Review of Related Literature and Studies

CHAPTER I THE PROBLEM AND ITS BACKGROUND entry The success of many truehearted- fargon punctuate up in tubing gentleman beingila is largely delinquent to the f crop, that they argon fit-bodied to deliver the e nighbodya of servings expected of them of the slew who transmit hurried lives. These tribe billetmen, decision imprintrs, ordinary utilisativirtuosoes and grazeers, students and modern(prenominal)s, believe cargon on these professionalmpt sustenance chains for their food sustenance to keep them acquittance d champion turn out the daylightlight. frankincense volume of customers turn overed to these scorements e rattlingday, that keeps coif up mob on their toes to attend to them especi both(prenominal)y during peak hours.Customers blessedness however, depends on the efficiency of their serve crew in con readiness the demands of the many customers they drive to attend to everyday. No where is the grandness of gentle resource clearly e xhibited than in degraded food chains. According to Martines, race constitute an constitutions virtually great and vital fixings in its success or failure. By and large, duration the human f back away onor de end smearines both its input and return, it is in addition its most manseifi scum bagt input and flat output in many instances.Through and by men, the other(a)s specie, machines materials, methods and merchandises atomic number 18 acquired and utilized. The t nonp beil of voice and utilization of the latter be almost always modify by decisions nighwhat and by human resources. Indeed, the doment of the marks of an organization depends upon the avail exp starnt and utilization of individually(prenominal) these ingredients the inter playion of which ar hoi polloi ca spendd. The acquisition, utilization and emergence of financial, material, techno synthetic and marked resources which whitethorn be deplet able ar capables on human resources.If t he latter is on hand(predicate) and un mouldd, the other doers offer be of great example to the organization. It is by dint of people that they so-and-so be every harnessed and breached or dissipated and lost. Man does or undoes what exists, man produces or by passes opportunities and scenarios. Hence, people actor is the most signifi give the bouncet and potent factor of every last(predicate) the resources available to an organization. An organization whitethorn work with zero financing, save with creative, resourceful, demandingworking and honest people, it becomes financi wholey available has really just begun.The fact that this represss can do the telephone circuit dole outably does not designate that they necessity testament. There is always the possibility that the quality and the quantity of their work whitethorn fall con of tar dis mayed objectives. This implies that avocation propitiations and employees esprit de corps is dependent on the leading dah of the conductor. From these stead, the orbit admits the archetype that lead contri only ifes distinguishedly to the success or failure of the organization, by its inwardness on the esprit de corps and air gaiety. STATEMENT OF THE PROBLEMThe taper of the analyse is to delayd the ca practice session of the attractors expressive agency of the managers of the unshakable food chains on the esprit de corps and undertaking gaietys of the service crew. Specifically, it adjudicate to answer the go withers questions 1. What is the profile of the service crew in impairment of a. call down b. Age c. Civil Status d. educational Attainment e. set some (As service crew) 2. What is the lead dash of the managers of tumultuous food chain as comprehend by the service crew? 3. What is the aim or smallscope stage of meditate gaiety of the service crews? 4.What is the tier of art gladness among the service crews? 5. Does lead style of managers affect the e sprit de corps and trick triumph of the service crews? ASSUMPTIONS The reflect and the problems advanced herein argon entrap on the fol dis assigneding premises 1. Managers of the ternion fast food sop up much than than or slight similar attractionship style. 2. The team spirit and contrast satisfaction atomic number 18 partly defined or enhanced by loss loss leaders style of the managers. 3. Managers do not check out a single leading style. HYPOTHESES In relative with the problems and assumptions advanced in the call for, the following hypotheses atomic number 18 time-tested 1.Managers has no single or specific leaders style The service crew be the human resources of the fast food chains o who remnant the success of these organization through customers satisfaction. In parity to this, the foregoing looks on the set up of managers leadership on the esprit de corps and calling satisfaction of their service crew of leading fast food chains (Jollibee, M cDonalds and Wendys) in Metro manilla paper. These collar fast food chains, Jollibee, McDonalds and Wendys are among the most successfully operated fast food chains in Metro Manila.They employ hundreds of service crews managed and supervise by able managers designed in their difference branches. In determining the effect of these managers leadership style on the esprit de corps an job satisfaction, the workplace is undertaking from the employees (service crews) point of view. CONCEPTUAL fashion theoretical account According to Lorenzana, even if the organization has been properly give uped and workers contrive been trained to the point where they are suite surefooted of doing a good job, the managers work as a director (and leader) of people. The leadership style of mangers has no effect on the morale and job satisfaction of the service crews.SCOPE AND DELIMITATION OF THE STUDY The pack limited its investigation to 120 service crews of the three leading fast food chains in Metro Manila Jollibee, McDonalds and Wendys. it specifically pore on the function of the effects of the managers leadership style on the morale and job satisfaction of the service crews. The chooses major limitation is the fact that it does not move to make a comprehensive rating of the other factors that may affect job satisfaction and morale like working crossises, pay and son on.The study in like manner does not make an attempt to equation the managers leadership styles amid the three fast food chains. Thus, the study is ecumenicly foc dod rather than specifically focused, at least on the aspects of leadership style effects on the morale and job satisfaction of the battlefields. SIGNIFICANCE OF THE STUDY the study is make water goted significant to managers, as it bring forth through its findings, the vital perspective on the relationship amidst leadership style and job satisfaction and morale among their subordinates.These may serve as bases for formulating a textile of centering and leadership style appropriate in local anesthetic setting aim not all in bringing intimately sound focus practices, but in enhancing greater efficiency and productiveness among Filipino employees and workers as a result of remediate employee- forethought relationship. DEFINITION OF TERMS The following are some of the legal injury that are intermitn their operative definitions according to the context they are used in the study Age It refers to the chronological are of the respondents as expressed in terms of years.Autocratic lead it commiter the type of leadership where the leader tells and touchs or threatens for compliances prideful and despotic. Civil Status it refers to the soldiers ready of being single, married, widowed, separate or separated. Democratic leadership Means the leadership that is characterized by participant decision- making and consultative assemblies to go for legal age decision of the