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Chapter 1
THE PROBLEM
Rationale
shape policy and provide various kinds of support to private development activities,
Organizations that ignore constant improvement lose out and eventually die
down. The repercussions for government organizations may be less dire, in the
sense that governments are not meant to create profit. Nonetheless, their
more informed of the activities of the government and the economy. Such
awareness educates them of their opportunities for political participation. This also
empowers the public to identify crucial gaps in local government services. If not
addressed, it may compel their constituents to seek from the private sector, often at
about by devolution. The remaining task now is to identify what specific aspects of
the organization need reforms and what resources are available to accomplish
them. Consciousness and will are only the beginning, but they will keep LGU on
back in the eighties. Changes that occurred in the new economy, the increasing use
have led management into a whole new dimension. New managers are expected to
establish values, and of course, act responsibly as well. (Crainer, 1998) Henry
Mintzberg once asked, "What do managers do?" After conducting his research based
role, decisional role and informational role. And the fact is that, managers get things
done through other people. Therefore, managers are required to possess certain
skills and competencies which allow them to play these roles effectively and
Mallinger (1998) predicted, “The illiterate of the 21st century will not be those who
3
cannot read and write, but those who cannot learn, unlearn, and relearn”. Toffler’s
statement frames the new educational paradigm emerging as schools transition from
learning environment.
The new paradigm for the 21st-century management demands higher order
learning skills for students and teachers alike, and school leaders are expected to
facilitate these changes. The role of educational leaders, especially in schools, has
and schools to better prepare young people for today’s world of economic
globalization and increased mobility of people (Pont, Nusche, & Moorman, 2008).
with the initiation, organization, motivation and direction of the actions of the
objectives of group. These roles must be concerned with the quality of services as
well as the service seeker’s welfare, the moral and spiritual tone of the local
government leaders to find out how they respond to different issues that are carried
along with their responsibility and role as administrative officers managers. This
means that the way the administrative officers with the adversities brought about
by both external and internal factors could greatly affect his multi-faceted role as
change with new ideas, problem solving, decision making, optimism and
healthiness.
in today’s complex society. Not all administrator officers perform exactly the same
problems, however; all administrators deal and interact with the different
they operate. Despite the differences, all administrators share certain features and
experiences.
people in charge of managing other people, usually those in the higher hierarchy in
analyze his staffs problems by considering their lapses for deeper study and in
constitute the hierarchy of goal setters which society has evolved for the objectives
number of people, both within and outside the goal setting institutions, to achieve
those objectives which are entrusted to them by virtue of their positions. These tasks
can be merely legal or it can have strong elements of popular demand of confidence.
effectively and ultimately the quality of services in their respective department that
they handle. While administrative officers are responsible for the prudent handling of
the department physical plant, facilities and equipment, this study is mainly
concerned about the managerial skills. The central focus is the administrators and
in terms of:
1.1 age;
1.2 sex;
management?
Null Hypotheses
On the basis of the problems raised, below are the research hypotheses.
skills”
skills”.
The findings of this study may used therefore, by the provincial government
To the administrative staff themselves, the result of this study would serve as a
challenge that would encourage them to exert effort in helping other provincial
government employees acquire more skills, knowledge and experiences which will
enable them to become effective, upright and productive members of the society.
from respondents of the study on the managerial skills would help the supervisors-
whose responsibility is to give the necessary leadership in their effort to help guide
Next Researchers. This study will bring fourth valuable insights on the
who would wish to thread along the idea or parameters treated in this study and
who would verify the findings in some other regions might be guided somehow.
will include the Administrative Officers who occupy the positions with at least five
The study will focus on the profile of administrative officers as well as their
Definition of Terms
9
knowledge, skills, work habits, and character traits that are believed by employers,
their careers and workplaces. In this study this refers to level of competence of
administrative officers along creativity and innovation, critical thinking and problem
government were given blanket authority to create, managed their own resources in
(SC), Not Competent (NC) as the administrative officers discharge their duties and
and laymen and others upon principles which govern administrative operation and
In this study, this refers to the administrative management skills and they
evaluating. In this study, management skills refers to the skills embodied in the 21 st
organization public and private. In this study this refers to the department
and pay plan of the Provincial Government of Pangasinan, which are the subjects of
the study.
