Beruflich Dokumente
Kultur Dokumente
Management Functions
Organization Management is a set of principles relating to
the functions of planning, organizing, directing, and
Organization is the idea of putting things together in controlling, and the applications of these principles in
a logical order. In other terms, organization is harnessing physical, financial, human and informational
a group of people who work together. Organizations resources efficiently and effectively to achieve
exist because people working together can achieve organizational goals.
more than a person working alone. To make sure people
work together, organizations have leaders. Also Planning
organization is a social entity (not necessarily
commercial) uniting people into a structured group Planning is future oriented and determines an
managing shared means to meet some needs, or to organization’s direction. It is a rational and systematic
pursue collective goals. way of making decisions today that will affect the future
of the company. It is a kind of organized foresight as well
Organizations may also operate secretly or illegally in as corrective hindsight. It involves the predicting of the
the case of secret societies, criminal organizations and future as well as attempting to control the events. It
resistance movements. And in some cases may have involves the ability to foresee the effects of current
obstacles from other organizations but what makes an actions in the long run in the future.
organization an organization is not the paperwork that
makes it official. To be an organization there must be Organizing
four things: Organizing “consists of grouping people and assigning
- A goal in mind activities so that job tasks and the mission can be
- A leader or committee making the decision properly carried out.
- Action involved Organizing is the second function of management. it
- Communication and members. follows the planning. Organizing is a management
process that refers to the relationship between people,
Two Types of Organization work and resources that is used to achieve goals. In
organizing system top management first fixes the
A hybrid organization is a body that operates in both the
common objective, way and resources. In organizing the
public sector and the private sector simultaneously,
manager make different kind of department and mixed
fulfilling public duties and developing commercial market
the entire department for better work.
activities.
Staffing
Controlling is about keeping an eye on things. It is “the employment and training of the lower levels. They are
process of evaluating and regulating ongoing activities to also the communicators between the top level and the
ensure that goals are achieved.” lower level as they transfer information, reports, and
Controlling provides feedback for future planning other data of the enterprise to the top-level. Apart from
activities and aims to modify behavior and performance these, there are three primary functions of the middle-
when deviations from plans are discovered. level management in the organization.
The lower level managers represent the management to understand how each part of the overall
the operative workers as they ensure discipline and organization interacts with other parts.
efficiency in the organization. The duty of inspiration and
encouragement falls to them, as they strengthened the These skills are of greatest importance to
workforce. They also organize the essential machines, top management because it is this level that
tools and other materials required by the employees to
must develop long-range plans for the
get their job done.
future direction of a business.
- Foremen
Conceptual skills are not of much relevance
- Office superintendents
- Supervisor to the first-line manager but are of great
- Department Heads importance to the middle manager. All small
managers and are much less important at solutions, select an alternative, delegate
Motivation
Making good decisions is never easy, but doing so is Motivation can be defined as “the extent to which
clearly related to small business success. Decisions that persistent effort is directed toward a goal”
are based on a foundation of knowledge and sound Effort: The first aspect of motivation refers to the
reasoning can lead the company into long-term amount of effort being applied to the job apply
tremendous effort to inappropriate tasks that do
prosperity; conversely, decisions that are made on
not contribute to the achievement of the stated
goals.
the basis of flawed logic, emotionalism, or incomplete Persistence: The second characteristic relates to
the willingness of the individual to stay with a
information can quickly put a small business out of task until it is complete.
commission.” Direction: Direction is therefore measured in
terms of how persistent effort is applied in
relation to the goals being pursued.
Leadership and Motivation
Goals: There are two different kinds of goals
(Group 8: LA2PB2R/Team Barbie) being pursued simultaneously. They are
individual goals and organizational goals which
In addressing leadership and motivation as theories may produce quite different results if they are
rather than as scientific fact, there are other issues about not compatible.
personal behavior that must be considered.