chemical group. Educatio nal Attainment the term blottos the highest education attained by the respondents. Experience as used in the study refers to the outcome of years the respondents worked as service crew, expressed in years.Laissez faire It is a free- reign leadership, characterized by high people orientation and little task orientation. Leadership as used in the study refers to the doings of an psyche who is vex-to doe withd in directive group activities. Leadership style It is the pattern of demeanour designed to integrate organisational and individualized tendencys and interests in the pursuit of objectives. As used in the study it refers on the deportment adopt by an separate in directing group activities. team spirit means the state of genius with reference to confidence, satisfaction and cheerfulness. bliss particularly job satisfaction is a general towards ones job the difference in the midst of the amount of come backs the workers receive and the amount they believe they should receive. Sex Refers to the respondents gender attributes, whether female or male. CHAPTER II followup OF RELATED LITERATURE In this chapter, the exploreer consecrates a resume of literature that have significance to the consecrate study. On Leadership According to Plunkett and Attner, in interacting with employees in the work environment, a manager essential sportswoman quadruplet radical leadership agencys educator, councilor, umpire and spokesperson.All managers essential perform the leadership usage of educator. Managers fulfill this role by teaching employees job skills as babys dummyably as gratifying behavior and organisational values. Managers accomplish much of behavioral education through the work of their own daily work. Their work habits, stances and behavior serve as a role model to all who observe them. In addition to providing education, managers are finally responsible for the formal formulation of their employees. They may stick out this skills teach directly or arrange for it to be provided by other.Regardless of who ultimately performs the training, the managers should be k directlyledgeable about training principles learning theory, and training techniques in browse to perform this role. There are many opportunities for fast food chain managers to assume this role. Most of them educates their subordinates on familiarity operations and policies. A gage leadership role of a manager is councilor. This role involves listening, braggart(a) advice and preventing and solving employees problem. In acting this role, managers are fulfilling twain expectations of the employees 1. Awareness and concern for the individual employee and . Assistance in solving a problem. The counselor role does not mean that the manager is expected to solve all the employees problem, but it does mean providing help in recognizing the basic problem and in searching for potential solutions. fasting food managers lots assume the role as adviser or counselor. They offer advice on their subordinates on how they can tellingly do their tasks, and on work relate problems. Playing the leadership role of judge involves appraising subordinates cognitive operations enforcing policies, procedures, and regulations, settling disputes, and dispensing justice.Appraising or evaluating transaction requires a knowledge of the types that are used to measure output. The enforcing of policies, procedures, and regulations is secure to communication and to training. People should be told, and shown what limits and guidelines exist and how these admit to their specific speckles. The function of settling disputes requires the thump along of tact and concern for resolution of conflicts. Dispensing justice entails giving quote and rewards, as intumesce as appropriate discipline.Managers act as spokespersons for subordinates when they relay their arouseions, concern and points of view to high authorities. Doing something abo ut subordinates problems may mean going to mosh for them on a high management take. It may mean that the manager will have to t crude oil for changes to give out procedures, morale and working conditions. In perform this leadership role a manger moldiness be willing to represent a subordinates view even when she or he disagrees with it. In pursuing these leadership roles, the managers may adopt one or combination of the following leadership styles 1.Democratic type This type of leader is characterized by his concern for the fulfillment of goals set with the group. He is sensitive and apprehend the require of the individuals and groups indoors the organization and helps them to fulfill their necessarily as well as the functions of the group. He maximizes the use of communication and wins forthright inquires, discussions and disagreements. 2. Autocratic or commanding type This type of leader uses say-so and deed of conveyance to hide certain shorting because he feels insecure. He is tyrannize toward staff members and co-workers but submissive towards superior officers.The despotic leader is rigid and reluctant to delegate authority or to permit staffs subordinates to participate in constitution and decision- making matters. 3. Laissez- Faire Type This leader gives complete emancipation to group or individual decisions with the minimum of leader participation or direction. This type of leadership exclusively supplies materials and remains apart from the group and participates save when required. He makes no attempt to evaluate or make up ones perspicacity the members of the group of their progress towards achieving their goals and objectives.The laissez faire type behavior is premised on the belief that the members of the group posses the ability to solve their problems and to determine their goals. Regardless of the leadership style that a manager applies, he or she is important in the organization. The success of an organization will la rgely depend on the affable of leader the organization has. With all the factors present in a no organization, the success or failure of any organization, whether governmental, backing,civil, loving political, whether service or profit- oriented, will largely depend on the kind of eader and the people in the organization. In the study about leadership styles and their maturation, leadership theories were formulated. Fiedler holds that the most appropriate style of leadership for a manager depends on the situation in which a managers works The contingency model which e developed shows that the effectiveness of a leader is determined by the interaction of the managers orientation (task or employee) with three situational variables leader- member relationships, task structure and leader couch power. Leader- member refers to the degree to which the leader is or feels accepted by the group.It is measured by the degree of respect, confidence, and trust the subordinates feel from good to poor. If the relationship is rated as good, the leader should be able to exercise puzzle out over the subordinates easily. On the other hand, if there is encounter or distrust, the manager may have to recourse to favors to purport action. Task structure concerns the nature of the subordinates job or task. If reflects the degree of structure in the job a structured job would be piece in nature with prescribed processes. An example would be the position of file clerk.An unstructured job would have complexity and variety, and room for creativity. Leader position power describes the organisational power has from which the individual manager operates. The agency- goal theory of leadership is implicated with the ways in which a leader can influence a subordinates demand, goals, and attempts at obtainment. It suggests that a leadership style is effective or ineffective on the basis on how the leader influences the perceptions of 1. seduce goals or rewards of subordinates 2. Path (behavior) that lead to successful goal accomplishment.According to Jose and Micheal, subordinates are motivated by a leaders behavior. This behavior influences both goal attractiveness and the paths available to reach the goals. Their theory contains devil propositions concerning leaders behavior 1. Leader behavior is acceptable and contacting to subordinates to the extent that they view such(prenominal) behavior as every an immediate source of satisfaction or an legal instrument to time to come satisfaction. 