Chapter 2
similarities and differences relevant to the present study. This provided the
researcher a broad discernment and a more vivid insight regarding the problem.
Further, this serves as a basis for the conceptual framework of the study.
RELATED LITERATURE
influences the individual to react to certain changes. It can cause undue anxiety,
fear, trauma, tension, and can be growth search. Pressures, therefore, could neither
be friend or foe.
He also discusses the different symptoms that affect behavior and job
instability, excessive use of alcohol, drugs, smoking, problems with sleep (insomnia)
source of pressures. The individual is its bigger factor. While one person can live
with pressures, another can live by it and use it to deal with environment.
orientation and goals. Pressures like conflict, has also its benefits. Therefore, it
and he reveals from his study that 90-95% of all illness commonest, most
comes up with the findings that in addition to well-organized illness he found toxic
stress which he named, “The twentieth Century Blues” as something specific and
something that has never been recognized as an individual syndrome. He found out
this the most common disease in the developed world and which he found it far
more damaging disease in the common ailment. The victims range from manager
and executive to anyone else as potential victims. For victims, the only common
factor is that they become caring and sensitive individuals. The unintelligent and the
uncaring are not, however, immune to the power of toxic stress. He further states
that much modern hooliganism and vandalism is the result of toxic stress by
becoming unhappy and confused while the insensitive and unintelligent respond to
toxic stress by becoming angry, aggressive and violent. The twentieth century Blues
away the soul but it is a disease of the soul rather than the mind; a disorder of the
schedules.
Research has shown that lower grades of staff are more likely than higher
management to suffer stresses related ill health. Working women with children have
particular problems of pressure because of the need to juggle work, childcare and
divorce, ill health and death can cause stress. Although there is no legal duty to
assess whether the main cause of stress is work related or due to private
circumstances.
Winter S.G. ( 2003) stresses that the term stress refers to sum of physical
from interactions between people and their environment that are perceived as
added that stress has a wide psychological and physical effect as cardiovascular,
and depression. Further researched that health sector has to face usually large
amount of stress. Stress among doctors is high, the medical profession is suffering
from increased stress, but most of the attention has been focused on junior doctors
usually face a lot of hurdles and one of the most evident factors which originates
and impacts directly their personal and professional lives is stress. Low job
and surgeons were more likely to have lower job satisfaction scores if they felt
unable to remain competent in their field of work. Likewise, Kasmi Rubina (2007)
cited that there is a negative correlation between job stress and job performance.
Those subjects affected males more than females, in case of certain situation. The
kind of stress towards which the doctors are exposed to usually result in such
negative factor that places at the life of the innocents which they attend. And such
low organizational performance. Job stress although has belittling impact on any
organization and individual’s performance but can shape dire consequences when
related to health care, Mimura et al, (2003). Job stress is considered rising and has
become challenge for the employer and because high level stress results in low
Personally factors have shown inclination towards stress, anxiety and other
employers to manage and reduce stress through practical guidelines in public sector
but not in private organizations. Positive correlation has been shown by the
15
literature between incentives and performance as both are related with satisfaction
of employees, however every time the case is not same non-monetary incentives
like career advancement, prestige, and public recognition can also increase
Research has shown that there are three particular factors that put people
respond to work pressures. Steps that managers can take to prevent or reduce
excessive pressure can be found in the guidelines for managers. Stress levels can
To minimize pressure, line managers can facilitate team support and model
effective stress management themselves. Individuals are responsible for taking care
of their own physical health and checking the balance between their work and non-
planning work to foresee particularly busy periods; taking steps to reduce conflicting
16
priorities in good time; and delegating where possible and appropriate. Annual leave
can be planned carefully to gain the maximum benefit from these breaks from work.