Maslow’s Hierarchy of Needs
Most basic concepts are that every person is
Abraham Maslow developed a theory that humans have
Like every other person: Every person is like five sets of needs that are arranged in a hierarchy. He
every other person in that we have a need for contends that people start by trying to satisfy their most
food, water, shelter, etc. basic or compelling needs and progress toward the most
Like some other people: We are like some other fulfilling. These needs are as follows:
people in that we have similar personality traits
which cause us to be more dominant and 1. Physiological needs: These include the need
aggressive, while others may be more passive for food, water, shelter, clothing and money.
and submissive. Until an individual has access to these
Like no other person: we are unique in that no necessities, there can be no further progress.
other person has the same genetic make-up, These needs are very basic, and for the most
past experiences, or view of the world. part, society and our social network have
ensured that they are present. Intrinsic values
include personal comfort and satisfaction, while their own structures to suit their individual
the extrinsic values are most often provided by needs. In discussing this theory, it appears that
the organization, the community, or society. the further up the scale an individual moves, the
2. Safety needs: These include security, stability, more the rewards or motivators move from the
and a structured environment. Here, the external environment to an internal need. It also
individual expects and pursues job security, a becomes more difficult to influence motivation,
comfortable work environment, pension and since material rewards become less relevant
insurance plans, and freedom to organize in and internal rewards become more difficult to
order to ensure continuation of these benefits. identify and address. In order to enhance
Individual’s main objective is to ensure that organizational performance, it is important that
benefits are protected or employment needs are the organization recognize the individual need
being met rather than contributing to long-term and provide opportunities for satisfaction.
organizational goals. Again, we see a
dependence on the external environment to Alderfer’s ERG Theory
provide these supports. Personal motivation Clayton Alderfer developed another needs-based theory
may include the peace of mind that can be that supports in many ways, the theory developed by
provided as a result of these needs being Maslow, but consists of three rather than five basic
secured. needs. Alderfer also sees his three levels which includes
3. Relationship needs: Relationship needs existence, relatedness, and growth (ERG) needs as
include socialization, affection, love being hierarchical, and thus, influenced by personal
companionship, and friendship. The individual at growth and extrinsic and intrinsic rewards.
this level participates for personal or intrinsic
rewards. Since no person can live for extended 1. Existence needs: These include needs that are
periods without interaction with other people, the satisfied by material substances or conditions.
individual may be drawn to participate simply to They correspond closely to the physiological
fulfill this need. Organizations that provide these needs identified by Maslow and those safety
opportunities include social clubs, singles clubs, needs that can be satisfied by material rather
seniors clubs and service clubs, depending on than interpersonal rewards or conditions. They
the level of personal need. The organization can include the need for food, shelter, pay, and safe
assist by ensuring that the opportunity for social working conditions.
and relationship expectations are created and 2. Relatedness needs: These are needs that may
met. be satisfied by communication, or exchange and
4. Esteem needs: These include feelings of interaction with other individuals. There is a
adequacy, competence, independence, dependence on feedback from other
confidence, appreciation, and recognition by organizational or community members to fulfill
others. Again, the individual is driven more by these needs. Thus, the motivation is provided by
internal or intrinsic needs. The external a combination of intrinsic and extrinsic rewards.
environment is needed more to provide These rewards include accurate and honest
recognition than to provide material rewards. At feedback, which may involve direction and
this point, the intrinsic value is more important advice rather than unconditional pleasantness or
than that which can be provided by agreement.
3. Growth needs: These are needs that are
outside influences. The ego seems to take over fulfilled by strong personal involvement that fully
here and the need is to ensure that it is satisfied. utilizes our skills, abilities, and creativity. They
5. Self-actualization: Different people have include Maslow’s self- actualization as well as
different ideas about what they need to achieve esteem needs that rely on intrinsic rewards.
in order to obtain true happiness. For the
wealthy person, money may nolonger be the
motivator, it may now be a need to exercise Both theories are also similar because they are
power or the adventure and adrenalin rush hierarchical, and individuals will concentrate on the
created as a result of playing “high stakes achievement of the lowest level of need that is not fully
games”. This becomes the intrinsic motivation. satisfied. Maslow contends that the lowest level of need
People who pursue self-actualization are more must be satisfied before an individual can proceed to the
accepting of reality, themselves, and others. next higher level. Alderfer theorizes that if a higher level
Organizational requirements may include the need is unsatisfied, the individual will regress to a desire
opportunity for creativity and growth. Frequently, to satisfy lower-level needs. Maslow believes that once a
individuals aspiring to this level often operate need is met, it is no longer motivational. Alderfer
outside existing organizations and instead build theorizes that while an individual may have met a higher-
level need in one’s personal life, for example, they may
still be operating much lower on the scale where skills, and apply a model to individual behaviour. Results of
aptitude, and knowledge may affect performance and McClelland’s research has been applied in
confidence organizational settings and have been supportive of the
idea that particular needs are motivational. Our former
McClelland’s Theory of Needs theme, ‘when all else is consistent, the individual is
Psychologist David McClelland contends that we different’, suggests that the application of any theory of
develop a relatively stable personality early in life that, motivation has strengths and weaknesses that allow
once acquired, remains unchanged. McClelland, insight into individual motivation and provide escapes for
therefore, does not see motivation as hierarchical. He those times when the theory will let us down. All theories
does not address the issue of growth, but has been contribute to a better understanding of human behavior
more concerned with the behavioural consequences of in general, but specific application of theory depends on
need. The three areas of need he has identified include factors that respond to individual needs.