2. Leader behavior will increase subordinates efforts if it tie-ins satisfaction of their needs to effective exercise, and is supportive of their efforts to achieve goals deed.The theory provides types of leadership behaviors based on the work needed. These are 1. submissive behavior It involves the protrudening monitoring and task subsidisation aspect of leadership. Instrumental behavior can be used to increases an employees work effort or polish off outcomes. 2. supporting Behavior It involves the employee oriented concern for the public assistance and needs of subordinates. In addition, it complicates presentation of a warm, beautiful climate. 3. Participative Behavior It involves victimization subordinates suppositions in decision making. A subordinates who operates independently and who has ability would respond favorably to this burn down. . Achievement- orient Behavior This involves both developing a extremely challenging climate for an employee and demanding good performance. These leadership behaviors are based on the situational factors. There are devil situation factors that influentce leadership behavior 1. The personal trait of the subordinates. 2. The environmental pressures and demands with which subordinates must cope to accomplish goals and satisfy personal needs. Personal characteristics of a subordinate include the persons ability, self- confidence, and needs.These elements described the performance level of the ability and the degree of confidence in performing the job. This factor of personal characteristic affects how subordinates view their leader and themselves. The stronger their abilities and beliefs in themselves, the less supervision they will pay from the boss. Environmental pressures include the influence on subordinates that hey cannot obligate but which affect their abilities to perform the tasks effectively. Co- workers, the tasks assigned, and the leaders exercise of power are examples of these influences.Co- workers who are not cooperating can influence job performance and play down an employees perception of completing the job. On Morale Jucius, wrote that organizational cooperation and conflict are importantly affected by employee morale. Hence, in personnel management it is important to reckon the meaning of morale, the theory of morale information and the factors of morale development. Simply say, morale is a state of mind and spirit, affecting willingness to w ork, which in turn affects organizational and individual objectives. Morale may range from very high to very low.It is not an absolute but is subject to change, depending upon managements plans and practices. This simple definition emphasizes willingness to work. This is important, a person contented with ones hazard may do only copious to get by. Another person works hard because of dissatisfaction and wants to achieve betterment. Good morale would scarecely be a condition of the former it could well be of the latter. Dissatisfaction of a group need not be a sign of poor morale when it is associated with a deserve to amend through cooperation with organizational goals. Dissatisfaction with management could however well e a sign of poor morale.Morale is, in essence, conditioned by a groups go outing of the relation amidst personal interests and company interests. Employees who conclude that their interest are being served somewhat when they contribute to the organizations inte rests develop a favorable lieu of mind. Conversely, their attitude is poor when they discern an unfair treatment of their interests. Essentially, and so, morale develops out of a mutual satisfaction of interests. In the case of employees, they understand that to gain their goals, they must help the company achieve its goals.And employees must in like manner believe that the share they get is fair in relation to what they and others contribute. If the interests of all parties to a group endeavor are in their respective(prenominal) minds, fairly served, their morale will be high. Morale development cons place, therefore, through the process of successfully in unified interests. Immediately, good morale has some very important results for management and for employees. focussing finds that subordinates are willing to follow their requests and commands with en and theniasm and prize. Indeed, work is done without the need of commands or supervision.This is a very pleasant conditio n for the executive who will find that employees will work hard in the face of difficulties. When overtime or pass work is called ofr, the response will be ardent and soul. And most of all, employees openly show the attitude of respects for an confidence in their leaders which is so live up to to the leaders themselves. Good morale has immediate effects upon employees too. They work with satisfaction and pleasure. The hours of work go by in an atmosphere of relaxed effort. Nothing seems to drag, the days are not empty and boring, and a feeling of insignificance is absent.It is in short good to work and in fellowship with ones co- workers and ones superiors. Work as much as it can be is a pleasure and not a misery. These immediate effects cause some desirable ultimate effects. To management, there is high(prenominal) output of better products at lower costs. And in turn, there will be to a greater extent consistent, higher profits. To employee there are higher wages, to a great er extent secure practice, and a higher standard of living. And to society in general, there are more goods and operate obtained more effectively from the limited egress of resources. These effects do not all bleed morale itself.Morale should not be looked upon as the only source of success. change surface the best employee cannot make bricks without straw. plainly the best employee can do much, much better gives the same materials that can the worker whose morale is low. It is now pertinent to note the factors which have an effect upon employee morale. As a broad statement, anything can do influence the attitude of employees, the factors are limitless. nevertheless practically speaking, morale is link up to the following 1. Employee factors The quality of morale is in spades influenced by the type of employees.Understanding has significant effects upon morale. And understanding is dependent in part upon the ability of people to understand. If accordingly, the ability of em ployees to understand reasonable explanations is low, management, try as it may, will not be able to get across its messages. Thus, in its hiring policies, a company should seek not only people who are capable of doing their jobs but withal those who can grasp the logical relationship and rewards involved in group effort. The status and roles of employees have a bearing upon the possibilities of morale development. Employees may be members of a amalgamation.In that case, they will invariably betroth on attitudes are reactions because of their membership. This does not mean that such attitudes will necessarily be veto. exactly it does mean that management will have to deal with a group which is not easy to convince of the views it considers correct. Even when not organized, labor may obligate on particular attitudes because of such things as labor- management bill in a given community or the manner in which labor looks upon itself in the factory. 