may be seen by assessing the participants’ reactions,
their acquired learnings, and their behaviour after completing the said training.

Training needs
analysis template/
model

Developing employees is a part of an organization’s career management program and its goal is to match the
individual’s development needs with the needs of the organization. The individual employee must know himself or
herself well, identify his/ her own knowledge, skills, abilities, values and interests, so that he or she could also identify
the career pathway that he/ she would like to take.

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 4.1

Test 1.
Directions: Read and comprehend the following situations about the types of job interviews and determine whether
it is STRUCTURED, UNSTRUCTURED, ONE-ON-ONE, or PANEL INTERVIEW. Write your answer on a ¼ sheet of paper.
1. The interviewer asked questions freely to Glori during her job interview.
2. The interviewer used a set of prepared questions during the interview.
3. Mr. Romulo is the only one who interviewed Rile.
4. Ms. Jennie asked Irene about her job knowledge with the position she was applying for.
5. Mr. Maiquez, together with his four colleagues, conducted the job interview.

Test II.

Directions: Read and comprehend the following situations about the types of employment tests. Choose the correct
answer below and write the letter of the correct answer.

A. Vocational tests c. Proficiency and aptitude tests

B. Intelligence tests d. personality tests

1. Lisa took an assessment that revealed her personal characteristics.

2. Rose took the English proficiency test, as a requirement for her job application.
3. Tr. Lou gave her students an examination about their previous topic.
4. Mr. L took an exam to identify what job is suited for him.
5. After the discussion, Ms. Park gave her students a long quiz.

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 Compensation/ wages and performance evaluation are related to each other because the employees’ excellent
or poor performance also determines the compensation given to them, after considering other internal and external
factors like the actual worth of the job, compensation strategy of the organization, conditions of the labor market, cost
of living, and area wage rates, among others.

Compensation can come in different forms. It may be direct, indirect or non-financial.

Direct compensation- includes workers’ salaries, incentive pays, bonuses, and commissions
Indirect compensation- includes benefits given by employers other than financial remunerations; for
example: travel, educational and health benefits, and others
Nonfinancial compensation- includes recognition programs, being assigned to do rewarding jobs, or enjoying
management support, ideal work environment, and convenient work hours.

Compensation pay represents a reward that an employee receives for good performance that contributes to the
company’s success; in relation to this, the following must be considered.

Pay equity- related to fairness; the Equity Theory is a motivation theory focusing on employees’ response to
the pay that they receive and the feeling that they receive less or more than they deserve.
Expectancy theory- another theory of motivation which predicts the employees are motivated to work well
because of the attractiveness of the rewards or benefits that they may possibly receive from a job assignment.

Employees may be compensated on the following bases:

 Piecework basis- when pay is computed according to the number of units produced.
 Hourly basis- when pay is computed according to the number of work hours rendered.
 Daily basis- when pay is computed according to the number of work days rendered.
 Weekly basis- when pay is computed according to the number of work weeks rendered.
 Monthly basis- when pay is computed according to the number of work moths rendered.

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 o Administrative Purposes- these are fulfilled through appraisal/ evaluation programs that provide
information that may be used as basis for compensation decisions, promotions, transfers, and terminations.
o Developmental Purposes- these are fulfilled through appraisal/ evaluation programs that provide
information about employee’s performance and their strengths and weaknesses that may be used as basis for
identifying their training and development needs.

Different performance appraisal methods are used depending on the information an evaluator aims to find out.

Methods of evaluating workers have undergone development in order to adapt new legal employment
requirements and technical changes. Some appraisal methods in use today are the following.

 Trait methods- performance evaluation method designed to find out if the employee possesses important
work characteristics such as conscientiousness, creativity, emotional stability, and others.
 Graphic rating scales- performance appraisal method where each characteristic to be evaluated is
represented by a scale on which the evaluator or rater indicates the degree to which an employee possesses
that characteristics
 Forced- choice method- performance evaluation that requires the rater to choose from two statements
purposely designed to distinguish between positive or negative performance; for example: work seriously-
work fast ; shows leadership- has initiative
 Behaviorally anchored rating scale (BARS)- a behavioural approach to performance appraisal that includes
five to ten vertical scales, one for each important strategy for doing the job and numbered according to its
importance
 Behavior observation scale (BOS)- a behavioural approach to performance appraisal that measures the
frequency of observed behaviour.

Employee relations applies to all phases of work activities in organizations, and managers, to be effective, must be
able to encourage good employee relations among all human resources under his/ her care. Employees/ workers are
social beings who need connections or relations with other beings- other employees/ workers- who are capable of
giving them social support as they carry out their tasks in the organization where all of them belong.

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Below are the barriers to good employee relations.

 Anti- social personality; refusal to share more about oneself to co-employees; being a loner
 Lack of trust in others
 Selfish attitude; too many self- serving motives
 Lack of good self- esteem
 Not a team player
 Being conceited
 Cultural/ subcultural differences
 Lack of cooperation
 Communication problems; refusal to listen to what others seek to communicate
 Lack of concern for others’ welfare

THREE TYPES of EMPLOYEES

- Employees who work with passion and feel a deep connection with their company
Engaged - They drive innovation and move the organization forward

Employees who are essentially “check out”

Not Engaged -
- They put time, but not energy or passion, into their work

Actively - Employees who are not only unhappy at work, but also act out their unhappiness
They undermine what their engaged co-workers accomplish
Disengaged -

A labor union is a formal union of employees/ workers that delas with employers, representing workers in their

pursuit of justice and fairness and in their fight for their collective or common interests.