the need for achievement, the need for affiliation, and Motivational Goals
the need for power.
Carol Dweck theorizes that all goals a person might
1. Need for achievement: Individuals in this pursue fall into two distinct categories: performance
category have a strong desire to perform goals and learning goals.
challenging tasks well. They have a preference
for situations where personal responsibility can 1. Performance goal - is one in which the individual
be taken for successful outcomes. The goals is concerned with acquiring favorable judgement
they set provide for moderate and calculated from his or her peers, supervisors, or authority
risk, and the individual seeks performance figures.
feedback to allow for modification and to ensure 2. Learning goal -is one in which an individual uses
success. feedback to increase his or her competence.
2. Need for affiliation: People in this category
display a need to establish and maintain friendly, If this theory is correct, it contains some further
compatible relationships. They have a need to implications for motivation. Firstly, it provides for a much
like other people and want others to like them. better understanding of intrinsic and extrinsic rewards in
They have an ability to create social networks relation to performance. While favorable judgment from
that will result in meeting these needs. peers provides extrinsic rewards, the intrinsic rewards
3. Need for power: People in this category have a come from both the acceptance of this judgment, and
strong need to have influence over others. They the direction that it provides for further learning. The
wish to make a significant impact and performer sees learning as a life-long process, thus
impression on those with whom they come in creating even greater levels of motivation.
contact. This need for power corresponds in Secondly Theory provides a better understanding about
many ways to Maslow’s esteem needs where failure and its impact on the individual. Since we all fail
power is used to get attention or to build sometimes, our ability to respond is an important factor
personal prestige. in motivation. A person with a learning goal will respond
Since this theory is non-hierarchical, the growth pattern to failure by trying even harder to succeed the next time.
between intrinsic and extrinsic rewards that are a major A person with a performance goal may respond to failure
part of the earlier theories, do not appear to contain the by concluding that they cannot complete the task and
same significance. McClelland contends that people will may therefore, give up.
be motivated to seek out and perform well in jobs that Dweck further theorizes that some people believe that
match their needs. These needs may include either of personal qualities such as intelligence and ability are
the three categories identified above and are not fixed and unchangeable. This belief may lead people
contingent on any progression from one category to with performance goals to conclude that they don’t have
another. what it takes, and as a result, give up, while others
The testing of these three theories has resulted in some believe that intelligence and ability can change with time,
conclusions that help us identify the strengths and education, and experience. Their goal, therefore, is not
limitations of each approach. While Maslow’s theory is to prove their competence but to increase it, thus
complicated and contains more steps than the others, success and failure are learning experiences that cause
there is recognition of the them to try even harder next time. Failure may even be
seen as creating a greater challenge.
LEADERSHIP
progression from one level to the other. Alderfer’s three
levels seem to be simpler, less rigid, and therefore, may
be more satisfactory to those who wish to understand
In many circles, there is continuous debate about 1. Emergent Leaders - those who earn leadership
whether leaders are born or developed. If we reflect on positions through their expertise, skills, abilities
our earlier discussion about motivation, we will see that to influence others, or personal acceptability by
humans are very complicated and are made up of a the group. Emergent leaders hold their position
number of traits. As with motivation, these influences are as a consequence of their appeal to Leadership
both inherited and acquired from our environment and and Motivation.
influences, and consequently, leadership theories will 2. Assigned Leaders - those who are given power
continue to be debated in the future. Furthermore, for the to exercise influence through appointment. In
purpose of this unit, we will not distinguish between general terms, both emergent and assigned
leaders and managers, but will use the term leader to leaders fulfill two different functions: (1) they
apply to any earned or appointed role that carries with it must be able to provide social and emotional
the exercise of power and influence over others. The support to the group by listening,
Leader is responsive to the group agenda and is secure acknowledging, team building, and supporting
only as long as he or she remains responsive. Since other members in the group. This is referred to
most people are easily influenced and may change their as social-emotional support. (2) To provide
minds as a result of immediate or emerging needs, direction and assistance to the group in
support is difficult to maintain. accomplishing their tasks.
