Managerial Capability of the Heads of Offices in Selected Offices of the Municipality of Catarman, Northern Samar

International Journal of Economics and Management Studies

© 2019 by SSRG - IJEMS Journal

Volume 6 Issue 2

Year of Publication : 2019

Authors : Gina De Asis-Galvez

10.14445/23939125/IJEMS-V6I2P117

How to Cite?

Gina De Asis-Galvez, "Managerial Capability of the Heads of Offices in Selected Offices of the Municipality of Catarman, Northern Samar," SSRG International Journal of Economics and Management Studies, vol. 6,  no. 2, pp. 131-137, 2019. Crossref, https://doi.org/10.14445/23939125/IJEMS-V6I2P117

Abstract:

This study aimed to determine the managerial capability of the heads of offices in the Municipal Government of Catarman, Northern Samar. It sought to answer the problems under consideration in terms of the profile of the respondents the extent of the respondents’ managerial functions, the managerial capability of the respondents in terms of personal, interpersonal and intellectual abilities. Data were treated statically using frequency, and mean distribution. A greater percentage of the respondents were age ranged 4-29 years, the oldest group of respondent was age ranged 50 years and above, majority are male and married group of respondents in this study. Most are college graduates or BS degree holders. A majority of the respondents rendered 22-26 years. Six items identified in this study, namely: planning, organizing, staffing, directing, coordinating and budgeting. Almost all of these managerial functions were rated that they often used by the respondents. However, one item in staffing were rated sometimes used in terms of promoting regularly, rewards personnel or organize personnel satisfactory, prescribing pertinent report required from the different units of organization, and seeks the assistance of financial expert is the organization to plan the budget. Services were “often” manage and functioning except on which were rated “sometimes.” In terms of personal abilities two items were rated “average” while the other eight (8) items were rated “high.” Interpersonal abilities of the managerial capability all of the five item-indicators were rated “high” same with intellectual ability, others were “average.” Five items in this area were considered in the evaluation all of this items were “high,” indicating that at first, there must be a willingness to listen to different points of view before coming to a decision, being able to develop and use network of colleagues to help solve key workplace problems, and being motivated on great things. Nine items were considered basis in this evaluation, and out of this items five (5) were rated high as manifested with the mean score, while the rest were rated on the “average” and this item includes the ability to use previous experience to figure out what is going on when a current situation takes an unexpected. Out of the nine item-indicators, five (5) were rated high as compared to four (4) items which were rated on the average. There were six identified areas of concerns problems they have encountered, namely: political pressure, compare system, by passing, lack of funds, keeping with skills and technological problems, and administration relation with labor. All these identified problems were rated serious as perceived by the respondents. A continuing education and proper attitude are necessary in government position. For an effective manger or heads of office, they have to plan their work. Planning is a means for the setting performance expectations and goals for groups and individuals to channel their efforts towards achieving organizational objectives. It is expected that bosses, must understand to the subordinates, strict in terms of work, cleanliness and orderliness. Everyone must be honest and dedicated to work and not to any political person’s application. Clear and precise communications must be the focus of the job. It is true that a leader should always set a leader by a good example. More training must be provided by the management, responsive to the basic need to employees’ job and with standard salary. Adopt new system of management, mutual respect between the office head and the employees with manifestation of professionalism at all times. Priorities in any development agenda must be given the highest latitude of discretion and decision-making. A visionary individual’s is one of great opportunity and success in his life as public service as employee. All this indicators were rated “often” and commonly applied in management practice. The data also reflect the managerial capabilities in terms of personal, interpersonal, and intellectual abilities of the respondents, in which case two has been rated “high.” However, in terms of intellectual abilities, it was rated “average” which means that with all the undertakings used in this study they were in the median condition or within the premises of an average performance.

Keywords:

managerial capabilities, functions, interpersonal abilities, heads of office, performance

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