Introduction

CreatvFX Incorporated is a leading corporation in the advertising industry in the

Philippines. It is under the multinational company known as Novascan Inc. CreatvFX
Incorporated is the in-house design group of Novascan Inc. Novascan Inc. is known for
its services all around the world.
Novascan started out solely as a printing company. They focused on mass
printing of brochures, flyers, etc. Novascan later set up a designing team, which
became the main service of the company. As of today, the company specializes in
designing and manufacturing of modules for their clients. Some of their well-known
clients are Nestle, Del Monte, Smart, and Unilever.
Before manufacturing certain well-known brands of today, such as Nestle and
Del Monte, CreatvFX leaned on simple advertising tools. Back then, the company
started out with simple advertising, such as brochures, flyers and the like. Through the
years, CreatvFX then developed in specializing, not only their means of advertising, but
designing the main product itself. Moreover, it has served the country for about ten
years. Some of the companys services are graphic designing, 2D & 3D imaging,
computer retouching, off-set and large format printing, color separation, and digital
proofing.

Statement of the Problem

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The problem of this company research is to discuss the management practices of

the advertising business company named Novascan based on the four management
functions: planning, organizing, leading and controlling. The following are the questions
that will be answered by the end of the research:

Are there any key management problems that occur in the company?

If there are any, what are these problems in particular?

If there are any, what are the possible practical solutions in order to solve these
identified management problems?

Is Novascan within the mainstream or multistream management continuum?

Objectives

To provide the readers an overview and history of the company

To determine how the company identifies the need for a decision so as to

develop alternative responses to be implemented in their daily business
operations (planning)

To find out how managers assure that work activities are being completed in an
optimal way and how these activities contribute to the whole company
(organizing)

To figure out how the managers provide support and direction to their
subordinates (leading)

To know if the actions of the members of the organization are consistent with the
values and standards of the company (controlling)

To determine the problems that occur in the business organization

2

To assess and recommend possible solutions to the problems

To predict potential challenges that may arise within the company in the near
future

To find out whether the managers apply the mainstream or multistream

approach in managing their business

Significance of the Study

The significance of this research is to widen the understanding of the readers
concerning the applications of the four management functions: planning, organizing,
leading and controlling, in the corporate world.
Moreover, business organizations in the same field will gain information on how
they could improve the way they manage their companies. