ENTREPRENEURIAL MANAGEMENT Social - Prioritizes social/environmental

REVIEWER impact over profit.

●​ ex. Gawad Kalinga, TOMS
●​ Entrepreneurial Management is Shoes
the practice of using
entrepreneurial knowledge to THE ENTREPRENEURIAL PROCESS
increase the effectiveness of Discovery: Identifying and recognizing
new ventures and opportunities or market gaps.
small-to-medium businesses. It Concept Development: Turning a
blends entrepreneurship rough idea into a clear, workable
(creation) with management business plan.
(organization and control). Resourcing: Identifying and acquiring
●​ Combines entrepreneurship and the money, people, and technology
management to achieve growth needed.
and sustainability. Actualization: The execution phase
where the business officially starts
KEY FEATURES operating.
Opportunity-Oriented: Finding market
gaps. Characteristics of Successful
Innovative: Creating new Entrepreneurs
solutions/processes. Self-Motivation: Taking action without
Risk-Taking: Taking calculated risks for needing external supervision.
advantage. Understanding the Offering: Knowing
Value Creation: Delivering benefits to exactly what value your product
stakeholders. provides.
Resource Optimization: Using assets Taking Calculated Risks: Balancing
efficiently. bold moves with careful planning.
Growth-Driven: Aiming for long-term Networking: Building mutually
sustainability. beneficial professional relationships.
Money Management: Wisely handling
4 TYPES OF ENTREPRENEUR budgets and cash flow.
Small Business - Local/niche focus, Flexibility: Adapting quickly to market
limited capital, often owner-managed. shifts.
●​ ex. Bakery, local repair shop Passion: The energy that fuels
perseverance through obstacles.
Scalable Startup - Designed for rapid,
global growth; usually investor-backed. Entrepreneur vs. Manager
●​ ex. Facebook, Grab, Zoom Entrepreneur: The owner and risk-taker
who initiates the venture.
Large Company - Innovation within an Manager: An employee who organizes
existing firm (Intrapreneurship). and sustains the existing operation.
●​ ex. Google (Gmail), Sony
(PlayStation) Public vs. Private Sector
Public Sector: Government-led; Innovation Incubators: Internal labs
focuses on public welfare and service. designed specifically to test fresh ideas.
●​ This is about government Intrapreneur Projects: Giving
agencies being innovative. employees time to work on their own
●​ The application of passion projects (e.g., 3M's Post-it
entrepreneurial thinking, Notes).
innovation, and
opportunity-seeking behavior Social Entrepreneurship
within government agencies and ●​ The practice of developing and
public institutions. It focuses on running ventures that aim to
public welfare instead of profit. solve social, cultural, or
environmental problems while
Goal: Public welfare and "public value," also being financially
not profit. sustainable. It prioritizes social
Key Traits: Uses resource optimization impact over maximizing profit.
and stakeholder collaboration (working
with NGOs and private firms). Intrapreneurship: Takes place inside
Example: The Philippines' established companies.
e-Government Services (DTI online Social: Evaluation is based on
registration) and Digital ID Systems measurable impact (how much it
(PhilSys). improves lives).
Public Sector: Operates within
Private Sector: Owned by government structures to improve
individuals/groups; primary goal is services for citizens.
earning profit.
●​ The process of fostering Entrepreneurial Process (Mnemonic:
entrepreneurial thinking, DCRA)
innovation, and venture creation Discovery
within an existing large ●​ Identify opportunities
organization. It involves ●​ Study the market
employees acting like Concept Development
entrepreneurs—identifying ●​ Create the business plan
opportunities and taking ●​ Resourcing
calculated risks. Gather money, people, materials,
Forms of Corporate Entrepreneurship technology
●​ When large companies like ●​ Actualization
Google or 3M innovate internally, ●​ Launch and operate the
they usually do it through: business
Corporate Venturing: Creating brand
new business units or "spin-off" ENTREPRENEURSHIP FORMULA
companies. Entrepreneurship = Innovation +
Strategic Renewal: Completely Risk-Taking + Opportunity Recognition +
changing the company's strategy to Resource Management
survive.
HUMAN RESOURCE MANAGEMENT needs (like creativity) if your basic needs
REVIEWER (like hunger or safety) aren't met.
