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Republic of the Philippines Department of Education PUBLIC TECHNICAL -VOCATIONAL HIGH SCHOOLS

Unit of Competency Module Title

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Recall the Duties and Functions of Enterprise Owner Recalling the Duties and Functions of Enterprise Owner

Module No. 2

HOW TO USE THIS MODULE


Welcome to the Module Recalling the Duties and Functions of Enterprise Owner. This module contains instructional materials and activities for you to complete. The unit of competency Recall the Duties and Functions of Enterprise Owner contains the knowledge, skills and attitudes required for the course Entrepreneurship. You are required to go through a series of learning activities in order to complete each of the learning outcomes of the module. Follow these activities on your own and answer the Self-Check at the end of each learning activity. If you have questions, dont hesitate to ask your teacher for assistance.

COURSE UNIT OF COMPETENCY

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ENTREPRENEURSHIP IV Recall the Duties and Functions of Enterprise Owner Recalling the Duties and Functions of an Enterprise Owner This module covers the knowledge, skills and attitudes required in recalling the duties and functions of an enterprise owner. 10 Hours

MODULE TITLE MODULE DESCRIPTION

SUGGESTED DURATION

SUMMARY OF LEARNING OUTCOMES: Upon completion of the module the students should be able to: LO1 Recall the duties and functions of an enterprise owner.

WHAT WILL YOU LEARN? At the end of this module, you are expected to recall the duties and functions of an enterprise owner. LESSON 1 DUTIES AND FUNCTIONS OF AN ENTERPRISE OWNER WHAT IS THIS LESSON ALL ABOUT? This lessons the recalls the duties and functions of an enterprise owner. WHAT WILL YOU LEARN? At the end of this module you shall be able to: 1. Recall the duties and functions of an enterprise owner

LET US STUDY: WORDS TO STUDY Planning is thinking before a particular task is done. Organizing Directing means assembling the essential resources to execute the developed plans. involves the guiding, leading and supervision of the employees for the achievement of organizational goals is the proper and effective selection, appraisal and development of personnel to do the jobs and fulfill the roles in the structure. means making sure that activities done in the enterprise are in conformity with what has been planned.

Staffing

Controlling

As you have previously learned, entrepreneurs plan and organize resources and run the business. This denotes ownership of the enterprise. Managers may or may not be necessarily the owners of the company although they run it. They can be just mere employees. The functions of management are uniquely described as managers job. Managerial functions are the same for all organizations regardless of size or type. The only difference is the amount of emphasis given to each staffing, directing and controlling. PLANNING This is the function of management that involves setting of objectives and determining the course of action for achieving these objectives. PLANNING 1. 2. 3. 4. 5. Environmental scanning Establishing objectives Identifying alternative courses of action Evaluating various alternatives. Making decisions about the best course of action.
OPERATIONAL
(Short-range)

(Intermediate range)

TACTICAL

ORGANIZING The task of organizing involves defining the specific activities necessary to achieve the enterprise goals, clustering the activities into departments or job positions and designating the personnel to head and compose each department.

(Long range)

STRATEGIC

A diagram showing the organizational relationships of the position and their corresponding authority, responsibility and accountability is called the organizational chart. Authority is the right that a manager has to require a subordinate to accomplish something. Authority can be delegated. Responsibility is the duty of the manager that one has to fulfill in connection with the performance of his job. Responsibility cannot be delegated. Accountability, like responsibility cannot be delegated. This is the situation of being answerable to higher authorities. TYPES OF ORGANIZATION Line Organization Direct command of superiors over workers who accomplish the task. The officers of the operating units receive orders from their higher authority and relay to their subordinates. Example: MANAGER

SUPERVISOR FOREMAN WORKERS Line and Staff The president hires to handle specialized activities which a line officer can not handle the legal counsel helps and advise the president and does not have authority over the line employee.

PRESIDENT

LEGAL OFFICER

MARKETING MANAGER

PRODUCTION OFFICER

ADMINISTRATIVE OFFICER

FUNCTIONAL TYPE This structure focuses on the functions or types of activities in each unit. It is expected that the worker has one or more immediate supervisor Example: MANAGER

Supervisor

Leadman

QUALITY CONTROL OFFICER

PRODUCTION MANAGER

WORKERS Committee Type

WORKERS

WORKERS

This form of organization represents a group of persons who may fulfill functional staff or line duties, as contrasted with a one man performer who runs the organization single handedly. An example is an executive committee which is tasked to plan and formulate decisions in a company.