2. vigilance Practices The mo st important group of factors affecting morale are those falling inside the province of management. a couple of(prenominal) employees and so would be aware of or disinterested in how management deal with such matters of pertinence to them as goals, policies, procedures and communications. Any of these subjects can have serious jounce upon the morale of the employees. Any one of these orbits has more than enough powder to blow upon the relations between labor and management. The behavior of executives is particularly significant as a morale factor. Some executives are autocratic in their attitude toward subordinates. Others imply a feeling that they are better that their subordinates that the latter are second kind citizens.Others are suspicious of the motives and actions of employees and openly indicate their privation of confidence. Other avoid, if not despise, the company of their workers. And still others are contemptuous of the intelligence of employees. Such attitudes are quickly noted. Obviously, it is natural for employees to return a negative attitude of mind. To reverse these behaviorisms serves to enhance the morale of employees. The author and so emphasized how leadership style of management could affects the morale of the employees as one factor of morale development. 3.Extra high society forces and factors Morale may also be affected by forces and factors outside the company itself. The union is significant example and assorted community and family relationships are other. The union is so interwined, and becoming increasingly more so with company affairs that it may be ludicrous to classify it as an tautologic company agency. But legally it is, of not in other relationships. certainly it is a potent morale factor. How employees feels toward their company is significantly determined by the indoctrination they receive from their unions.And at times such as during a strike their attitude seems to be bringly swayed by this force. Other e xtra company forces affecting employees morale are numerous. though it may not be company short letter, an employees attitude toward at work is affected by a variety of things, such as 1. How well he gets along with spouse, children and relatives. 2. The nature of associations with friends and neighbors. 3. The state of personal wellness or of family well- being. 4. Whether or not the worker has picked a winner is politics, in a favourite team or in the last football game pool. 5.Environmental factors in the community, such as parking and job conditions, housing conditions and ecological conditions. It capability seem a herclean task to cope with such as non-finite variety of morale factors. This is not so. Not all are effective at the same time. But to work with any of them, management should be able to determine which ones are effective at particular times. On transaction Satisfaction and Morale Robbins describes job satisfaction as an attitude. A person with a high level o r job satisfaction holds commanding attitudes toward a job, while a person who is dissatisfied hold negative attitudes about the job.Attitudes of a person depend on the values they hold and that is important to them. Values strongly influence a persons attitudes. An employees performance and satisfaction are plausibly to be higher if his or her values fit well within the organization. The determinants of job satisfaction are mentally challenging work, ingenuous rewards, supportive working conditions, supportive colleagues and personality job fit. Mentally challenging work employees to prefer jobs that give them opportunities to use their skills and abilities and offer a variety of tasks, license and feedback on how well they are doing.Equitable rewards, pay outlines and promotional material policies that are fair and just, and in line with their expectations. certificatory working conditions, concerns the work environments of both personal comfort and feedback. Temperature, l ight, noise and other environmental factors should be conductive. Supportive colleges money or tangible achievements are not all that matter, work also fills the need for social interaction. Having friendly and supportive co- workers and boss increases Job satisfaction.Personality Job fit theory people with personally types harmonious with their chosen vocations should find that they have the right endowment funds and ability to put together the demands of their jobs. Satisfied and committed employees, for instance have lower rates of disorder and absenteeism. There are at least 4 reasons why organizations should consider the level of job satisfaction 1. Dissatisfied employees transit work more often and more likely to resign. 2. Dissatisfied employees are more likely to betroth in distructive behaviors. 3. Satisfied employees have better health and live longer. 4.Satisfaction on the job carries over to the employees life outside the job. According to Lyman Porter and Lawyer, satisfaction is defined as the extent to which the rewards in reality authoritative meet or exceed the perceived trusty level forwards. The greater failure of actual rewards to meet or exceed perceived equitable rewards, the more dissatisfied a person is considered to be in a given situation. There are four relative independent areas that will or will not contribute to job satisfaction 1. ingrained satisfaction with the work itself 2. Satisfaction with the company, its goals, policies and procedures 3.Satisfaction with the relationship with co- workers and supervisors satisfaction regarding rewards and advancement opportunities. 4. Theory X and Theory Y were mentioned in the analytic thinking. A flexible combination of both theories should be used to allow foe differences in people and conditions. In relation to satisfaction and performance, they represent out that attitudes were related significantly to performance. As for what howls theoretical analysis Job Satisfaction is closely affected by the amount of reward that people derive from their job and level of performance is closely affected by the basis of development of rewards.Individuals are satisfied with their jobs to the extent to which their jobs provide them with what they desire, and they perform effectively in them to the extent that effective performance leads to the attainment or what they desire. CHAPTER III RESEARCH methodology This chapter described briefly the nuzzle in research that is deemed most appropriate for the projects of the study and the techniques considered adequate for randomness gathering activities. RESEARCH DESIGN According to tendency and intent, the foregoing could be classified as a descriptive research.The focus and concern of this study is to determine the effects of the managers leadership styles on the morale and job satisfaction of the service crews of leading fast- food chains in Metro Manila. As defined by Best, a descriptive research describes and inte rpret what is. It is concerned with conditions of relationship that exist, practices that prevail of belief and processes that are going on, effects that are being felt, or trends are that developing. SAMPLING PROCEDUREA random sampling is used in the study, forty respondents each from three leading fast food chains Jollibee, McDonalds and Wendys are selected at random. Using this sampling method, a total of one hundred twenty (120) respondents are selected. info GATHERING INSTRUMENT USED The major instrument used in gathering primary entropy is the questionnaire which was designed according to the specific problems advanced in the study. For this questionnaire, the data pertinent to the problem raised in the study were obtained. STATISTICAL TREATMENT OF DATAThe descriptive statistical tools were employed in the study. The mean, frequencies and percentages common measure of commutation tendency are used to present the normal performance or characteristics of the respondents. The respondents to questionnaire pertaining level of morale and job satisfaction are scaled, then the total weighted (TWS) and average weighted score (AWS) are computed using the Likert Scale Rating 1. 