Syllabus Management and Organization

1. PHILIPPINE CHRSITIAN UNIVERSITY
GRADUATE SCHOOL OF BUSINESS
Master in Management major in Hospital Administration
Subject: Organization and Management
Term/Date/Time: 3rd Trimester SY 2020-2021, Thursday / 6:00-9:30PM (May 13 – August 19, 2021)
Extension Site: OOHOA -M, San Juan Medical Center
COURSE SYLLABUS
Course Description:
This course will help the student face the world of work with challenges in the organization. It will make
easy to identify what is important to make the student an effective asset of an organization. The course
content is divided into three (3) parts: the first part is confined to the discussions about organization; the
second part deals with management; and the third part delves with leadership which is essential component
of effective management of organization. The important theme of this course is the building of an organization
that delivers result through manager’s that are equipped with the fundamentals and turning them into positive
opportunities. The ultimate goal of this course is to create a positive learning environment in which the
students can excel in management, to transform and make further thinking, deep learning and constructive
actions, resulting into building the student a positive future of good managers of organization.
The PCU/GSBM Vision/Mission and Values are integrated.
Objectives/Values:
At the end of the course, the student is expected to have:
1. An in-depth understanding of what Organization of Management is:
2. Describe the Nature of Management of Organization;
3. The Processes and Elements of Management Functions;
4. An in-depth understanding of the Managerial Functions and Leadership
5. Causes of Conflict and Stress Management;
6. The Significant Effect of Risk Management in the Organization.

2. TABLE ONF CONTENTS
PART ONE – ORGANIZATIONAL DEVELOPMENT
Chapter 1 - The Nature of Organization
1. The Development of Organization
2. The Salient Parts of an Organization System
3. The Interdependence of Organized System
4. The Management and its Component Parts
5. The Growth of Specialization
6. Organizational Management and Design
7. Importance of Organization
8. Features of Effective Organization
9. Relational in Organizational Design
10. Management Control and Supervision
11. Technology in Organization, Organization Environment, and
12. Dynamics of Organization
Chapter 2 – Designing the Organizational Structure
1. Organizational Structure Defined
2. Types of Organizational Structure
3. Organizational Change
4. The Growth of Line and Staff Organization
5. The Birth of Functional Structure, and
6. Other Essential Components of Organizational Structure
PART TWO – THE MANAGEMENT OF ORGANIZATION
Chapter 3 – The Nature of Management
1. Management Defined
2. What Management Objectives
3. Levels of Management
4. The Management Role at Different Levels
5. The Basic Management Theories and Principles
6. The Basis Managerial Skills
Chapter 4 – Processes and Elements of Planning (Functions of Management)
1. Planning Defined
2. Elements of Effective Planning Process

3. 3. Elements of Forecasting
4. Economic and Social Objectives
5. Company Policies on Programs, Procedure, Budgets, and
6. The Planning Hierarchy, Essentials of Planning and Relationship of Planning and Control
Chapter 5 – Organizing Functions
1. Organizing as Management Process
2. Universal Component of Organizing Process
3. Theories of Organizing and Strategies
4. Effective Implementation Strategies
5. Tools and Techniques for Effective Implementation
6. The Participation of Employee in an Organization
7. Organizing and Staffing
8. The Dynamics of Managerial Staffing, and
9. Organizing the Human Resources
Chapter 6 – Directing
1. Directing Defined
2. The Process of Effective Directing
3. Directing and Motivation:
3.1 Creating a Motivation Environment
3.2 Barriers to Effective Motivation
3.3 Motivating People for Improved Performance
3.3.1 Maximize Retention
3.3.2 Energize and Build Morale
3.3.3 Create a Positive Workplace
4. The Psychological Factors in the Work Environment
5. Directing and Communication
6. The Communication Process:
6.1 Types of Communication
6.2 Barriers to Communication, and
6.3 The Tenets /Commandments of Effective Communication
Chapter 7 – Controlling
1. Controlling Defined
2. Characteristics of Control
2.1 Manager Must Control
2.2 The Performance Indicators of Control, and
2.3 Interpreting Results
3. Objectives of Controlling
3.1 Types of Management Control
3.2 Control that Safeguards Company Assets
3.3 Control that Standardized Product Quality,
3.4 Control that Limits Delegated Authority (Empowerment)