Employees/ workers unionize because of financial needs, unfair management practices, or social and
leadership concerns.

a. Financial needs
b. Unfair management practices
c. Social and leadership concerns

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 Steps in Union Organizing
Terry Moser, an expert union organizer, was credited by Snell and Bohlander (2001) for the following UNION-
ORGANIZING STEPS:

STEP 1: employee/ union contact- To explore unionization possibilities, employees weigh the advantages and
disadvantages of seeking labor representation while the union officers gather more data about the employee’s
complaints.

STEP 2; Initial organizational meeting- This is conducted to attract more supporters and select potential leaders
among the employees who can help the union organizers.

STEP 3: Formation of in-house organizing committee- This starts with identification of employees who are ready to
act as leaders in campaigning for their goals.

STEP 4: If a sufficient number of employees support the union movement, the organizer requests for a
representation election or certification election- Intense emotions are shown by employees, the labor group, and
the employers during this period

STEP 5: End of union organizing- When the sufficient number of votes if garnered, the NCRL certificates the union as
the legal bargaining representative of the employees.

O rganizations offer competitive rewards systems to attract knowledgeable and skilled people to keep them

motivated and satisfied once they are employed in their firm. Further, rewards promote personal growth and
development and present fast employee turnover.

Management offer different types of rewards:

MONETARY REWARDS- rewards which pertain to money, finance or currency.

a. Pay/ salary
b. Benefits
c. Incentives
d. Executive pay
e. Stock options

MONETARY REWARDS- rewards which do not pertain to money, finance or currency; refer to intrinsic rewards that
are self- granted and which have a positive psychological effect on the employee who receives them.

a. Award
b. Praise

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 8.1

Test I.

Directions: Read and analyze the following statements. Write REWARD if the statement is correct and SYSTEM if the
statement is wrong. (2 points each) (1/4 sheet of paper)

1. Retirement benefits and educational benefits are example of nonmonetary rewards.

2. Incentives is an example of nonmonetary rewards that are based upon a pay-for-performance philosophy.
3. Giving verbal appreciation for excellent job performance is an example of monetary reward.
4. Stock options are plans that grant customers the right to buy a specific number of shares of the organization’s
stock at a guaranteed price during a selected period of time.
5. Nonmonetary rewards refers to the extrinsic rewards that are self- granted.

Test II.

Directions: Read and analyze the following statements. Arrange them according to the steps in union organizing. Just
write Step 1, Step 2, Step 3, Step 4 and Step 5.

1. This starts with identification of employees who are ready to act as leaders in campaigning for their goals.
2. Intense emotions are shown by employees, the labor group, and the employers during this period.
3. When the sufficient number of votes if garnered, the NCRL certificates the union as the legal bargaining
representative of the employees.
4. To explore unionization possibilities, employees weigh the advantages and disadvantages of seeking labor
representation while the union officers gather more data about the employee’s complaints.
5. This is conducted to attract more supporters and select potential leaders among the employees who can help
the union organizers.

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Test I.

Directions: Examine the following situations and determine what basis of compensation is applied. (½ crosswise, 2
points each)

1. Ms. Jona is being paid on a day-to-day basis.

2. Mr. T paid his workers according to the number of products produced.
3. Ariel received his monthly salary.
4. Tr. Lei’s salary is based on the number of hour she is teaching in college.
5. Ploy receives his working salary every week.

Test II.

Directions: Examine the following situations and determine what type of employees are described below.

1. Ms. X puts her time but not energy or passion into her work.
2. The manager drives innovation and move the organization forward.
3. Tr. A was promoted because of her dedication at work.
4. She is not motivated not driven to do her job.
5. Tony undermined the work of his co-workers.

Test III.

Directions: Read and analyze the following statements. Write WAGES if the statement is correct and if the underlined
word is wrong, write the correct answer on your paper.

1. Direct compensation includes benefits given by employers other than financial remunerations.
2. Compensation theory is a motivation theory focusing on employees’ response to the pay that they receive.
3. BARS stands for Behaviour Anchored Rating Scale.
4. Training methods refers to the performance appraisal method where each characteristics to be evaluated is
represented by a scale.
5. Administrative purposes, these are fulfilled through appraisal programs that provide information about
employee’s performance and their strength and weaknesses.

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  Reward is something given or done in return, especially in the form of salary, a gift,
incentive pay, benefits, or recompense for merit
 The National Labor Relations Commission (NLCR) is an attached agency of the DOLE.
 Employee movements are series of actions initiated by employee groups tending toward
an end or specific goal.
 Employee relations are the connection created among employees/ workers as they go
about their tasks for the organization to which they belong.

Cabrera, Helena Ma. F., Ph.D., et. Al, (2016), Organization and Management, Vibal Group
Incorporation, Manila; 1253 G. Araneta Ave., Quezon City, pp 51-74
https://www.bing.com/search?q=phases+of+eeconomic+development&FORM=EDGENA&PC=A
CTS&refig=e34ae2bad1504c748a73e5a3dce9a1bf
https://www.bing.com/search?q=local+and+international+business+environment&FORM=ED
GENA&PC=ACTS&refig=e34ae2bad1504c748a73e5a3dce9a1bf

ORGANIZATION AND MANAGEMENT Page 19

Prepared by: Checked by:

SHIELLA IRISH A. MALLARI, LPT MARILOU C. MENDOZA, LPT

Subject Teacher SHS Module Coordinator

AIMIE O. ALCANTARA, LPT

SHS Head Teacher

Recommending Approval: Approved by:

NERISSA S. DELOS REYES, MAED, SMRIEdr Dr. RAMON E. WOO JR., CPA, DFRIEdr
VP/ Basic Education Principal Dean of Studies

Noted by:
Dr. ROSALINA S. ANDYA, Ed.D., DFRIEdr
President

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