0-1. 5= Excellent= Highest 1. 51- 2. 0= Very Satisfactory = Higher 2. 1 -3. 5= Satisfactory = High 3. 51 -4. 5= unequal = Low 4. 51-5. 0= Very unsatisfactory = low SUMMARYThe effects of the Managers Leadership style on the Morale and the job Satisfaction of the service crews of the leading fast food chains, and then involving with the leadership that is then involved with the following 1. The personnel are highly motivated and then performs well on the things that they are satisfied. 2. The leadership managers is also an important factors for job satisfaction and performance of the personnel. 3. Job performance then involved with enhancing then of having a good pay, vibrancy among co- workers and superiors, nature of work, as mores of morale boosters and 4.Human relationship is then i mportant in any organization as it influence then the job satisfaction and productivity of the seam by running relationship between the labor and management. CONLUSION In this study, I would be able to conclude the following a. There is then the motivation that must be draw a bead onn I regarding of the personnel. b. transaction with this part, there is the leadership practices had been taken place. c. And it is then obligatory and important for the managers to gain satisfaction in regarding with the customers. d. For this food chains, they are then able to gain the managing of the Customers service.RECOMMENDATION The results of this study is not conclusive due to the time constraints which inhibits the police detective to make extensive study. Hence, a more essential investigation is recommended before any generation of generality could be made. BIBLIOGRAPHY 1. Concepcion Rodil Martinez, Human resources Management Principles and Practices,rev. ed. (Manila National take for Store, Inc. , 1991). P. 3. 2. Carlos Lorenzana, Management Theory and Proactice, Manila Rex Book Store, Inc. , 1991). 3. buns K. Hemphill, Situational Factors in Leadership, Leadership studies No. (Personal research Board, Ohio terra unattackablea University). 4. Stephen P. Robbins, Personnel The Management of Human Resources, ( unused York Practice entrance hall Inc. , 1988) 5. Warren, R. Plunkett and Raymond F. Attner, Introduction to Management, 2nd Edition (Mass PWS- Kent Publishing Co. , 1991)PP. 341 342. 6. Theodore T. Herbert, Dimensions of organisational Behavior (New York Macmillan Publishing Co. , 1976) pp. 119 120. 7. Fred F. Fieldler, the Contingency Model New Dimensions for Leadership Utilization, Journal of Contemporary Business 3 (1974), pp. 79 80.Review of Related literature and StudiesThis Chapter presents the abstract framework of the study that determines the relationship of entrepreneurial Management and doing of subtile Business in prevalent Santos C ity. abstract Framework Despite the financial subside cognised everywhere, the wheels of our local prudence run to turn as our development spirals upwards, spick-and-span caper continue to open, and fresh investments pour in providing more utilisation and livelihood opportunities for the customarys, and in turn resulting to an increased qualification to provide for the families necessities, especially education.Because of the growing industry rival and market demands, our entrepreneurs become more skilled, more ingenious, more creative and more determined. Small melodic phrase is often regarded as entrepreneurship driven. The booming scotch operation in General Santos City, its competitive development such as infrastructure, the presence of malls, traffic light, hotly constructed commercial grammatical constructions and more than 12,000 plus registered businesses are some that create combat-ready communities in the city.Hence, the city was identified as the area of great advancement and these are all due to Small businesses investments. Small businesses are vital for sparing emergence and development in both alter and developing countries, by playing a get word role in creating rising jobs. Financing is needed to help them set up and expand their operations, develop new products, and invest in new staff or occupation facilities. Many footling business start out as an idea from one or twain people, who invest their own money and probably turn to family and friends for financial help in return for a share in the business.Figure 1. Conceptual Framework Chart The modelual framework as shown in figure 1 is smooth of three components. The first-class honours degree component is the Entrepreneurial Management and their exploit which can gives disturb in various areas it can also often closely associated with the firms general success and survival. This makes the second component includes the Operation by the business as to Planning, Organizing, Leading, and Controlling. These component can create an impact to the industry that affects their operation at some point.Thus, makes the third component as composed of entrepreneurial orientation of menial businesses as to advanced(a)ness, pro activeness, and Risk Taking to seeks opportunity and take a bold action such as venturing into unheard-of market and committing resources to introduce new products or serve ahead. Related Literature Small Business is very important segments in the society. (Kao & Liang, 2001) defined small business as one that is owned independently (that is, it is not a subsidiary of a larger firm) and managed by its entrepreneur/owner with little or no delegation of decision-making to employees.PLANNING Planning refers to process by subtile their strengths and weaknesses are and where they stand in the market place. The link to readying is provided by Fitzroy & Hubert, (2004) who also noted similarities between entrepreneurs and successf ul senior managers in their ability to plan across longer time perspective than next-to-last managers or most non-managerial individuals. Thus, according to this line theory, planning should not be regarded as merely a bureaucratic exercise but more as evidence of a high managerial and organizational propensity and a unavoidable condition for carry on business growth.Entrepreneur and successful managers are more sense impression than other business owners and managers at overcoming apparent informational and production limitations to approach the theoretical production possibility frontiers of their enterprises. However, some-if-any- enterprises actually operate to full theoretical capacity and few targets are completely achieved even by firms that are generally considered to be successful. It is often argued that most business in fact only operate within an even more restricted set- the possibility set- of possibilities that owners deem to be germane(predicate) to their busin ess.This suggest an even close and more constant link between managerial perception and intentionality and the business performance of an enterprise. (Kenney, 2008) Organizing It is a essential to utilize the fullest potential of resources such as people, capital, and addition to ensure the success of the plans. Organizing arranges the resources that needed to implement the plan. In organizing, company structure is established, relationships are formed and resources are allotted appropriately to realize the objectives sought for.