4. 3.5 Control Design to Motivates Employees, and
3.6 Problems with Control System
PART THREE – MANAGEMENT FUNCTIONS AND LEADERSHIP
Chapter 8- Managerial Effectiveness
1. The Managerial Functions
2. The Challenges of Modern Managers:
2.1 Technical Competence
2.2 Behavioural Competence
2.3 Strategic Competence
3. Managerial Characteristics:
3.1 Five Managerial Traits
3.2 Understanding Managerial Personality, and
3.3 Terminal and Instrumental Values of Managers
Chapter 9 – Managerial Leadership
1. Leadership Defined
2. The Needs of Organizational Leadership
3. Approaches to Organizational Leadership
4. Managerial Leadership Patterns
5. The Leadership Relationship:
5.1 The RISC Model of Relationship Building
5.1.1 Rapport
5.1.2 Initiative
5.1.3 Structure, and
5.1.4 Commitment
6. Leadingship: Exploring the Essence of Leadership Dynamics
7. The Management and Employees Job Freedom
8. Determinant of Managerial Leadership
9. Behavioural Patterns of Subordinates and Working Environment
Chapter 10 – Managerial Decision Making
1. The Nature of Decision Making
2. The Characteristics of Managerial Decisions
3. Type of Managerial Decision Making
4. Stages in Rational Decision Making
5. Implementing Decisions
6. Decision Making Environment
7. Managerial Decision Making Techniques, and
8. Effective Decision Making

5. Chapter 11 – Conflict and Stress Management
1. Conflict Defined
2. Determinants of Organizational Conflict
3. Resolution of Conflict
4. Conflict in Organizational Structure
5. Bargaining Approach
6. System Approach to Conflict
7. Stress in Organization and Stressors
8. Managing Organizational Stress
9. Individual Stress Program
10. Chapter 12 – Risk Management
1. Risk Defined
2. Risk Management
3. Potential Risk Treatment
4. Risk Management Planning, and
5. Insurance as a Form of Risk Management
Teaching Methods / Modality:
1. Blended Learning (Online via Google meet Neo LMS Bluebook platform:
1.1 Virtual (online) lecture [synchronous, asynchronous (modular)];
1.2 Class Report [Individual or group – (power point presentation)], research using e.technology),
reflections;
1.2 Case Study, Preparation of Organizational Plan (organization and staffing).
Requirements:
1. Attendance (Virtual Class): Active interactions, quizzes, recitations;
2. Submission of Research Paper/reflection via a power point virtual presentation
3. Case Study and Submission of Organizational Plan.
Rubrics (Assessment Report)
1. Attendance (virtual) 10%
2. Research Paper / Class Report (PP) 30%
3. Case Stusy 30%
4. Organizational Plan 30%
Total 100%

6. BIBLIOGRAPHY (Book References)
1. Batazar, Jose d. et al. Ernesto Franco, ed. Management in the Philippine Setting, Manila National
Book Store
2. Bovee, Courtland, Management. New York: McGraw-Hill, Inc.
3. Corrales, Ramon G., The Leadership Relationship: RISC Model of Relationship Building, Katha
Publishing Co., Inc., katha_publishing@goodwillbookstore.net
4. Dale, Ernest. Readings in Management, New York: McGraw Hills Book Company
5. David, Keith. Organizational Behaviour-Human Behaviour at Work. 10th Edition.
6. Drucker, Peter, Managing for the Future. New York: Truman Taily Books
7. Drucker, Peter. Management. New York: Harper College Press
8. Heyel, Carl. Encyclopedia of Management. New York: Van Nostrand Reinhold Company
9. Pereda, Pedrito R, Pereda, Purisima P. Organization and Management: Copyright 2011, ISBN:978-
971-9905-01-1, Mindshapers Co., Inc. Email Ad: mindshaperscoinc@gmail.com
10. Stoner, James and Eduard Freeman. Management. New Jersey: Prentice Hall Inc.
11. Timmerman, Arnold. Leadingship: Exploring the Essence of Leadership Dynamics
12. The Results-Driven Manager (RDM).”Motivating People for Improved Performance”Harvard
Business School Press, Boston, Massachusetts
13. Wortmsn. MaxS. And Fred Lythans, Emerging Concept in Management. London: The Mcmillan
Company
14. e.book
NARCISO IMMANUEL C. MANAGUELOD, DBA, MBA, MIM, MM, FBE
Professor, GSBM (Master in Management)
Email ad: mannymanaguelofn56@gmail.com
CP# 09270087700