Successful leaders have the ability to identify
Leadership may be defined as: the influence that
and apply the appropriate strategy at the right
particular individuals (leaders) exert upon the goal
time.
achievement of others (subordinates) in an
A group that is confused about the goals of the
organizational context. An earlier unit on Board
organization, for example, will not respond well
Governance addresses in a limited way, the impacts of
to a social-emotional approach, nor will a group
leaders on performance, stated that leaders have an
that is experiencing internal conflict and in need
ability to see how different aspects of a situation fit
of team building skills respond very positively to
together and influence each other. They seek out
a request to improve individual performance.
alliances, opportunities, and approach goals in a
proactive way. They have a positive effect on others, The Search for Leadership
which attracts support from those who have similar
What are the qualities that make successful leaders?
needs for accomplishment. Their self-confidence creates
a belief in other people’s abilities; therefore, emphasis is While some general characteristics of leaders emerged,
placed on empowerment and freedom. there were no conclusions whether personality traits
made up the leader or if the opportunity for leadership
Leadership has two distinct aspects:
produced the traits.
1. The individual who exerts influence,
Emergent Leaders
2. Those who are the objects of this influence.
The biggest weakness in the trait approach to
Successful leadership depends to a large extent, on the
leadership identification is its failure to take into
environment and situation in which these dynamics exist.
account the task, the subordinate, and the
There are other issues that must also be acknowledged.
setting or environment in which work is
Two types of leaders: performed.
The study of emergent leaders gives some Leaders who have access only to punishments
good clues to what qualities appointed leaders often resort to identifying degrees of
must have to be successful. unfavourable behaviour, and dole out
Their role is safe only as long as the group is punishment accordingly
attracted to these attributes and conditions.
House’s Path- Goal Theory
Should these positions change, or the group
According to Robert House, the most important activities
finds other influences, a lack of support or
of leader are those that clarify the path to various goal of
outside forces may undermine the leader’s role. interest to subordinates, thus effective leaders form a
The role, therefore, is dependent on connection between subordinate goal and organizational
goal. House’s Theory is concerned with four different
performance and any real or perceived faltering
kinds of leader behavior. These include:
will quickly translate into lack of support. The
present incumbent after losing support Directive Behavior: This includes
scheduling work, maintaining performance
becomes “dethroned” or replaced.
standards, and letting subordinates know
This fledgling type of leadership is what we what is expected from them.
most often observe in community groups and Supportive Behavior: A leader displaying
this behavior is friendly, approachable, and
organizations, politics, and citizen-led efforts.
concerned with pleasant interpersonal
relationships.
Assigned Leaders
Participative Behavior: Leaders who
Draw their power and influence from sources practice this behavior consult with their
subordinates, and consider their opinion.
outside the group, and in most cases, have
Achievement Oriented Behavior: This
been given some power to assign tasks, and behavior encourages subordinate to exert
hand out rewards and punishments based on higher efforts and strive for a higher level of
goal accomplishment. Leaders
performance.
demonstrating this behavior express
Rewards may include compliments, tangible confidence that subordinates can reach
benefits, and deserved special treatment. When these goals
well thought out, with clear criteria rewards that Situational Factor
compliment individual needs can be very
Subordinate characteristics and environmental factors
motivational. greatly influence the success, and create the opportunity
On the other hand, leaders who have no for successful leadership.
authority to provide rewards may attempt to Firstly, individual characteristic affect the
create them by giving compliments and praise achievement levels that can reasonably be
expected.
and making promises they can’t deliver.
Secondly, subordinates have individual needs
Over time, this tends to demotivate, leads to a that must be met if their performance and
loss of loyalty, creates dissension and motivation level is to remain high.
Thirdly, subordinate’s aptitude and abilities will
eventually causes the group to become
affect both the performance and the response
dysfunctional. of other co- workers.
Punishments may include reprimands,
Environmental factors that impact on leadership includes
unfavourable task assignments, and the following:
withholding of raises, promotions, and other
The appropriateness of the leader’s style to the
rewards. At best, punishments seem to have situation will have a major impact on the
minimal impact on satisfaction or productivity. behavior of the group.