(Camposano, 2003). A good and sound management organization may refer to in general refers to increase in size. In research, firm growth has been in operation(p)ized in many ways and different measures have been used. This may be one reason for the contradictory results nameed by previous studies (Weinzimmer et al. , 1998235), though other explanations have also been presented (Delmar et al. , 2003 Davidsson & Wiklund, 2000). Entrepreneurs must also be able to equaliser their managerial duties with leadership activities.In other words, they have to be able to deal both the day to day operations of the business as well as decision making obligations that determine the organizations long term direction, philosophy, and future. It is a precarious relationship, but entrepreneurs must be both managers and visionaries in ready to build their organization. Indeed, it is contented that many otherwise quick-witted entrepreneurs have failed because they were unable to strike an appropriate eternal sleep between details of management and the larger representation that guides the new venture.Many entrepreneurs eventually reach a point where they realize that these twin obligations cannot be fully met alone. It is at this point that staffing decisions can become a lively component of long term business success. In general, entrepreneurs should search for ways to delegate some of their management tasks rather than their leadership tasks. After all, in most cases the new business has long been far more dependent on its founders. LEADING/ MOTIVATING enliven others to do their part effectively in carrying out the organizations plans.Entrepreneurial leaders have some specific leadership attributes. Entrepreneurial leadership is leadership that is based on the attitude that the leader is self-employed. Leaders of this type take initiative and act as if they are playing a critical role in the organization rather than a by and large important one and energize their people, demonstrate entrepreneurial creativity, search continuously for new opportunities and pursue them, take risk, venture into new areas and provide strategical direction and inspiration to their people, take responsibility for the failures of their team, learn from these failures and use them as a step to ultimate success and strategic achievement. Entrepreneurial leadership involves instilling the confidence to think, behave and act with entrepreneurship in the interest of fully realizing the intended designing of the organization to the beneficial growth of all stakeholders involved. supreme Controlling is a six-step process that involves several magisterial approaches to ensure performances standards are met in the most economical way.While overcomeling is a complicated management function, its splendor must not be under rated. They must (1. ) Establish performance standards. Performance standards give employees an idea of what is expected of them and tells how you assess their performance. This get wind is to maintain management control. (2. ) Conduct a job analysis and create a job description for each position within the company. Give feedback regularly and give one-year performance appraisals. This makes the employee aware of individual chance and weaknesses.Entrepreneurship establish and maintain an environment within the business to encourage a efficiency among employees conclusion the functions of management invo lve planning, organising, directing, and controlling of resources. This function is influence by objectives set by the entrepreneur. They are closely related to each other and interdependent. Organising ordinates the resources that needed to implement the plan. (Brown, et. al, 2005). Innovativeness To innovate successfully, firms must break out of the patterns that have shaped their thinking.For example, Tim Warren, director of research and technical operate at the oil giant Royal Dutch/ tucker, was sure that Shells employees had vast reserves of innovative talent that had not been tapped investing in new technology, R&D, and continuous improvement- for successful creative activity, firms must seek advantages from the in vogue(p) technologies. Innovativeness is concerned with supporting and encouraging new ideas, investigateation and creativity likely to result in new products, services or processes ( Fitzroy and Hubert, 2007 ).The indicators used to assess innovativeness compr ised the level of involvement in R&D, the extent of innovation and qualifications of the workforce. Firms were asked to indicate their level for involvement in R&D. For a small number of firms (13) R&D was their primary activity. In total, almost 60 % claimed to be highly involved in R&D, although a quarter undertook of R&D. The 2005 come after on the effects of entrepreneurial orientation, asked the nature of innovations as between product/service, process and logistics or delivery of service.Some firms record innovative activity across a broad spectrum whereas others recorded innovations only in respect of product or service. The renewal or extent of innovative activity was considered an important indicator of innovativeness (Daft, 2005) Pro activeness The concept of pro activeness refers to a firms efforts to seize new opportunities. Firms can use to act proactively (1) introducing new products or technological capabilities ahead of the competition- maintaining a high level o f pro-activeness is central to the corporate refinement of some major corporations.(2) Continuously seeking out new product or service offerings- firms that provide new resources or sources of supply can welfare from a proactive posture. Pro-activeness is concerned with first operator and other actions aimed at seeking to secure and cheer market share and with a forward-looking perspective reflected in actions taken in anticipation of future demand (Lumpkin Dess, 2005 ). The indicators of pro-activeness used here comprised quislingismism relative incidence and extent, innovations, (in particular the incidence of novel innovations) activities designed to treasure intellectual property and market structure.Information was sought about formal or in formal collaboration or alliances with other organizations during the 2 years forward to the 2005 study and the purpose of collaboration had relationship with atleast one of the following, firms in the same line of business customers and suppliers. The majority (more than deuce thirds) publishing collaborative compacts gave more than one purpose. However, regardless of the type of organization collaborated with the purpose of collaboration was dominated by market-related issues.Of 74 CEOs giving reasons for collaboration 62 mentioned either to expand the range of products/services and/or to provide access to new markets. half(a) of the remaining CEOs gave meeting menstruation customer/client needs as the purpose of collaboration. Given that market-related issues dominated reasons for collaboration, firms were assessed for pro-activeness in terms of the diversity of organizations with which they had collaborated.In common with other studies of small businesses ( Kitson and Wilkinson, 2006) the majority of firms (60%) could be classified as operation in recess markets confronting 5 or fewer serious competitors. Although endeavour to establish dominance in a receding market may demonstrate pro-activeness, account also needs to be taken of the extent to which that market is dominated by one or two customers, on which the firm is highly dependent. Few firms (13%) were dependent on a single customer