Maslow’s Hierarchy of Needs The "Bottom-Up" Rule: Motivation
●​ In Human Resource starts from the basic needs and moves
Management, understanding this upward. In HRM, an employee worried
hierarchy helps managers about getting fired (Safety) won't care
motivate employees by much about an "Employee of the Month"
identifying what they need at award (Esteem).
different stages of their careers. Progression: Once a lower-level need
is satisfied, it no longer motivates the
The Five Levels of Needs person; they move to the next level.
Physiological - Basic Survival
●​ ex. Food, water, air, sleep HRM Core Functions
●​ in HRM: Living wage, rest Human Resource Planning (HRP)
breaks, comfortable work Definition: Strategic approach to
environment. workforce management.
Safety - Security Goal: Aligns workforce capacity and
●​ ex. Shelter, stability, health talent with long-term business objectives
●​ in HRM: Job security, health (Hayes, 2024).
insurance, safe working Key Detail: It is a continuous,
conditions. systematic planning process.
Love and Belongingness - Social Recruitment: The process of finding
●​ ex. Friendship, family, and searching for prospective
community employees and "stimulating" them to
●​ in HRM: Teamwork, office apply (Noe et al., 2021)
culture, positive boss-employee Selection: Identifying and hiring the
relations. best candidate. Uses different methods
Esteem - Ego / Status to assess skills/abilities to ensure the
●​ ex. Respect, recognition, right individual is chosen (Indeed, 2024).
confidence Training
●​ in HRM: Promotions, awards, job Definition: Improving employees' skills,
titles, "Good job" feedback. knowledge, and abilities (KSA).
Self-Actualization - Personal Purpose: Boosts performance, job
GrowthAchieving full potential, creativity satisfaction, and organizational
●​ ex. Challenging tasks, autonomy, competitiveness (Noe et al., 2021).
professional development. Performance & Appraisal
●​ in HRM: Challenging tasks, Performance: A systematic approach to
autonomy, professional align employee efforts with company
development. goals through continuous feedback and
goal-setting (Dessler, 2020).
Key Principles Appraisal: A structured evaluation or
The Pyramid Structure: Human needs regular review.
are arranged in a hierarchy. You
generally cannot focus on higher-level
 ●​ Uses: Big-picture feedback, ●​ To deepen your notes on P.D.
justifying pay increases/bonuses, 442, here are specific standards
and termination decisions. DOLE monitors:
Compensation: Any payment given Normal Hours of Work: Maximum 8
(salary, wages, bonuses, paid leave). hours per day.
Helps in retaining and attracting talent Meal Period: At least 60 minutes
(Dessler, 2020). time-off for regular meals
●​ Direct Compensation: Hourly (non-compensable).
wages, salaries, commissions, Night Shift Differential: Not less than
and bonuses. 10% of regular wage for work performed
●​ Indirect Compensation: Social between 10:00 PM and 6:00 AM.13th
security (SSS, PhilHealth, Month Pay: Mandatory for all
Pag-IBIG in the PH), paid leaves, rank-and-file employees (must be paid
and insurance. on or before Dec 24).
●​ Non-Financial Rewards:
Flexible work hours or The Management Pyramid
recognition awards. ●​ In HRM, we look at these levels
Benefits: Rewards like health insurance to understand who is responsible
and retirement plans. Aimed at for different types of decisions
motivating employees to perform their and how they interact with the
best. workforce.
Employee Relations Top-Level Management
Goal: Create and maintain positive Who they are: CEO, COO, President,
relationships and company culture. Board of Directors.
Benefits: Reduces turnover, increases Focus: Strategic Planning. They look at
engagement, and inspires loyalty the "big picture" and the long-term future
(Dessler, 2020). (3-5 years).
Philippine Labor Legislation HR Role: They define the company
Governing Law: The Labor Code of the culture and approve the overall HR
Philippines (Presidential Decree No. budget and major policies (like a
442). company-wide salary increase).
Regulatory Body: Department of Labor Finance Link: They are responsible for
and Employment (DOLE). capital budgeting and long-term financial
Key Areas of Compliance: health.
●​ Wages and working hours. Middle-Level Management
●​ Employee benefits and Who they are: Department Heads,
occupational health. Plant Managers, Regional Managers.
