Management

1. Management Cycle

2. Management Cycle
1. Planning
• Goal planning and setting is an integral stage of your performance management cycle. It is where
employee, team, and business goals are aligned and set.
• To ensure small-scale goals are tied to organizational goals, leaders need to outline company objectives
before individual goals are set. When company goals are clear, managers and employees can create
strategic plans to achieve individual performance goals.
• A SMART goal template is valuable to leverage, as it ensures your employees’ goals are specific,
measurable, attainable, relevant, and time-bound. With this structured outline, you can analyze employee
goals to ensure they are realistic and aligned to the bigger picture.
2. Monitoring
• The monitoring stage is where goal progress is tracked. This step is critical to help employees achieve the
goals set in the planning stage.
• To monitor employee goals, plan regular check-ins and 1-on-1s to address any roadblocks preventing
employee productivity. These conversations should be on-going to stay up to date with goal progress and
needed adjustments.
• Provide resources, discuss performance, and oversee goals with effective monitoring. As these steps are
leveraged, employees grow and adapt to produce optimal results.

3. Management Cycle
3. Reviewing
• A comprehensive evaluation of employees’ final results occurs in the reviewing stage. This is where a
performance review is implemented to assess employee success or possible shortcomings.
• If leaders have utilized the monitoring stage effectively, they should already have a grasp on how well an
employee performed to achieve their goals. But reviewing helps managers evaluate end results and the
process leveraged to achieve them.
• This is a great opportunity for management to understand the employees’ perspectives, provide feedback
for improvement, discuss future development opportunities, and create a roadmap for the future.
4. Rewarding
• The last step in an effective performance management cycle is rewarding. This is where leaders provide
rewards and recognition for employees’ efforts and success.
• While this step is sometimes overlooked, it is crucial in safeguarding employee engagement and motivation.
By acknowledging your employees’ success, you demonstrate their value to the organization, from top to
bottom. Without rewards, your employees risk losing motivation and their future performance may decrease.
• Common ways to reward employees are through bonuses, promotions, or through public and private
recognition. With sufficient, merit-based rewards, employee engagement and performance increase.

4. Management
Functions

5. Management Functions
1. Planning
It is the basic function of management. It deals with chalking out a future course of action
& deciding in advance the most appropriate course of actions for achievement of pre-
determined goals.
2. Organizing
It is the process of bringing together physical, financial and human resources and
developing productive relationship amongst them for achievement of organizational goals.
3. Staffing
It is the function of manning the organization structure and keeping it manned. Staffing has
assumed greater importance in the recent years due to advancement of technology,
increase in size of business, complexity of human behavior etc.

6. Management Functions
4. Directing
It is that part of managerial function which actuates the organizational methods to work
efficiently for achievement of organizational purposes. It is considered life-spark of the
enterprise which sets it in motion the action of people because planning, organizing and
staffing are the mere preparations for doing the work.
5. Controlling
It implies measurement of accomplishment against the standards and correction of
deviation if any to ensure achievement of organizational goals. The purpose of controlling
is to ensure that everything occurs in conformities with the standards. An efficient system
of control helps to predict deviations before they actually occur.

7. Vision of DepEd
We dream of Filipinos
who passionately love their country
and whose values and competencies
enable them to realize their full potential
and contribute meaningfully to building the nation.
As a learner-centered public institution,
the Department of Education
continuously improves itself
to better serve its stakeholders.

8. Mission of DepEd
To protect and promote the right of every Filipino to quality, equitable, culture-
based, and complete basic education where:
• Students learn in a child-friendly, gender-sensitive, safe, and motivating
environment.
• Teachers facilitate learning and constantly nurture every learner.
• Administrators and staff, as stewards of the institution, ensure an enabling and
supportive environment for effective learning to happen.
• Family, community, and other stakeholders are actively engaged and share
responsibility for developing life-long learners.

9. Maka-Diyos
Maka-tao
Makakalikasan
Makabansa
Core Values of
DepEd

10. Quality Policy of
DepEd
The Department of Education is committed to provide learners with quality basic education that is
accessible, inclusive, and liberating through:
• Proactive leadership
• Shared governance
• Evidence-based policies, standards and programs
• Responsive and relevant curricula
• Highly competent and committed officials, teaching and non-teaching personnel
• An enabling environment
The Department upholds the highest standards of conduct and performance to fulfill stakeholders'
needs and expectations by adhering to constitutional mandates, statutory, and regulatory
requirements, and sustains client satisfaction through continuous improvement of the Quality
Management System.

11. Vision of CHED
Philippine higher education system that is
equitable and producing locally responsive,
innovative, and globally competitive graduates and
lifelong learners.

12. Mission of
CHED
To promote equitable access and ensure quality
and relevance of higher education institutions and
their programs.

13. Mandate of CHED
Given the national government’s commitment to transformational leadership that puts education as the central
strategy for investing in the Filipino people, reducing poverty, and building national competitiveness and
pursuant to Republic Act 7722, CHED shall:
A. Promote relevant and quality higher education (i.e. higher education institutions and programs are at par with
international standards and graduates and professionals are highly competent and recognized in the
international arena);
B. Ensure that quality higher education is accessible to all who seek it particularly those who may not be able to
afford it;
C. Guarantee and protect academic freedom for continuing intellectual growth, advancement of learning and
research, development of responsible and effective leadership, education of high level professionals, and
enrichment of historical and cultural heritages; and
D.Commit to moral ascendancy that eradicates corrupt practices, institutionalizes transparency and
accountability and encourages participatory governance in the Commission and the sub-sector.

14. Quality Policy of
CHED
We, at the Commission on Higher Education (CHED), shall lead the Philippine higher education
sector to:
Cultivate an equitable and sustainable higher education landscape that produces locally
responsive, innovative, globally competitive graduates, and lifelong learners;
Harmonize mandates to promote inclusive access to higher education, ensure sustainable quality
assurance of programs, and assert relevance of institutions;
Exemplify resilience and humility in service, integrity, excellence, and development-driven
mindset; and,
Demonstrate continuous improvement in our Quality Management System to achieve our vision.

15. Vision of
TESDA
The transformational leader in the technical
education and skills development of the Filipino
workforce.

16. Mission of
TESDA
TESDA sets direction, promulgates relevant
standards, and implements programs geared
towards a quality-assured and inclusive technical
education and skills development and certification
system.

17. Mandate of TESDA
The Technical Education and Skills Development Authority (TESDA) is the
government agency tasked to manage and supervise technical education and skills
development (TESD) in the Philippines. It was created by virtue of Republic Act
7796, otherwise known as the “Technical Education and Skills Development Act of
1994”. The said Act integrated the functions of the former National Manpower and
Youth Council (NMYC), the Bureau of Technical-Vocational Education of the
Department of Education, Culture and Sports (BTVE-DECS) and the Office of
Apprenticeship of the Department of Labor and Employment (DOLE).

18. Quality Policy of
TESDA
"We measure our worth by the satisfaction of the customers we serve"
To achieve this, we commit to comply with applicable requirement and continually improve our
systems and processes
Through:
Strategic Decisions
Effectiveness
Responsiveness
Value Added Performance
Integrity
Citizen focus
Efficiency