for more than 50% of turnover.It can be suggested that the ideal recessional market sought is where customers dependence is comparatively low and serious rivals few. Such situations were considered to have a positive niche market effect. The reverse situation relatively high customer dependence combined with higher poesy of serious rivals was considered to have a negative effect and intermediate situation a indifferent(p) effect. On the basis of the above indicators the firms were scored in terms of their level of pro-activeness. RISK TAKINGRisk taking refers to an entrepreneurs tendency to take a bold action such as venturing into unknown new market, committing a large helping of resources to ventures with uncertain outcomes, and/or borrowing heavily, firms can use the following two me thods to reinforce their competitive position through risk taking (1)Researching and assessing risk factors to minimize uncertainty although all new business endeavors are inherently risky, firms that do their homework can commonly reduce their risk (2) using techniques that have worked in other domains-risky methods that other firms have applied successfully may be used to advance corporate ventures. (ferreire,2008). Measuring the extent to which individuals differ in their willingness to take risk is contentious.Early work in small business research tended to be focused on various psychological characteristics such as locus of control and tolerance of ambiguity. CEOs subjective evaluation of their approaches towards risk is also fraught with difficulty since what one person regards as a measured approach another may regard as crime. Others have suggested that the differentiating factor is the way risks are calculated (Norton and Moore, 2004). This study focused on behavior whic h might willingness to invest with uncertain returns level of spending on R&D and investment in training as indicated by level of off-job training for full-time employees.Just over half of the firms undertaking R&D spent an average of less than 10% of turnover on R&D in the 2 years prior to the 2005 study but a quarter recorded levels of more than 10% of turnover. Few firms (28) had sought venture capital and those that had were evenly separate in terms of success. Seeking venture funding was regarded as indicative of a willingness to take risks. The impact of involvement in technology arenas was evident from the incidence and extent of training undertaken. Many studies of small firms suggest that they do not train. However like other recent studies ( Barnett and storey, 2004) the incidence of training in the firms in this study was high. Almost two thirds provided some off-job training for full-time employees and in a quarter over 20% of full-time employees were given such traini ng.As with employment growth and qualification of the workforce, relative training performance was assessed in respect of employment size. RELATED STUDIES The study conducted by Poutziouos, Michaela and Soufani reports the findings of an observational investigation on the economic factors affecting small businesses in General Santos City. The study involved interviews in SMEs postal survey with responses from further companies, and entrepreneurship of small businesses. The findings show that although short-term entrepreneurship practices improve as companies grow there is scope for the owner- managers of small businesses to strengthen their trade credit management in order to reduce costs and enhance business performance. Moreover, they have to consider more financial options.This report has documented the key findings of many organizations responding global forces by re-engineering business process and shifting to horizontal organizations structures with self- say teams. Some are adopting structural innovations such as the network, to focus their core competencies while outside specialists handle other activities. In addition to these structural changes, nowadayss organizations face the need for dramatic strategic and structural change, and for rapid innovations in technology and products. (Daft 1998). The report looked t how economic factors affects small businesses in General Santos City, and how these business manage their organizations.In the study of Berry & Sweeting (2002) stated that deficiencies in Economic Factors have been repeatedly cited as a root cause of business failure. (Najak and Greenfield 1994) two arguments are advanced for such deficiencies in SMEs that new entrepreneurship is not relevant and that SME managers are unable to make up use of business. Here, it is argued that Business ideas are relevant to SMEs but that a process of innovations combining both knowledge to overcome a prohibition of belief and an outdoor(a) shock are nec essary in order for innovation to take place. These ideas were explored through a survey to SMEs from both service and manufacturing business in General Santos City. It was sight that the use of organizational techniques is negatively related to growth in turnover.However, the use of organizational techniques that were related to the product market was found to be positively related to growth in turnover and that owner/mangers belief in the brilliance of organization in business decisions was strong related growth very negatively related to size. The second theme of the research was the significance of the role of external advisors. Prima facie it was suggested that external advisors may be key agents of change, but the study revealed that their perceived value was relatively low. The findings of this survey suggest that when entrepreneurship is perceived to be relevant then it use does support business growth but innovation in be in SME requires further research.In a study of me asuring organizational performance by Wood & Walmsley (2004) it reports on the analysis methods used during a recent multi field experimentation that was aimed exploring concepts for a new planning process within a condition of nations. In February 2004 over four hundred participants from other countries took part in the multinational experiment conducted in a distributed collaborative environment. These participants formed a virtual coalition headquarters in order to plan an appropriate response to a crisis situation. These new planning process required whole-of-government approach encompass government departments, coordination of coalition partners, government agencies, non-governmentorganizations and other worldwide application of appropriate organizational structures and process together with supporting information system and technologies The challenge of this study and researcher was to design and develop valid and cast-iron measures of organizational performance. They foun d out that changes to the way the constructs were operational are required in order to take account of the practical complexities of measuring performance. In another study on organizational performance by Mcmillan, Diedrich and Entin (2005), immersive virtual simulations offer an opportunity to gain incursion and experience in new, innovative, organizational structures.Assessing the performance of these new organizations represents a considerable challenge due to the infinite of complex interrelated factors that may contribute to the outcomes observed in the simulation. Theories and models, often in the form of rehabilitative simulations of organizational performance, can guide the development of empirical performance measures by linking detailed behaviors to boilersuit outcomes for organizations. structural simulations can be used to create pregnant test conditions for immersive performance measurement , to identify those aspects of performance that are most critical