Task clarity, urgency and subordinate empathy Cons:
will affect performance and motivation.
Leader qualifications and knowledge will build Waste of time decision
group confidence and loyalty.
There is probably no substitute for being in the This style is only useful when all subordinate are
right place at the right time. educated.
Employee’s contribution in decision making honestly and directly inappropriate, spontaneous, and
process
non-manipulative ways. Assertiveness communicates operation or other food operations that need a facility to
respect for others while acting in one’s own best interest. safely handle, prepare, package or store food for retail
sale to consumers.
5. Dominance: When appropriate, successful leaders Where can a commissary be located?
must be able to take control and dominate an issue,
A commissary must be located within 30 minutes or 30
environment or situation. The successful leader also miles of where the intended area of operation is located
knows when to relinquish control and involve others. or otherwise approved by the Department prior to use.
A recent Glassdoor survey of people in * Just remember that your employees aren’t
recruitment, HR, and hiring managers
automatons, chugging along only for a
found that for 45% of employees who
quit, the top reason is salary. This paycheck. They care about where they work,
reason was followed by career
how they work, and who they work with. When
advancement opportunities, better
benefits, and location. competing in a tight job market, it’s important to
Hire the right person at the start keep that in mind instead of getting in an
Glassdoor found that 35% of those unwinnable wage bidding war that could wipe
doing the hiring of new employees are
out your bottom line. *
doing so with the expectation that more
employees will be quitting in the coming
year. It’s a little disheartening to know
that those doing the hiring are already
envisioning over one-third of their hires LAWS AND REGULATIONS ON COMMISSARY
walking out the door. SERVICE OPERATION
Commissary Items The Assistant Commissioner for j. Statement of facility Weekly Report activity.
Contracts & Financial Services Division through the Physical Count Adjustment Report The Assistant
Central Commissary Unit is responsible for ensuring that Commissioner for Contracts & Financial Services
the sale price of items authorized by the Commissary Division, through the Central Commissary Unit, shall be
Committee are priced in accordance with the authorized responsible for conducting a monthly analysis of the
markup percentage establish by Financial Services dollar values associated with the adjustments to identify
Division. any patterns or trends. Categories of adjustments
a. Procurement of contracts and /or purchase associated with large dollar values will be the subject of
orders; follow-ups and investigations as appropriate.
b. Proper scheduling of all deliveries for all Deputy Commissioner Information Technology The
commissaries; and Deputy Commissioner, Information Technology is
responsible for maintaining all technologies affecting
c. Authorization of transfer of commissary commissary operations, providing all technical supports
merchandise from one commissary's inventory to for commissary operations, and providing IFCOM
another, as required. training to commissary personnel.
Receipt of Merchandise
General Delivered commissary merchandise will be received by the facility is accounted for and
received in accordance with established Departmental delivered to the facility commissary immediately
policy as stipulated in Departmental Directive # 2305,
Inventory Control Policy and Procedure - Section 3 - Incorrect IFCOM Receiving Entry It is the responsibility
Receiving. of the facility's Commanding Officer, through the Deputy
Warden for Administration, to ensure that all commissary
There are certain commissary merchandise delivery merchandise received by the facility is being entered
standards that must be met: correctly into the IFCOM System.
a. 75% product shelf life remaining at time of The following steps are to be followed for all receiving
delivery; inventory corrections:
b. Crushed or water damaged cases must be a. When any incorrect IFCOM receiving entries
refused; occur, the Manager of Commissary must notify the
Administrative Captain or Business Manager and the
c. Any case leaking contents must be refused; Central Commissary Unit immediately upon
d. No product invoiced for a different facility will be discovery and verbally request an inventory
accepted by another facility without the approval of adjustment.
the Central Commissary Unit; and b. The Manager of Commissary will complete the
e. Most importantly, the shipping count must match Inventory Correction Form (Appendix 2). It must be
the delivery count. detailed and forwarded to Financial Services.
f. All commissary personnel must adhere to c. If the receipt is for less than the amount ordered,
published Department Directives, General Orders, the Central Commissary Unit will contact the vendor
Operations Orders, and any other Departmental and request the remainder of the delivery. The
communication regarding access to institutions of Central Commissary Unit will contact the Manager of
non-Departmental employees. Commissary and advise when the remainder of the
order will be delivered.
g. Delivery agents must be given the opportunity to
deliver merchandise in a timely matter. Any delay in d. the Manager of Commissary should accept only
accepting merchandise may affect the delivery of the ordered amount.