7. PHILIPPINE CHRSITIAN UNIVERSITY
GRADUATE SCHOOL OF BUSINESS
Master in Management major in Hospital Administration
Subject: Human Resource Management
Term/Date/Time: 3rd Trimester SY 2020-2021, Monday, 6:00-9:30PM (May 10 – August 19, 2021)
Extension Site: OOHOA -M, San Juan Medical Center
COURSE SYLLABUS
Course Description:
This course will help the student face the world of work with challenges in Human Resource
Management. It has basically taken three approaches over the past years which focus is strategic in nature,
focusing heavily on the senior executive’s role in HRM, presenting in tactical perspective, the how-tos of HRM
from a strong practitioner approach.
Reality tell us that most students, especially in the graduate school is a major program. HRM is a field
that is filled with facts. Many of these facts are items interest, while others are current debates. Included are
issues of Did You Know, boxes through the text, bringing some interesting perspective a student must know
in HRM contexts, which are related to global issues, as well as items that will affect employees at work. The
course becomes a learning tool of student which is highly readable when the writing is straightforward and
conversational, the topics flow logically, and extensive use of examples to illustrate concepts for easy
understanding. It is not enough that student just know about Human Resource Management. Students –
especially those entering the HRM field-want the skills to succeed at their organizations.
The student will be able to comprehend the strategic implications of a dynamic HRM environment, the
ethical issues, the workplace issues, and the fundamentals of HRM. Equal employment opportunity,
employee rights and HR communications, the resource planning and job analysis, effective recruitment,
foundations of selection, socializing, orienting, and developing employees. Establishing the performance
management system, establishing rewards and pay plans, ensuring a safe and healthy work environment
and understanding labor relations and collective bargaining. All of these issues, the student shall be able to
assimilate and understand its essentials of the employees’ in the organization.
The PCU/GSBM Vision/Mission and Values are integrated.
Objectives/Values:
At the end of the course, the student is expected to have:
1. An in-depth understanding of what Human Resource Management is;
2. How Technology is changing HRM;
3. Should be able to identify significant changes that have occurred in workforce composition;

8. 4. Identify and the primary external influences affecting human resource management;
5. Explain how human resource management practices differ in small and in international setting;
6. Discuss the equal employment opportunity, describe the human resource management planning and
job analysis;
7. Explain job descriptions, job specifications, and job evaluations;
8. Discuss the term organizational development and the role of the change agent;
9. Describe the purposes of employees assistance and wellness programs; and
10. Explain the various types of union security arrangements and describe the component of collective-
bargaining agreement.
TABLE ONF CONTENTS
PART ONE – UNDERSTANDING HUMAN RESOURCE MANAGEMENT
Chapter 1 – Strategic Implications of a Dynamic Human Resource Management
Environment
1. Understanding Cultural Environment
2. The Changing World of Technology
2.1 What is a Knowledge of Worker
2.2 Why the Emphasis on Technology
3. How Technology Affects HRM Practices: Recruitment, Technology Corner: HRM Changing Times,
Employees Selection, Training and Development.
4. Ethical Issues in HRM: Invasion of Privacy, Ethics and Employees rights, Motivating knowledge
Workers, Workplace Issues, Communications, Decentralized Work Sites, Skill Levels, A Legal
Concerns.
5. Workforce Diversity. What is Work/Life Issues, The Labor Supply, Work Process Engineering
6. How Organizations Involve Employees
Chapter 2 - The Fundamentals of Human Resource Management
1. Importance of Human Resource to an Organization
2. The Strategic Nature of Human Resource Management
3. How External Influences Affect HRM
4. Technology Corner: HRM Basics
5. The HRM Strategic Basics, Government Regulations, Labor Unions, staffing Function Activities
6. Goals of the Training and Development Function, Motivation Function, and How Important is the Maintenance
Function
7. Training and Development Program, Compensation and Benefits
8. Employee Relations: Top Management Commitment, Effective Upward Communication, Ethical Issues in
HRM: Purposefully Distorting Information Allowing for Feedback, Information Sources
9. HRM in an Entrepreneurial Enterprise and in a Global Setting.