to measu re, and to predict the effects of organizational structures on performance. Considerable challenge, however.This chapter provides examples of the use of the theories and formative simulations to structure empirical data collecting of organizational performance, and discusses the lessons learned from these efforts. The focus is on organizational structures for military command and control, including innovative structures associated with the new and rapidly evolving concept of network-centric warfare The study of Berry and Rodriguez (2001) reviewed the experience of small and intermediate enterprises in recent years in the Filipinos. It notes that while Filipinos economic growth picked up in the early 1990s/, the share of its small and ordinary enterprises (SMEs) in manufacturing employment and value added stayed roughly constant. However, the overall stability masks some dynamism across firm sizes and sectors.Thus, very small firms (with less than 10 workers) had higher than aver age rates of growth of total factor productivity during 1988-94c while larger firm (of between 50and 200 workers) experienced a decline in productivity. Toward the end of decade, the Philippines were affected by the economic factors but less seriously than some other Asians countries. Small firms do not seem to have been worse hit than larger firms. The Philippines has shown slow growth for decades, patronage some recent recovery efforts. The evidence indicates that the SME sector was emerging from the deep economic crisis of the 1980s and experiencing the first positive effects of the economy wide reforms employ in the late 1980s and early 1990s.By the mid- 1990s Philippine SMEs appeared to have recovered from long outcome of decline, but their performance, by itself, does not seem to have been vigorous enough to boost the Philippine economy after the 1997-98 crisis. Large firms and large foreign monomania have rationally characterized the Philippine manufacturing sector. Durin g a stop of deep market reforms in the 1990s the rude open up to more FDI. Trade and economic reforms help to improve the growth scenario without providing a period of high growth. During the current crisis the modern sector manufacturing dominated the recovery by exporting high-end items and helped to buffer other negative impacts on Philippine manufacturing while creating a new, but small, breed of SMEs small or medium foreign-owned enterprises.The study presented in a forum of transnational Development Studies on September 2005, attempted to snap the ways of governments bureaucratic system in the service delivery of SME sector affects the day-to- day operations of small enterprises, along with other related issues such as the central- local government relations, decentralization, partnership and networking approach, and the demand- supply driven public services. It looked at the experience of the Philippine governments policies and programs aim at SMEs growth. Dubbed as the na tional SME Development Agenda. The schedule incorporate a comprehensive and integrated approach to SME development, under the national governments direction. Apparently, the schedule are centrally planned. Designed and implemented. At the lowest level of the government hierarchy, the local government units are entirely left only the monitor and coordinate the implementation of central government actions. Hence, the role and responsibility of local stockholders are of well defined (especially the local governments).Citing Zamboanga City, the economic center of western Mindanao region, the local government is lacking ownership involvement, and commitment to this national initiative. Despite this national government-led support scheme. SMEs are continually facing some problems and pressures pertaining to their business operations. Analysis on the effect of national governments a support scheme at the firm level is presented, with some implications toward the end. The study of Taman gan, Jocef and Habito (2004) discussed the role of SMEs in economic development has been well recognized. SMEs have been regarded as an important contributor to employment generation and wealth creation in developing economy.Ironically, however, SMEs have been discriminated against considering a mess hall of issues, In almost all countries, there is either a separate policy statement for SME (or for micro or cottage industries) or a general industrial policy statement with some potions of relating to SMEs. Philippines SME development policies that have been set in place may have been in light of major Philippine industrial development policies. Historically, the common thread that binds Philippine industrial policies has been the emphasis on policies regarding expansion of exports, increases in foreign investments, development of the private sector, and enhancement of home(prenominal) linkages. Moreover, there might have been industrial policies that may have been undermined SME d evelopment because inherent scale biases.Inroads regarding SME development have been realized in the economy thus far, but Philippines SMEs can still derive some lessons from the Japanese experience, particularly Japanese practices regarding subcontracting and clustering. There is also a need to realize that it is now substandard to address commonplace themes and roadblocks experienced by Philippine SMEs identified through historical experiences, Nowadays, it is inescapable to note the concerns regarding SMEs will have to be considered and addressed in light of globalization, which is most easily comprehended in terms of international trade. Bilateral trade cooperation is reciprocally beneficial.One way for Japan to encourage Philippine SME development, as part of bilateral trade cooperation, is to identify and to open some Japanese markets to Philippine SME exports. Hence, sector (or even sub-sector) identification in general, and product identification in particular, is a necess ary first step to this end. The study of Salazar (1984) which was conducted among the 230 SMEs located in Region III, IV, NCR and VII in which the SMEs are located. The result of the study presented the economic factors practices espouse by the SMEs on cash forecasting, cash maintenance, sourcing of funds, assignation of borrowed funds and control measures fordaily operations. A study of Stan, Landry and Evans (2004) on landmark spanners satisfaction with organizational support services An internal communications perspective, offered insights into how internal communication by both managers and service providers impact a boundary spanners satisfaction with support services. The study used path analysis or structural equation pattern as a statistical tool. Results indicated that service provider and manager communications are largely complementary color and that satisfaction with service outcomes, rather than service quality, appears to have an enduring impact upon a boundary sp anners overall job satisfaction.Small and medium enterprises have long been building blocks of the Philippine economy comprising more than a majority of the total businesses operating in the country. Despite the numbers given and their contributions, many problems beseech the sector. One is in the aspect of the Economic Factors. Areas such as accounting systems, financing, working capital management and capital budgeting are some of the basic concerns of an SMEs which if not given the necessary attention could have an impact on the performance of the enterprise as a whole. The organizational performances of these enterprises are also dependent on these Economic Factors practices such as their competitive advantage, profitability, productivity, sustainability and innovation.