merchandise to another facility. e. The facility Business Manager is responsible for
h. Commissary merchandise received by an verifying the adjustment.
institution must be immediately transferred to f. The Facility Business Manager is responsible for
commissary control and entered into IFCOM. The sending the Commissary Verification Form
storage of any merchandise without IFCOM entry is (Appendix 3) to confirm the transaction and gain
strictly prohibited. access to the appropriate IFCOM screen to the
Receiving Area Central Commissary Unit.
a. Institutions Having A Dedicated Commissary g. The Central Commissary Unit will accept only the
Receiving Area It is the responsibility of the mandated Verification form. The inventory
facility's Commanding Officer to establish, correction will not be approved if an alternate
institute and implement through the issuance of method of notification is employed.
an Institutional Order all procedures necessary h. The Manager of Commissary will maintain a hard
for the facility, to ensure that all commissary copy of all Verification forms on file in the facility for
merchandise received by the facility is a period of seven (7) years.
accurately counted prior to acceptance,
forwarded to the commissary storage area, and Submission of Receiving Paperwork It is the
immediately entered into the IFCOM system in responsibility of the facility's Commanding Officer,
accordance with the IFCOM Operation Manual. through the Deputy Warden for Administration, to ensure
b. Institutions Not Having A Dedicated that all receiving documents are submitted to Financial
Commissary Receiving Area It is the Services: attention: Payment Unit, within twenty-four (24)
responsibility of the facility's Commanding hours of the receipt of commissary merchandise.
Officer to establish and implement, through the
issuance of appropriate Institutional Orders, all Documents that must be submitted by facility
procedures necessary to ensure that all commissaries are:
commissary merchandise delivered and a. The original of the delivery ticket, invoice, or
packing slip must be stamped (Appendix 4) and
signed by the receiver. The receiver must clearly c. The Manual Sales Form (Appendix 6) MUST be
print the stock number, the quantity of completed, totaled and signed by an inmate prior to
commissary merchandise received by selling the issuance of merchandise.
unit, the quantity of merchandise received by
delivery unit, date and time received, and clearly d. A physical inventory of all commissary
affix a legible signature with shield or merchandise must be taken after the last manual
identification number to the delivery document. sales transaction, but prior to the first IFCOM
b. An attached copy of the printed inventory receipt transaction.
report generated by IFCOM. e. A complete reconciliation of the manual sales
c. All inventory receipt reports must be verified by process must be performed prior to shopping the
the Deputy Warden for Administration or first inmate using the IFCOM system.
designee. All documents must be signed, dated
and forwarded within twenty-four (24) hours after f. Reconciliation of Manual Sales Process
the merchandise was received to the Financial
Services Payment Unit. Selling Merchandise The facility's Commanding Officer,
through the Deputy Warden for Administration, will be
Maintenance of the Receiving Document responsible for the following conditions relative to the
Records It is the responsibility of the facility's sale of commissary merchandise to inmates:
Commanding Officer, through the Deputy Warden
for Administration, to ensure that all receiving 1. Manager of Commissary It is the responsibility of the
commissary merchandise receiving documents and Manager of Commissary to limit damage, loss, theft and
inventory receipts reports are maintained in a ensure freshness of commissary merchandise. The
retrievable and auditable fashion within the facility Manager of Commissary must pay particular attention to
for a period of seven (7) years. the proper rotation of commissary stock using the First In
First Out (FIFO) method of inventory.
Processing of Vendor Payments Financial
Services will process commissary vendor payments 2. Inmate Price List The facility must generate and post
in accordance with the Policy Procurement Board a price list from IFCOM each operating day prior to
Rules and Comptrollers' Directives. shopping the first inmate. The price list shall be posted in
a highly visible area, in plain sight of the inmates using
Commissary Sales It is the responsibility of the the commissary.
facility's Commanding Officer, through the Deputy
Warden for Administration, to ensure that each 3. Item Display At least one (1) sample or facsimile of
inmate is given the opportunity to purchase each commissary item available for sale must be on
commissary merchandise at least once per week. display for inmate viewing.
IFCOM System It is the responsibility of the facility's 4. Inmate Limits There will be neither a dollar nor item
Commanding Officer, through the Deputy Warden limit placed upon any commissary purchases by an
for Administration, to ensure that all commissary inmate unless authorized by the Commissary Committee
sales to inmates are processed through IFCOM. or, in emergency circumstances, by the Chief of
Department, or, if IFCOM is inoperable, by this directive.
