fnal - module 2 performing duties and functions of an enterprise owner1

7/31/2019 Fnal - Module 2 Performing Duties and Functions of an Enterprise Owner1

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Unit of Competency : Recall the Duties and Functions ofEnterprise Owner

Module No. 2Module Title : Recalling the Duties and Functions of

Enterprise Owner

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Republic of the PhilippinesDepartment of Education

PUBLIC TECHNICAL -VOCATIONALHIGH SCHOOLS


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HOW TO USE THIS MODULE

Welcome to the Module Recalling the Duties and Functionsof Enterprise Owner. This module contains instructional materialsand activities for you to complete.

The unit of competency Recall the Duties and Functions ofEnterprise Ownercontains the knowledge, skills and attitudes requiredfor the courseEntrepreneurship.

You are required to go through a series of learning activities inorder to complete each of the learning outcomes of the module. Followthese 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.

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COURSE : ENTREPRENEURSHIP IV

UNIT OF COMPETENCY : Recall the Duties and Functionsof Enterprise Owner

MODULE TITLE : Recalling the Duties and Functionsof an Enterprise Owner

MODULE DESCRIPTION : This module covers theknowledge, skills and attitudesrequired in recalling the duties andfunctions of an enterprise owner.

SUGGESTED DURATION : 10 Hours

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.

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WHAT WILL YOU LEARN?

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

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WORDS TO STUDYPlanning is thinking before a particular task is done.

Organizing means assembling the essential resources toexecute the developed plans.

Directing involves the guiding, leading and supervision ofthe employees for the achievement oforganizational goals

Staffing is the proper and effective selection, appraisal anddevelopment of personnel to do the jobs and fulfillthe roles in the structure.

Controlling means making sure that activities done in theenterprise are in conformity with what has beenplanned.


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As you have previously learned, entrepreneurs plan and organizeresources and run the business. This denotes ownership of theenterprise. Managers may or may not be necessarily the owners of thecompany although they run it. They can be just mere employees.

The functions of management are uniquely described asmanagers job. Managerial functions are the same for all organizationsregardless of size or type. The only difference is the amount of emphasisgiven to each staffing, directing and controlling.

PLANNING

This is the function of management that involves setting ofobjectives and determining the course of action for achieving theseobjectives.

ORGANIZING

The task of organizing involves defining the specific activitiesnecessary to achieve the enterprise goals, clustering the activities intodepartments or job positions and designating the personnel to head andcompose each department.

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PLANNING

1. Environmental scanning2. Establishing objectives3. Identifying alternative courses of action4. Evaluating various alternatives.5. Making decisions about the best course

of action.

STRATEGIC

(Long

range)

TACTICAL

(Intermediateran

ge)

OPERATION

AL

(Short-rang

e)


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A diagram showing the organizational relationships of the positionand their corresponding authority, responsibility and accountability iscalled 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 inconnection with the performance of his job. Responsibility cannot bedelegated.

Accountability, like responsibility cannot be delegated. This is thesituation of being answerable to higher authorities.

TYPES OF ORGANIZATION

Line Organization

Direct command of superiors over workers who accomplishthe task. The officers of the operating units receive ordersfrom their higher authority and relay to their subordinates.

Example:

Line and StaffThe president hires to handle specialized activities which aline officer can not handle the legal counsel helps andadvise the president and does not have authority over theline employee.

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MANAGER

SUPERVISOR

WORKERS

FOREMAN


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FUNCTIONAL TYPE

This structure focuses on the functions or types of activitiesin each unit. It is expected that the worker has one or moreimmediate supervisor

Example:

Committee Type

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

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PRESIDENT

LEGAL OFFICER

ADMINISTRATIVE

OFFICER

PRODUCTION

OFFICER

MARKETING

MANAGER

MANAGER

Supervisor

Leadman

WORKERS

PRODUCTION

MANAGER

QUALITY CONTROL

OFFICER

WORKERS WORKERS


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STAFFING

The organizational framework needs to be flashed out by peoplewho will man the positions.

FOUR ESSENTIAL STEPS

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WorkloadAssessment

Quantity andQuality ofPersonnel Needed

Job Analysis

Workers vs. RequiredSkills and Abilities

Examine PresentPersonnel

Assessment of Workersskills, strengths,weaknesses, potentials

Design anImprovement Plan

Recruitment Trainingand Development


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DIRECTING

Directing involves putting your plans into effect.

CONTROLLING

Making sure that what is done in the enterprise conforms withwhat has been planned.