9. PART TWO – THE LEGAL AND ETHICAL CONTEXT OD HUMAN RESOURCE
MANAGEMENT
Chapter 3 – Equal Employee Opportunity
1. Laws Affecting Discriminatory Practices
2. Technology Corner: Dealing with the Legal Side of HRM
3. The Civil Rights 1991
4. Determination of Discriminatory Practices
5. Cases Concerning Discrimination
6. Enforcing Equal Opportunity Employment
7. The Role of EEOC
8. Human Resource Management in a Global Environment
9. Workplace Issues: If its Offensive, Are Women Reaching the Top of Organizations?
Chapter 4 – Employee Rights and Human Resource Communications
1. The Privacy Act of HRM
2. The Drug- free Workplace ACT
3. The Worker Adjustment and Retraining Notification Act
4. Whistle Blowing. Employee Monitoring and Workplace Security
5. The Employee-at-will Doctrine, Exceptions to the Doctrine: Contractual Relationship, Statutory
Considerations, Public Policy Violation, Implied Employment Contract and Breach of Good Faith
6. Discipline of Employee Rights, Workplace Issues: Managers should before disciplining employees,
Need a Disciplinary Guidelines, Disciplinary Actions: Written Verbal Warning, Written Warning,
Suspension, and Dismissal
7. Employees Spirituality, HRM Spirituality
8. Employees Counselling, Use of Employees Handbook, Ethical Issues: Complete Information such
Network Communication, Complaint Procedures
9. Companies Support Suggestion Program
PART THREE – STAFFING THE ORGANIATION
Chapter 5 – Human Resource Planning and Job Analysis
1. An Organizational Framework
2. Ethical Issues in HRM: Competitive Intelligence
3. Linking Organizational Strategy to Human Resource Planning
4. Assessing Current Human Resources: Human Resource Information Systems, Succession Planning
5. Determining the Demand and Supply, Predicting the Future Labor Supply
6. Matching Labor Demand and Supply

10. 7. Job Analysis and Methods: Observation Method, Individual Interview Method, Structured
Questionnaire Method, Technical Conference Method and Diary Method and Structured Job
Analysis Techniques
8. Purpose of Job Analysis: Job Descriptions, Specifications, and Evaluation
9. The Multifaceted Nature of Job Analysis, The Job Analysis and the Changing World of Work
Chapter 6 – Recruitment
1. Factors that Affect Recruitment Efforts
2. Constraint on Recruitment Efforts: Organization Image, Job Attractiveness, Internal Organization
Policies, Government Influence, Diversity Issues in HRM: Job Advertisements and EEO, Recruitment
Costs
3. Recruiting: A Global Perspective, Recruitment Sources, The Internal Search: Employees Referrals
and Recommendations; External Searches: Advertisements, Employment Agencies, Schools,
Universities, Professional Organizations, Unsolicited Applicants; Online Recruiting; Recruitment
Alternatives: Temporary Help Service, Employee Leasing, Independent Contractors
4. Workplace Issues, Technology Corner (Creating a Resume)
Chapter 7 – Foundations of Selection
1. Initial Screening, Completion of the Application Form, Application Forms and Interviews under the
Saskatchewan Human Rights Code
2. Weighted Application Forms, Successful Applications, Employment Tests: Performance Simulation
Tests, Work Sampling, Assessment Centers, and Testing in a Global Areas
3. Comprehensive Interviews: Interview Effectiveness, Ethical Issues in HRM (The Stress Interview),
Bahavioral Interviews, Realistic Job Previews, and Background Interviews
4. Conditional Job Offers, Medical/Physical Examination, Comprehensive Approach
5. Selection of Self-Managed Teams, Key Elements for Successful Predictors, Reliability, Validity:
Content Validity, Construct Validity and Criterion-Related Validity
6. Cut Scores and Their Impact on Hiring, Validity Generalization, Selection from the Global Perspective
7. Final Thoughts: Excelling at the Interview
PART FOUR – TRAINING AND DEVELOPMENT
Chapter 8 Socializing, Orienting, and Developing Employees
1. The Insider-Outsider Passage
2. Assumptions: Assumptions of Employee Socialization:
2.1 Socialization Strongly Influences Employees
2.2 Performance and Organizational Stability
2.3 Organizational Stability Increases Through Socialization
2.4 New Members Suffer from Anxiety
2.5 Socialization does not Occur in Vacuum
2.6 Individuals Adjust to New Situation in Remarkably Similar Ways