Manual Sales (IFCOM Inoperable) Manual
shopping by inmates is permitted only when the 5. Identification When doubt exists as to the identity of
IFCOM system is unavailable. When the facility the inmate about to purchase commissary merchandise
Commanding Officer determines that manual the Administrative Captain and/or Business Manager,
shopping by inmates is necessary, the facility will be notified for assistance. No sale to the inmate will
Commanding Officer must notify the Assistant occur until the proper identity of the inmate is
Commissioner for Contracts & Financial Services established.
Division. Inmate Receipt of Merchandise Inmates may not
a. A physical inventory (manual sales opening physically take receipt of commissary merchandise until
inventory) of all commissary merchandise must be the IFCOM receipt is printed and presented to the
undertaken prior to the first manual sale transaction. purchasing inmate and the inmate has signed the
Commissary Sales Log.
b. Manual commissary sales are only to be made to
inmates who have sufficient funds in their Inmate Inventory Rotation All commissary, merchandise must
Account, but cannot exceed the current weekly be maintained using the First In First Out (FIFO)
spending limit on commissary sales set by the principle.
Commissary Committee. All commissary merchandise must be stored properly.
a. All commissary merchandise should be stored in the selling facility or in the custody of the
accordance with manufactures' requirements, as Department.
specified on the packaging. v. Coupons are not acceptable or redeemable
as credit toward any purchase of
b. When at all possible, all commissary merchandise commissary merchandise.
should be stored in areas that are climate controlled (air
conditioned in the summer and heated in the winter). Institutional Order Any promulgated Institutional Order
shall not conflict with this Directive nor contain any
c. All commissary merchandise not requiring amended procedures that may be in conflict with this
refrigeration must be stored on shelves, skids, pallets or directive.
specifically constructed grating with a minimum of four
(4) inches of clearance from the floor. Condemnations On occasion it will be necessary to
condemn commissary merchandise due to its physical
d. All commissary merchandise requiring refrigeration condition, shelf life expiration, compromised packaging
must be stored in a refrigerator on shelves or on skids, integrity, insect or rodent damage, or extreme
pallets or specifically constructed grating with a minimum environmental conditions such as heat, cold, moisture,
of four (4) inches of clearance from the floor of the or humidity.
refrigerator.
The following steps are to be followed for condemnation
Audio Equipment inventory corrections:
a. Radio - Each radio must be approved by the a. The Condemnation Form
purchasing inmate. In addition, each radio sold must be b. The Central Commissary Unit will provide
engraved with the inmate's book and case number. access to the appropriate IFCOM condemnation
b. Battery - Each battery must be tested to ensure screens.
sufficient operating strength. c. The Manager of Commissary is responsible for
entering the condemnation.
Commissary Sales d. After the condemnation entry is made, the
Manager of Commissary will notify the Business
a. All commissary sales to inmates are final.
Manager to verify the transaction with an IFCOM
b. There will not be any provisions to return merchandise generated reference number.
to commissary for eithercredit or exchange, except for e. The Business Manager is responsible for
commissary merchandise sold using bagging operation verifying the condemnation.
procedures. f. The Business Manager is responsible for
contacting the Central Commissary Unit for
c. Bagging Operation access to the Verification Screen and for
sending the Verification form (Appendix 3) to
The following measures are to be taken when bagging
confirm the transaction with the Central
commissary merchandise:
Commissary Unit.
i. Inventory/Account Debit Inmate selected g. The Central Commissary Unit will only recognize
merchandise is debited from inventory and the appropriate Verification form. The
payment made from the inmate's account condemnation will not be approved if an
prior to any merchandise leaving the alternate method of notification is employed.
physical confines of the commissary.