CHARACTERISTICS OF CONTROLLING

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MOTIVATION

BEHAVIORAL APPROACH(Ex. Maslows Hierarchy of Needs)

LEADERSHIP SKILL

Communication

Proper Activities

Timely

Cost effective

Accurate

ComparePerformanc

MeasureActual

upward

lateral

downward


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ACTIVITY:Fill in the diagram with the five (5) basic functions of an enterprise

owner.

LET US REMEMBER

In a business enterprise, it is important to have anorganizational structure because it determines the level of

authority, duties and functions of each manager and worker.

LET US APPLY WHAT YOU HAVE LEARNEDGiven your knowledge of the duties and functions of anentrepreneur, put a check mark in YES if you are

appropriately doing your part as an entrepreneur. Put a cross mark

In NO if you do not do your duties functions.

DUTIES AND FUNCTIONS YES NO1. PlanningDo you have a clear plan on what is to be done, when, howand by whom it should be done?2. OrganizingAre your specific activities well defined?

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SetPerformance

EstablishStandard

ENTERPRISE OWNER

1.

2.

3.4.

5.


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3. StaffingDo you have proper and effective selection, appraisal anddevelopment of personnel to do the job?4. DirectingCan you communicate well with your clients?

5. ControllingAre you well aware of the quantity of your products orservices number of customers or clients and quality ofproducts or services?

HOW MUCH HAVE YOU LEARNED FROM THIS MODULE?

RESOURCES:

- Assessment tools

- Learning guide- Business planning

REFERENCES:

- Anderson, P. and Pulich Managerial CompetenciesNecessary in Todays Dynamic Health CareEnvironment. Heath Care Manager 21, no.2 (2002)

- Carrol, Stephen J., and Dennis J. Guillen. Are the

Classical Management functions useful in Describingmanagerial Work?; Academy of Management review12 no.1 (1980:38-51)

- SEDP Book

- www.coolclips.com

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http://www.coolclips.com/http://www.coolclips.com/


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ACKNOWLEDGMENT

Copyright Department of Education 2009

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This module was based on the Writeshop on the Development ofthe Competency-Based Curriculum (CBC) for Entrepreneurship forTechnical Vocational High School conducted at Marikina Hotel MarikinaCity, May 25 30, 2009

This learning instrument was developed by the following personnel:

Dr. Reynaldo M. ValdezJones Rural SchoolGroup Leader

Dr. Celedonia T. TenezaBenigno Aquino High School

Mr. Gilbert CamayangCabrroguiz National School of Arts and Trade

Mr. Alfonso P. Rodriguez Jr.Muntinlupa Business High School

Mr. Fernando C. AgustinBukig National Arts and Trade School

Mrs. Leona M. TomasSan Pedro National High School

Writer/Facilitator:

Mr. Rene G. DelfinoMuntinlupa Business High School

Editor: Dr. Estrellita Evangelista

Encoder: Mrs. Marisol E. Saldivar

Funding: Department of Education

ACKNOWLEDGMENT


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This module was based on the Writeshop on the Development ofthe Competency-Based Curriculum (CBC) for Entrepreneurship forTechnical Vocational High School conducted at Marikina Hotel MarikinaCity, June 5 -7, 2009

This learning instrument was developed by the following personnel:

Dr. Reynaldo M. ValdezJones Rural SchoolGroup Leader

Dr. Celedonia T. TenezaBenigno Aquino High School

Mr. Alfonso P. Rodriguez Jr.

Muntinlupa Business High School

Writer/Facilitator:Mr. Rene G. DelfinoMuntinlupa Business High School

Editor: Dr. Estrellita Evangelista

Encoder: Mrs. Marisol E. Saldivar

Funding: Department of Education

ACKNOWLEDGMENT


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Module Title: Familiarizing Learners with thePage

Duties and Functions of EnterpriseOwner

How to Use This Module . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Summary of Learning Outcome . . . . . . . . . . . . . . . . . . . . . . . . . 2

What Will You LearnWhat Do You Already KnowPre Test . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Lesson 1: Duties and Functions of an Enterprise

Owner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

What is this Lesson AboutWhat Will You Learn . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Let Us Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

ActivityLet Us RememberLet Us Apply What You Have Learned . . . . . . . . . . . . . . . . . . . . 11

Post Test

How Much Have You Learned . . . . . . . . . . . . . . . . . . . . . . . . . . 12Post Test

Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Key to Correction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Acknowledgement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

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fnal - module 2 performing duties and functions of an enterprise owner1

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