Training needs should be assessed to help to do the job more effectively and
manage behavior positively e.g. time management and assertiveness training may
Human Resources.
Talking through the pressures and getting support from others at work, e.g.
attention of the manager, as should any ill health that is stress related.
economy, declining confidence in the welfare state, and adverse social trends have
generated strong pressures for change in education systems, and for nothing less
pressures, the resulting three imperatives, and the tensions flowing from these
administration, delegation, fitting on your own learning and managing other’s time
agenda.
Planning
than from day to day. Add in time for the unexpected. Keep an eye on the calendar
need to be worked on over months. Such tasks need close attention, so plan time in
List long-term and short-term priorities and pin them up for easy
Anticipate and keep ahead. Note how you handle annual routines and think
how you might handle them next time. For example, in dairy farming districts there
can be a significant roll change at the beginning of June, while in other places
enrolments outside the start of the year or at the start of a term often involve
Don’t procrastinate. Large jobs are more manageable when they’re broken
into smaller tasks. Putting off a big task now will only cost you more time later.
Use a to-do list. Most principals swear by these. Writing down tasks and
prioritizing them will help focus your time. Reprioritize as circumstances change-do
Administration
Keep the papers moving. Every piece of paper lands on your desk, do
something with it. Either file it to deal with at another time, pass it along, bin it, or act
on it. Try to handle things only once. Be systematic and use your administration
support so that you are not the only one who knows the things are.
Be highly productive in short burst. This gets paperwork done. Know your
own best times for getting things done. –use them, and make sure others know this
Use your laptop to save time by establishing clear and simple files and
folders for storing and retrieving data, ideas, plans, budgets, letters, and so on.
once or twice a day, if possible. Identify and maintain ‘closed door’ times like early
Delegation
finance, property, and support staff management can be delegated. Get someone
else to lead a meeting or write a policy. This also helps to build leadership capability
in others. For example, make sure you delegate effectively to your teachers and, if
you have them, your management team members, and then leave them to it. They
are often better than you at some tasks. Know and trust their capabilities, but make
Trust your staff. Control your staff flow through your door by building their
confidence and independence. Give genuine responsibility and delegated tasks your
19
strong support, even if they are not done exactly the way you would have done
them. Try to reduce any over-dependence on your decision making. Use even the
supporters with the utmost respect and consideration, and trust them to do their best
Use a team approach staff. Setting this expectation makes it easier to share
workloads and reduces likelihood of having to rework something later on. Regularly
discuss teaching and learning issues with others so that the daily decisions and
actions they make are in accordance with school goals and plans.
Get help. If your budget allows, consider employing additional support staff
or rearranging their responsibilities and time to free up your time for working on
time in for your own learning. At the start of the year, identify the areas of skill or
knowledge that you want to improve or develop over the coming year. Make these
suggest that leaving the school altogether enables better reflection. Even spending
10 minutes in your office away from your table can clear your head and give you
thinking time. Go for a walk around the school and see what’s happening. Treat
saving activities that help develop the capacity of your team and reduce time
Refresh your mind. Regularly allocating time for mental and physical
refreshment gives your brain the best chance to be receptive to learning and
systems to record or save useful sources that are relevant to your learning. Learning
sources can be other people, online, or written. Aim to have access to these
priorities need to change and be adjusted to fit the unexpected. Phone calls,
unscheduled visitors, mail you did not ask for, and even some meetings fit into this
category. Staff and board members passing the buck can also be an issue here.
Education is not and emergency industry, so remind others of this regularly. Don’t
be forced into ‘quick’ decisions because of someone else’s time agenda. Say, “I’ll
get back to you in an hour [or whatever, but do specify a time] about that.’ This is
particularly true if you are contracted by an organization like the media who want a
response to something. They can wait. You need to think things through.
Close the open door sometimes. Parents and visitors do not always need
to see you. Use newsletters or an email tree, managed by another staff member, to
educate the wider school community about who to contact about things. In larger
21
schools often find much of their release time taken up with scheduled and
unscheduled appointments. Try to educate your community that there are times
Listen and focus. Active and critical listening is a crucial part of the job –
practice it frequently as it can save time. Tell the person who has come to talk to
you how much time you have available. –and give them a time that suits you: “I
have set aside 20 minutes [for example] –is that okay with you? “ Specifying a
length of time means you can focus on what they have to say and, hopefully, they
Keep responsibilities where they should be. Always help staff and board
members to solve their problems, but stick to the delegation principles above.
say: To meet the challenges of today, leaders and managers must increase their
strengths and weaknesses and make the changes that will increase their personal
effectiveness: improve their ability to deal with confrontations and cope with
active listening skills and analyzing the real meaning behind what is said; deal with
aggressive, passive and sarcastic behavior without stress or guilt convey positive
overcome their fears, insecurities, and anxieties by applying self awareness and
image-enhancing techniques and gain the on-the-job recognition and respect they
deserve. Moreover, Sison was emphatic that: The leaders’ and managers
success depends upon their ability to function in an interpersonal level daily. At the
heart of each interaction is their understanding of what makes the individuals whom
they manage to what they want them to do as well as their ability to deal
effectively…on one-on-one and in group settings. They must have the strategies,
tactics and insights they need to put themselves firmly in control of tough
and leaders of people. They must control tough situations and resolve conflicts
today. They are the managers who get things done by solving problems, and
productive as they can be. Finally, being self-aware and self-assured, they
qualities in order that the people being managed or supervised attain what is ideal
and planned.
23
traits. They are ambitious and hardworking, well organized, and very well informed.
There is much new business information generated every day and it is critical
for him to master it. These all boil to proper time management.
tips for time management (Management Minutes): 1. Make sure you work your
priority lists daily.2. Set your own agenda – plan a fruitful day. 3. Use the 80/20 rule
to work on valuable tasks. 4. Handle each piece of paper only once. . Make your
telephone calls in a block. 6. Date to delegate.7. Make meetings work for you. 8. Do
the hard job first.9. Use your primetime for big projects.10. Let die moments be a
joy.
ourselves better. Thus, every manager should choose well the way he will manage
his day to day chores or activities. A managers’ perception of time may determine
This was shared by B.C. Forbes who recommended that every man carrying
heavy responsibilities should take a genuine vocation, throw off the cares of daily
tasks at least once a year – better still – and leave business cares behind.
24
He further stressed that the men who get at the top are those who remained
boys at heart, who have cultivated a sense of humor, who have learned to like
people, and get long harmoniously, pleasantly with them (World Executives’ Digest).
In another development Davis, tried to draw the line between the necessity
and usefulness of the appointment of an “assistant-to” and at the same time its
apparent and seeming failure to make the position work effectively (Management
department with its own views and professional biases would have to
Most of which must pass through the chief executive’s office. But he
cannot be deskbound by all these, and it is this fact that makes the
because of several factors. Among these are family, peers, associates and
relationships with other people. These you can categorize under the all –
into the present pattern of cultural heritage which is bound by what see to be
25
deterioration of the personnel manager is the self: his imagination, attitudes, and
But too much self-esteem and too much self-confidence can cause deterioration.
The overt behavior of some personnel managers reveals this sort of mental and
shows himself as capable of solving personnel problems but deep inside he knows
that he has not developed the management tools to cope with them. Because he
and inferiority complex make him has attitudes which develop into a downward
slide to self-defeat. So the individual sinks deeper and deeper into a psychological
rut.
Further, Lowell Miller succinctly pointed out in his work Mental Calisthenics
the following:
We alter our minds by altering our bodies, because ‘mind’ and ‘body’
animates all organic life.” It is his belief that there is no mental and
physical dichotomy – do disease in the mind that does not affect the
body and no disease in the body that does not affect the mind.
26
The school manager must destine himself to succeed. He is equipped with all
that is necessary to make him succeed. Nature has provided him with talent, sense,
realize and be aware of his present state. He must widen his threshold of
not eliminating them; he must realize and understand the reasons for his failure,
namely, his environment and himself. He must believe that he is capable of success
World”, simply put this: “Remember them, the four laws of happiness of success:
Related Studies
that manager (leaders) must be positive thinkers and that there is a necessity that
importantly that leader must have to and safeguard instructional time. An effective
school states clearly its objective and existence. The leader as well as the teachers
The performance of the students and the teachers are evaluated and
leadership as:
foster teacher development; and 3. help them solve problems together more
effectively.
school principals in the United States have assumed a significant role of leadership
28
emphasized:
This study concerns morale that has been defined in this chapter as a state
of mind and spirit, affecting willingness to work, which in turn affects organizational
and individual objectives. Morale may range from very high to very low and is not
important to the teaching profession. Some teacher may do only enough to get by
while others may to achieve more. Since teachers deal with human being, doing
more than what is required is very important and, therefore, keeping high morale in
management interests. When their personal interests are being served fairly well,
they have a favorable attitude of mind. Conversely, their attitude is poor when they
Morale is the mental attitude which makes the teacher perform his
work willingly and enthusiastically and his intangible state of mind is
manifested by this attitudes and reactions to his job, his working
conditions, the Ministry’s policies and programs, his fellow teachers, his
administrators and supervisors, his salary, his opportunities for
promotion and his general environment. The qualities indicating morale
are known by such terms as enthusiasm, personal satisfaction, team
spirit, pride of achievement, and willingness to work.
In addition, this vein, the study sought to present how morale can be
Along this vein, the study conducted by Malen (2007) is particularly relevant
concerned with the qualities of an education leader. This particular study afforded
instrument. However, it did not relate the qualities of education leaders to its effect
in an extensive study of the qualities of a good college dean, listed the following
behavior; (4) emotional surefootedness; (5) creative power; (6) skill in cooperation;
understanding and behavior; (9) skill in evaluation; and finally, (10) good
disposition.
that certain characteristics that are most useful to managers in any enterprise are
grouped under five headings: (a) knowledge, decision-making, (c) self-reliance and
self-assertion, (d) regard for others and social sensitivity, and (e) emotional
stability.
head” which he posited: It is important that the school head possesses sterling
qualities for her occupies an exalted position which carries with it numerous ticklish
problems and responsibilities. The school head is entrusted with the mission to
Union. The study found that supervisory staff in the division was adjusted to be only
“fairly good” on the basis of conduct attitudes, personal qualities, ways of working
and dealing with teachers, providing free time and adequate facilities and
Still on qualities of supervisions, Sanchez (2003) found that the qualities liked
revealed that the campus administrative officers of Pangasinan State University are
most of them are married and possess the qualifications of an administrative officer.
They are provided with opportunities to attend in-service trainings in the local,
regional, national and even in the international level. They are Highly Competent
in terms of the 21st Century Managerial Skills along Creativity and Innovation,
related to age, civil status, highest educational attainment, and present position
administrative officer, present position held and number of trainings attended related
her study the 21st century management skills of Technical Vocational Schools in
not finished their master’s degree should do so, considering that the majority of
them believe it is needed for effective principalship. Teachers who are slated for
Pangasinan where the technical and vocational schools located. Her study
concluded that: During the meetings and conferences, mutual problems of teachers
should be attended to; and Teachers’ freedom in the choice of effective teaching
methods, techniques and instructional aids and materials should not prevent
The foregoing literature and studies will helped the researcher in the
Conceptual Framework
this point that the problem can be described by the conceptual framework for better
understanding at hand.