11. 3. The Socialization Process
4. The Purpose of New Employee Orientation
5. Learning the Organization’s Culture
6. The CEO Role in Orientation
7. The HRM’s Role in Orientation
8. Employees Training, Diversity Issues in HRM: Training and EEO, Determining Training Needs,
Training Methods, and Employee Development: Job Rotation, Assistant-To Positions, Committee
Assignment, Lecture Courses and Seminars, Simulations, Outdoor Training
9. Organizational Development: Evaluating Training and Development Effectiveness, Evaluating
Training Program
10. Performance Based-Evaluation Measures: Post-Training Performance Method, Pre-Post Training
Performance Method, Pre-Post Performance with Control Group Method
11. International Training and Development Issues, Cross-Cultural Training and Development
Chapter 9 - Managing Career
1. What is Career
2. Individual versus Organizational Perspective
3. Career Development versus Employee Development
4. Career Development Value for the Organization:
4.1 Needed Talent Will Be Available
4.2 The Organization’s Ability to Attract and Retain Talented Employees Improves
4.3 Minorities and Women have Comparable Opportunities for Growth and Development
4.4 Reduced Employee Frustration
4.5 Enhanced Cultural Diversity, and
4.6 Organizational Goodwill
5. Career Development: Value for the Individual
6. Mentoring and Coaching
7. Ethical Issues in HRM: Special Mentoring Programs for Women and Minorities
8. Traditional Career Stages: Exploration, Establishment, Mid-Career, Late Career, Decline (Late
Stage)
9. Career Choices and Preferences: Holland Vocational Preferences, The Schein Anchors, The Myers-
Briggs Typologies
10. Workplace Issues: A Special Case of a Career-Entrepreneurship and Enhancing Career.
PART FIVE – MAINTAINING HIGH PERFORMANCE
Chapter 10 - Establishing the Performance Management System
1. What is Performance Management Systems
2. Purposes of a Performance Management System
3. Ethical Issues in HRM: The Inaccurate Performance Appraisal
4. Difficulties in Performance Management Systems:
4.1 Focus on the Individual

12. 4.2 Did You Know” Fun Facts o Performance
4.3 Evaluation
4.4 Focus on the Process
5. Performance Management
6. The Appraisal Process and Methods:
6.1 Critical Incident Appraisal
6.2 Checklist Appraisal
6.3 Graphic Rating Scale Appraisal
6.4 Forced-Choice Appraisal, and
6.5 Behavioural Anchored Rating Scales
7. Relative Standards Methods:
7.1 Group Order Ranking
7.2 Workplace Issues: Forced Rankings
7.3 Working, and Paired Comparisons
8. Using Achieved Outcomes to Evaluate Employee: Common Elements in an MBO Program, Does
MBO Work?
9. Factors that can Distort Appraisals: Leniency Error, Halo Error, Similarity Error, Low Appraisal
Motivation, Central Tendency, Inflationary Pressures, Inappropriate Substitutes for Performance,
Management Systems, Attribution Theory
10. Creating More Effective Performance Management Systems: Use Behaviour-Based Measures,
Technology and the Employee Appraisal Combine Absolute and Relative Standards, Provide on-
going feedback
11. Use Multiple Raters: Use Pee Evaluation, 360-degree Appraisals
12. Rate Selectively, Workplace Issues: Team Performance, Train Appraisals, International
Performance Appraisals
13. Who Performs the Evaluation, Evaluation Formats
Chapter 11- Establishing Rewards and Pay Plans
1. Intrinsic versus Extrinsic Rewards
2. Workplace Issues: Job Enrichment
3. Financial versus Nonfinancial Rewards
4. Performance-Based versus Membership-Based Rewards: Compensation Administration
5. Government Influence on Compensation Administration: Fair Labor Standards, Did You Know?: The
Minimum Wage Debate, The Civil Rights and Equal Pay Acts
6. The Job Evaluation and the Pay Structure, Job Evaluation, Isolating Job Evaluation Criteria
7. Job Evaluation Methods: Ordering Method, Classification Method, Point Method
8. Establishing the Pay Structure: Compensation Survey. Wage Curves, and The Wage Structure
9. Incentive Compensation Plans: Individual Incentives, Group Incentives, Plant Wide Incentives,
Paying for Performance, Team-Based Compensation
10. Executive Compensation Programs: Salaries of Top Managers, Ethical Issues in HRM: Are Top
Executives Overpaid?
11. Supplemental Financial Compensation: Supplemental Financial Compensation, and Supplemental
Nonfinancial Perquisites
12. International Compensation: Base Pay, Compensation in the Global Context, Incentives and
Differentials, Assistance Programs

