NAME OF STUDENT : ALJUN A. DESOYO Ph. D.

- EPM

I. COURSE CODE : EDUC 607

II. COURSE TITLE : Adv. Theories & Principles in the Org. & Mgt. of Educ'l Inst

III. TERM : 1ST Semester, SY 2020-2021

A Reaction Paper on Unit II: Organizational Levels and Management Functions

Leading and managing an organization is a complex task that requires a unique mix of
skills. Leaders have to utilize their natural strengths, but they also have to search relentlessly for
ways to close their own performance gaps and improve their behavior. Without continuous
improvement, an organization’s capabilities will be severely limited. In short, if leaders don’t
constantly raise their game, they will suck all the energy and employee engagement out of an
organization. Leaders need to be constantly aware of and working on their personal
opportunities for improvement.

Technically, management is a process of getting things done with the aim of achieving

goals effectively and efficiently. Obviously, if one person is asked to manage a whole
organization, it would prove to be too herculean of a task. Evidently, the workload of
management is divided into a hierarchy. Each person in the hierarchy is provided with just
enough amount of authority and responsibility. Definitely, as we move up the hierarchy the
authority and responsibility and the salary too seem to increase. This hierarchy gives rise to an
authority-responsibility relationship between individuals which gives rise to various levels of
management, which further introduces superiors and subordinates due to the difference in
authority and responsibility into the management system. The tasks are divided into various
departments and resources required for completion of tasks are distributed.

Managing people effectively in extension programmes is a skill that requires constant

planning and development. Managers of extension programmes are painfully aware of the need
for revision and development of the new skill sets held by today's high performers. If change is
not handled correctly, it can be more devastating than ever before. High performers reflect,
discover, assess, and act. They know that a new focus on connecting the heads, hearts, and
hands of people in their organization is necessary. Astute managers know what needs to be
done but struggle with how to do it. Quite often they prefer to consider themselves as teachers
or communicators rather than managers. This results in under-utilization of the increasing
amount of literature on management theory and practice. The root of the problem is
implementation. They must learn how to motivate others and build an efficient team.

Finally, a manager needs to ensure that standards are being met by the department.
Every good organization sets a benchmark for performance which is required to be fulfilled. It
is a managerial function to keep this in check. Further, it is the duty of a manager to take
appropriate steps when such standards are not met. Lastly, the management decides the actions
which play a significant role in success, how and where they can be measured and who should
have the authority to take corrective actions.