33
concrete situations.
to look in to their respective roles and expectations not only of the administrators
but also of the various personnel of the administrators and staff but also of the
various personnel within the organization. This essential since administrators and
administrative staff. Because of the authority and power which their positions carry,
however, they have failed to consider that every teacher has expectations of their
much more improved if expectations are formally analyzed from top to bottom and
from the bottom up. In this process expectations can be examined, scrutinized and
two-way lance which establishes linkage and facilitative communication. In this way,
34
responsibilities are identified and defined. In the final analysis, in case of elapses,
no single person receives the blame or is singly accountable for such blame.
responsibilities to perform.
expect from their superiors prompt and honest service, humane treatment, fairness,
support and encouragement. If both managers and employees are mutually aware
of each other’s expectations, working together becomes the concern of all the
the employees fulfilling their obligations and responsibilities as integral part of their
develop and apply their leadership abilities and management skills. In effect, the
expectation spelled out, clarified and mutually agreed upon, each actor in the
mental as well as physical, providing opportunities and conditions for both to see
and experience a close relationship between organizational success and one’s own
personal success.
which is conducive to higher commitment and dedication for all actors in the
35
The concept of this study will strengthened by the interplay of the input
The input variables include the (1) profile of administrative officers in terms
of their (a) age, (b) sex, (c) civil status (d) highest educational attainment (e)
The process variable include the analysis on the profile variables, level of
Chapter 3
RESEARCH METHODOLOGY
This chapter presents brief discussions of the method and procedures that will
the study, the description of the research instrument, data gathering process and
the statistical treatment of the data that were going to use in the investigation.
Research Design
The descriptive method is a fact finding study with adequate and accurate
Moreover, this method allows a flexible approach, thus, when important new issues
and questions arise during the duration of the study, further investigation may be
conducted.
respondents across the three groups is purposive sampling since it is the desire of
39
the researcher to include all administrative officers and staff that have been in the
service for at least five (5) and three (3) years respectively.
Table 1
Provincial General 1 1
Service Office
Provincial Governors Office 1 1
Provincial Accountant 1 1
Pangasinan Provincial 1 1
Hospital
TOTAL
Research Instrument
The main instrument that will be used to gather the needed data is a five-
This take the form of a list of questions that will be given to respondents to
answer with the rationale of getting data on the topic under study. The questions in
40
the questionnaire will be close ended questions. The close ended questions offer a
set of alternative answers from which the respondents will be asked to choose the
The instrument will be evaluated by the researcher’s adviser and critic reader
the qualifying statement and pattern to the 21st century skills framework and rubrics
management.
Part II- will look into the level of competence of administrative officers in
management’s skills along Creativity and Innovation; Critical Thinking and Problem
Governor prior to the conduct of the study and will personally conduct and
The analyses of the data will be done at the end of the data collection. The
For the descriptive statistics, the current version of Statistical Product and
For the five point likert type of questionnaire, average weighted mean will be
described as follows:
the respondents on the level of competence along level of 21st century management
skills.
42
BIBLIOGRAPHY
43
Hallinger, P. & Murphy J. (1993). The Changing Role Of The Principal In A School
Of Choice. Restructuring Schooling: Learning From Ongoing Efforts. Milton
Keynes. Open University Press.
Honey, P., Mumford A. (2000). The Learning Styles Helper’s Guide. Maidenhead:
Peter Honey Publications Ltd.
King, E., & S. Cordeiro-Guerra (2005). Education Reforms In East Asia: Policy,
Process, And Impact. Making Local Government Work. Washington, DC:
World Bank.
Korten, D.C. (2001). Getting To The 21st Century: Voluntary Action And The Global
Agenda. West Hartford, CT: Kumarian Press.
Malen, B., Ogawa, B. & Kranz, J. (2005). What do we know about site-based
management: a case study of the literature — A call for research. In choice
and control in American education, Vol. 2, 289–342.
Patrinos, H., & Kagia, R. (2007). Maximizing the performance of education systems:
The case of teacher absenteeism. Washington, DC: World Bank.
Pont, B. (2008). Improving school leadership: policy and practice. Paris: OECD.
Reskin, B. (1978). Sex differentiation and the social organization of Science.
Sociological Inquiry, Vol. 4, 6-36.
Stolts. (2007). Leading And Managing: Effects Of Context, Culture And Gender.
Educational Administration, Vol. 28, No. 3. Fink, E. (1999). Developing
Principals As Instructional Leaders. Pittsburgh, Pennsylvania: University Of
Pittsburgh.