STAFFING The organizational framework needs to be flashed out by people who will man the positions. FOUR ESSENTIAL STEPS

Design an Improvement Plan Recruitment Training and Development

Examine Present Personnel Job Analysis Workload Assessment

Assessment of Workers skills, strengths, weaknesses, potentials Workers vs. Required Skills and Abilities

Quantity and Quality of Personnel Needed

DIRECTING

Directing involves putting your plans into effect. BEHAVIORAL APPROACH (Ex. Maslows Hierarchy of Needs)

MOTIVATION

LEADERSHIP SKILL upward

Communication

lateral

downward CONTROLLING Making sure that what is done in the enterprise conforms with what has been planned. CHARACTERISTICS OF CONTROLLING
Proper Activities Timely Cost effective Accurate

Compare Performanc Measure Actual

Set Performance Establish ACTIVITY: Fill in the diagramStandard five (5) basic functions of an enterprise with the owner.

1. 2. 3. 4. 5.

ENTERPRISE OWNER

LET US REMEMBER In a business enterprise, it is important to have an organizational structure because it determines the level of authority, duties and functions of each manager and worker. LET US APPLY WHAT YOU HAVE LEARNED Given your knowledge of the duties and functions of an entrepreneur, put a check mark in YES if you are appropriately doing your part as an entrepreneur. Put a cross mark X In NO if you do not do your duties functions. DUTIES AND FUNCTIONS 1. Planning Do you have a clear plan on what is to be done, when, how and by whom it should be done? 2. Organizing Are your specific activities well defined? 10 YES NO

3. Staffing Do you have proper and effective selection, appraisal and development of personnel to do the job? 4. Directing Can you communicate well with your clients? 5. Controlling Are you well aware of the quantity of your products or services number of customers or clients and quality of products or services? HOW MUCH HAVE YOU LEARNED FROM THIS MODULE?

RESOURCES: REFERENCES: Anderson, P. and Pulich Managerial Competencies Necessary in Todays Dynamic Health Care Environment. Heath Care Manager 21, no.2 (2002) Carrol, Stephen J., and Dennis J. Guillen. Are the Classical Management functions useful in Describing managerial Work?; Academy of Management review 12 no.1 (1980:38-51) SEDP Book www.coolclips.com Assessment tools Learning guide Business planning

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ACKNOWLEDGMENT
Copyright Department of Education 2009

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This module was based on the Writeshop on the Development of the Competency-Based Curriculum (CBC) for Entrepreneurship for Technical Vocational High School conducted at Marikina Hotel Marikina City, May 25 30, 2009 This learning instrument was developed by the following personnel: Dr. Reynaldo M. Valdez Jones Rural School Group Leader Dr. Celedonia T. Teneza Benigno Aquino High School Mr. Gilbert Camayang Cabrroguiz National School of Arts and Trade Mr. Alfonso P. Rodriguez Jr. Muntinlupa Business High School Mr. Fernando C. Agustin Bukig National Arts and Trade School Mrs. Leona M. Tomas San Pedro National High School Writer/Facilitator: Mr. Rene G. Delfino Muntinlupa Business High School Editor: Dr. Estrellita Evangelista Encoder: Mrs. Marisol E. Saldivar

Funding: Department of Education

ACKNOWLEDGMENT
Copyright Department of Education 2009

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This module was based on the Writeshop on the Development of the Competency-Based Curriculum (CBC) for Entrepreneurship for Technical Vocational High School conducted at Marikina Hotel Marikina City, June 5 -7, 2009 This learning instrument was developed by the following personnel: Dr. Reynaldo M. Valdez Jones Rural School Group Leader Dr. Celedonia T. Teneza Benigno Aquino High School Mr. Alfonso P. Rodriguez Jr. Muntinlupa Business High School Writer/Facilitator: Mr. Rene G. Delfino Muntinlupa Business High School Editor: Dr. Estrellita Evangelista Encoder: Mrs. Marisol E. Saldivar

Funding: Department of Education

ACKNOWLEDGMENT
Copyright Department of Education 2009

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This module was based on the Writeshop on the Development of the Competency-Based Curriculum (CBC) for Entrepreneurship for Technical Vocational High School conducted at Marikina Hotel Marikina City, July 1to 5, 2009 This learning instrument was developed by the following personnel: Dr. Reynaldo M. Valdez Jones Rural School Group Leader Dr. Celedonia T. Teneza Benigno Aquino High School Writer/Facilitator: Mr. Rene G. Delfino Muntinlupa Business High School Editor: Carolina F. Chavez, Aida T. Galuran, Beatriz A. Adriano & Dr. Corazon C. Echano Encoder: Mrs. Marisol E. Saldivar

Funding: Department of Education

TABLE OF CONTENTS

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Module Title: Familiarizing Learners with the Page Duties and Functions of Enterprise Owner How to Use This Module . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Summary of Learning Outcome . . . . . . . . . . . . . . . . . . . . . . . . . What Will You Learn What Do You Already Know Pre Test . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Lesson 1: Duties and Functions of an Enterprise Owner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . What is this Lesson About What Will You Learn . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Let Us Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Activity Let Us Remember Let Us Apply What You Have Learned . . . . . . . . . . . . . . . . . . . . Post Test How Much Have You Learned . . . . . . . . . . . . . . . . . . . . . . . . . . Post Test Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Key to Correction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Acknowledgement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 2

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