Physical Inventory The physical inventory must be
ii. Bagging Operation Sales Form A dedicated
conducted prior to the manual sales when IFCOM is
sales form must be used for a bagging
inoperable, and at the end of manual commissary sales.
operation. Each form must be geared toward
the facility's distinct needs. Processing Physical Inventory
iii. Inmate Signature The inmate signature of
receipt of commissary merchandise is to be a) The physical inventory must be conducted after
made a part of the record for the day's sales the last inmate is serviced.
and maintained by the institution in auditable b) All inventory corrections must be completed as
chronological order for a period of seven (7) outlined in section V., E., 4 prior to the beginning
years. of the physical inventory process.
iv. Commissary Merchandise Return Bagged c) An IFCOM Commissary Stock Status report and
commissary merchandise is returnable only IFCOM Physical Count work sheet must be
when the commissary merchandise is printed after the last inmate has been serviced,
undeliverable to the purchasing inmate but prior to the start of the physical inventory.
because the inmate is no longer housed in d) The physical inventory will commence using the
IFCOM Physical Inventory Work Sheet. The
results of the physical inventory must be entered c) The Central Commissary Unit will indicate the
into the IFCOM System. system generated reference number on the
e) An IFCOM Physical count Report must be commissary Transfer Form.
printed. d) After the transfer entry is made, the Central
f) Each retail (unit price) inventory dollar variance Commissary Unit will notify the Manager of
(positive or negative) per stock number must be Commissary to verify the transaction with an
fully investigated and documented by the facility. IFCOM generated reference number.
Variances in similar types of items (Ex: plain e) The Manager of Commissary is responsible for
potato chips, barbeque potato chips, Bravos) verifying the transfer.
although having separate stock numbers should f) The Manager of Commissary is responsible for
be investigated together and documented as sending the Verification Form (Appendix 3) to
one variance (positive or negative). confirm the transaction with the Central
g) The IFCOM Physical Count must be approved Commissary Unit.
by the facility’s Commanding Officer or the g) The Central Commissary Unit will only recognize
facility's Commanding Officer's designee. An the appropriate Verification Form.
IFCOM Stock Status Report must be printed h) The inventory adjustment will not be approved if
after the physical inventory is approved and an alternate method of notification is employed.
before the initial commissary sale of the new i) The facility Business Manager is responsible for
business day. approving the transfer.
h) A copy of all monthly physical inventory j) The facility will maintain the original transfer
documents (the pre-physical inventory Stock form along with commissary sales, inventory and
Status Report, the Physical Count Report, and merchandise receipt records.
the post physical inventory Stock Status Report)
must be signed by the facility’s Commanding Weekly Report Facility Commanding Officers will be
Officer and received within three (3) business required to forward to the Central Commissary Unit a
days by the Assistant Commissioner for Weekly Report of commissary activity detailing
Contracts & Financial Services Division. favorable, adverse or unusual conditions that impacted
commissary operations of the previous week.
Year-ended Physical Inventory A year-end inventory
must be completed after the last purchase on the last IFCOM COMMISSARY SYSTEM USE
commissary sales day of the fiscal year. a) Training The facility's Commanding Officer,
The fiscal year ending physical inventory is critically through the Deputy Warden for Administration,
important as it is: must ensure that all staff authorized to operate
IFCOM have received the appropriate training.
a) Used to establish the gross margin of sales b) Access Codes and Passwords
revenue for the Department. 1. The issuance of IFCOM access codes
b) The only method by which the Department can and passwords for commissary
officially state the inventory for the beginning of personnel; and
a fiscal year. 2. The termination of IFCOM access codes
and passwords when a holder no longer
Transfers It will be necessary on occasion to transfer is assigned to commissary.
IFCOM received merchandise from one institution's c) IFCOM User Manuals The facility's
commissary to another, due to delivery difficulties or Commanding Officer, through the Deputy
inmate population changes. Warden for Administration, must have available
The following Steps are to be followed for transfer at the command level a sufficient number of the
transactions: IFCOM User Manuals.
d) IFCOM System Records It is the responsibility
a) The Manager of Commissary for the “transfer of the Assistant Commissioner for Contracts &
out” facility must notify and fax the commissary Financial Services Division in conjunction with
Transfer Form to the Central Commissary Unit the Deputy Commissioner for Information
immediately after the merchandise was picked Technology to make available all information
up by the “transfer in” facility. stored on the IFCOM system.
b) The Central Commissary Unit will initiate the
transfer transaction on the IFCOM system by These reports should be accessed in
following the steps outlined in the IFCOM accordance with the Commissary User Manual.
Commissary User Manual. 1. Commissary Financial Report;
2. Commissary Inmate Report;
3. Commissary Inventory Report;
4. Commissary Price Report;
5. Commissary Sales Journal;
6. Condemned Inventory Report;
7. Inventory Receipts Report;
8. Transferred Inventory Report;
9. Physical Count Report;
10. Physical Inventory Worksheet;
11. Stock Status Report; and
12. Sales Summary Report.