Sir:
Public Administration.
government offices of this province . The data gathered will be kept confidential and
I earnestly hope that this request merits your kind and favorable response.
Noted:
Dear Respondents:
Greetings!
attached questionnaires. The success of this study depends much on your real
perceptions and sincerest answers. Rest assured your responses will be kept in
strict confidentiality.
I earnestly hope that this request merits your kind and favorable response.
Noted:
B. Civil Status
_____ Single _____ Married _____ Widow
_____ Others
________ Local
________Regional
________National
________International
Areas of Management 5 4 3 2 1
A. Creativity and Innovation
As Administrative Officer I…
1. Use a wide range of idea creation techniques
(brainstorming etc…)
2. Create new and worthwhile ideas using both
incremental and radical concepts
3. Elaborate, refines, analyzes and evaluates their
own ideas in order to improve and maximize
creative efforts
4. Develop, implement and communicate new ideas
to others effectively
5. Be open and responsive to new and diverse
perspectives; incorporate group input and feedback
into the work
6. Demonstrate originality and inventiveness in work
and understand the real world limits to adopting
new ideas
7. View failure as an opportunity to learn;
understand that creativity and innovation is a long-
term, cyclical process of small successes and
frequent mistakes
8. Act on creative ideas to make a tangible and
useful contribution to the field in which the
innovation will occur
B. Critical Thinking and Problem Solving
As Administrative Officer I…
1. Use various types of reasoning as appropriate to
the situation
2. Analyze how parts of a whole interact with each
other to produce overall outcomes in complex
systems
3. Effectively analyze and evaluate evidence,
arguments, claims and beliefs
4. Effectively analyze and evaluate major
alternative points of view
5. Effectively synthesizes and makes connections
between information and arguments
6. Effectively interpret information and draw
conclusions based on the best analysis
7. Reflect critically on learning experiences and
processes
8. Effectively solve different kinds of non-familiar
problems in both conventional and innovative ways
51
lifelong process
8. Reflect critically on past experiences in order to
inform future progress
F. Productivity and Accountability
As Administrative Officer. I.
1. Set and meet goals
2. Prioritize, plans and manages work to achieve
the intended result
3. Work positively and ethically
4. Manage time and projects effectively
5. Demonstrate the ability to multi-task
6. Participate actively, as well as be reliable and
punctual
7. Present oneself professionally and with proper
etiquette
8. Collaborate and cooperate effectively with teams
9. Respect and appreciates team diversity
10. Is accountable for results
G. Leadership and Responsibility
As Administrative Officer..I..
1. Use interpersonal and problem-solving skills to
influence and guide others toward a goal
2. Leverage the strengths of others to accomplish a
common goal
3. Inspired others to reach their very best via
example and selflessness
4. Demonstrate integrity and ethical behavior in
using influence and power
5. Act responsible with the interests of the larger
community in mind
Areas of Management 5 4 3 2 1
A. Creativity and Innovation
The Administrative Officer.
1. Uses a wide range of idea creation
techniques (brainstorming etc…)
2. Creates new and worthwhile ideas using
both incremental and radical concepts
3. Elaborates, refines, analyzes and evaluates
their own ideas in order to improve and
maximize creative efforts
4. Develops, implement and communicate new
ideas to others effectively
5. Be open and responsive to new and diverse
perspectives; incorporate group input and
feedback into the work
6. Demonstrates originality and inventiveness
in work and understand the real world limits to
adopting new ideas
7. Views failure as an opportunity to learn;
understand that creativity and innovation is a
long-term, cyclical process of small successes
and frequent mistakes
8. Acts on creative ideas to make a tangible
and useful contribution to the field in which the
innovation will occur
B. Critical Thinking and Problem Solving
The Administrative Officer
1. Uses various types of reasoning as
appropriate to the situation
2. Analyzes how parts of a whole interact with
each other to produce overall outcomes in
complex systems
3. Effectively analyze and evaluate evidence,
arguments, claims and beliefs
4. Effectively analyze and evaluate major
alternative points of view
5. Effectively synthesizes and makes
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Thank you…