●​ Security of tenure. Focus: Tactical Planning. They act as
Importance: Ensures fair treatment of the "bridge." They take the big goals
workers and protects the organization from the top and turn them into specific
from DOLE penalties and civil liabilities. plans for their departments.
Philippine Labor Standards HR Role: They manage Employee
Relations and ensure that recruitment
and training happen effectively within The Four Phases of the Study
their specific departments. I.​ Illumination Experiment
Finance Link: They manage the • Productivity increased in both the
specific budgets allocated to their well-lit and poorly-lit rooms. Conclusion:
departments. Productivity depends on social
Low-Level (Frontline) Management relationships, not just physical light.
Who they are: Supervisors, Team II.​ Relay Assembly Test
Leads, Section Chiefs. • Room6 females were put in a separate
Focus: Operational Planning. They deal room; changes were made to their work.
with day-to-day activities and short-term Productivity kept rising anyway.
goals (daily or weekly). Conclusion: Socio-physiological factors
HR Role: They are the ones doing the are key.
actual Performance Appraisals, giving III.​ Mass Interview Program
feedback, and handling immediate • Interviews with many workers about
employee issues. They are the most their lives. Conclusion: Informal social
visible level to the rank-and-file workers. groups and "personal satisfaction"
Finance Link: They control daily influence behavior more than physical
expenses and ensure resources (like conditions.
materials or labor hours) aren't wasted. IV.​ Bank Wire Room Observation
• Observation of 14 male workers in a
Human Relation Theory: The group. Conclusion: The effect of the
Hawthorne Studies (1924–1933) social relationship within a work group is
●​ Developed by Elton Mayo, these more powerful than management's
studies mark the beginning of formal rules.
Human Relation Theory in HRM.
The primary shift was moving Key Principles
from seeing employees as Social Phenomenon: Productivity is not
"factors of production" to seeing just a technical issue; it's a social one.
them as social beings with Human Factor: The focus of an
feelings and interests. organization should be on the people,
The Hawthorne Effect their needs, and their feelings.
This is the core takeaway: Teamwork: Collaboration and informal
- Productivity increases when workers groups improve efficiency.
believe they are being observed closely. Motivation: Workers are motivated by
●​ Workers change their behavior social needs (self-fulfillment, autonomy,
when they feel valued by and empowerment) rather than just
managers. money.
●​ Financial rewards are not the
only (or even the best) way to Conclusions
increase productivity. The Manager-Employee Bond
●​ Social status and relationships The Welfare Factor: Employees work
with co-workers are huge harder if they believe management is
motivators. genuinely concerned about their welfare.
Attention & Care: Productivity This defines the purpose of the business
increases when a "superior" pays today—who they serve and what they
attention and shows care toward the provide.
workers. It’s not just about the task; it’s ●​ HRM focus: Drafting job
about the relationship. descriptions and performance
Group Dynamics metrics that directly contribute to
Group Production Norms: Workers this core purpose.
are guided more by the informal norms Goals
and standards of their peer group than These are broad, long-term outcomes
by the official rules of the company. If the organization wants to achieve (e.g.,
the group decides on a certain pace, "Become the top employer in the
individuals will likely follow that social Philippines by 2030").
"norm.” ●​ HRM focus: Developing
Key Takeaways long-term talent acquisition and
A New Approach: These studies retention strategies to meet
initiated a completely new way of these milestones.
studying human behavior, moving away Objectives
from "Scientific Management" (which These are specific, measurable, and
treated people like machines). time-bound targets (SMART).
The Formula for Success: The ●​ HRM focus: These drive daily
research concludes that "the HR operations.
organization of teamwork—that is, of ●​ Example: "Increase employee
sustained cooperation—leads to training hours by 15% within the
success." next quarter to improve technical
skill sets."
Decision-Making SMART Objectives: If a question asks
●​ is the process of choosing the about HR planning, look for the SMART
best course of action among criteria:
alternatives to reach ●​ Specific
organizational goals. ●​ Measurable
●​ Attainable
The Hierarchy of Direction ●​ Relevant
Vision ●​ Time-bound
This is the long-term dream. It describes
where the organization wants to be in
the future.
●​ HRM focus: Ensuring the culture
and the talent hired align with
this long-term identity.

Mission