13. Chapter 12- Employees Benefits
1. Cost of Providing Employee Benefits
2. Contemporary Benefits Offering
3. Ethical Issues in HRM: Domestic Partner Benefits, Legally Required Benefits, Social Security
4. Unemployment Compensation
5. Diversity Issues in HRM: When Employees are Called to Active Duty, Workers’ Compensation,
Family and Medical Leave Act, Voluntary Benefits
6. Health Benefits: Traditional Health Benefits, Health Maintenance Organizations, Preferred Provider
Organizations, Employer-Operated Coverage, Health Insurance Continuation, The HIPAA
Requirement
7. Retirement Benefits: Defined Benefit Plans, Defined Contribution Plans: Money Purchase Pension
Plan, Profit Sharing Plans, Individual Retirement Accounts, Roth IRAs, 401 (k)s, Other Retirement
Income Vehicles
8. Workplace Issues: Revising the Stock Option Plan
9. Paid Time Off: Vacation and Holiday Leave, Disability Insurance Programs, Survivor Benefits, Group
Team Life Insurance, Travel Insurance, The Service Side of Benefits: An Integrative Perspective on
Employee Benefits, Flexible Spending Plans
Chapter 13 – Ensuring a Safe and Healthy Work Environment
1. The Occupational Safety and Health Act: OSHA Enforcement Priorities, OSHA /Record-Keeping
Requirements, Technology Corner: OSHA Compliance, OSHA Punitive Actions, Critique
2. Workplace Issues: OSHA and Needlesticks: Job Safety Programs, Causes of Accidents, Preventive
Measures, Ensuring Job Safety
3. A Safety Issues: Workplace Violence, Maintaining a Healthy Work Environment, The Smoke-Free
Environment
4. Ethical Issues in HRM: Safety and Health Programs, Repetitive Stress Injuries
5. Stress, Defined Stress. Common Causes of Stress, Symptoms of Stress, Reducing Stress, Special
Cases of Stress: Burnout: Causes and Symptoms of Burnout, Reducing Burnout, Employee
Assistance Programs,
6. Wellness Programs/Disease Management
7. Workplace Issues: The Obese Need Not Apply: International Safety and Health Issues
PART SIX – LABOR-MANAGEMENT ENVIRONMENTS
Chapter 14 – Understanding Labor Relations and Collective Bargaining Agreement (CBA)
1. Why Employees Join Unions:
1.1 Higher Wages and Benefits
1.2 Greater Job Security
1.3 Influence over Work Rules
1.4 Compulsory Membership
1.5 Upsets with Management

14. 1.6 Labor Legislation: The Wagner Act, The Taft-Hartley Act, Other laws Affecting Labor-
Management Relations
2. Diversity Issues in HRM: Unions and EEO: The Railway Labor Act 1929, Landrum-Griffin Act of 1956.
Executive Orders 10988 and 11491, Racketeer Influence and Corrupt Organizations Act (RICO) of
1070, Civil Service Reform Act 1978
3. Unionizing Employees
4. Workplace Issues: The Union Drive
5. Collective Bargaining: Objective and Scope of Collective Bargaining, Collective Bargaining
Participants
6. The Collective-Bargaining Process: Preparing to Negotiate, Negotiating at the Bargaining Table,
Contract Administration
7. Failure to Reach Agreement: Strikes versus Lockouts
8. Ethical Issues in HRM: The Striker Replacement Dilemma, Impasse-Resolution Techniques
9. Critical Issues for Unions Today: Union Membership: Where Have the Members Gone?
10. Workplace Issues: The Union Summer, Labor-Management Cooperation, Public-Sector
Unionization, Unionizing the Nontraditional Employee,
11. International Labor Relations, Differing Perspective Toward Labor Relations, and the European
Community
Teaching Methods / Modality:
2. Blended Learning (Online via Google meet Neo LMS Bluebook platform:
2.1 Virtual (online) lecture [synchronous, asynchronous (modular)];
2.2 Class Report [Individual or group – (power point presentation)], research using e.technology),
reflections;
1.2 Case Study, Preparation of Organizational Plan (organization and staffing).
Requirements:
4. Attendance (Virtual Class): Active interactions, quizzes, recitations;
5. Submission of Research Paper/reflection via a power point virtual presentation
6. Case Study and Submission of Organizational Plan.

15. Rubrics (Assessment Report)
5. Attendance (virtual) 10%
6. Research Paper / Class Report (PP) 30%
7. Case Study 30%
8. Organizational Plan 30%
Total 100%
BIBLIOGRAPHY (Book References)
Concepcion Rodil Martires - Human Resource Management (Principles and Practices) Revised Edition
David A. Dedcenzo – Stephen P. Robbins. Fundamentals of Human Resource Management, 9th Edition,
John Wiley & Sons, Inc.
e.book/library
GEN JOSEPH ACOSTA, (Ret), MD, PhD, MMHA
Professor, GSBM (Master in Management)
CP# 09178422700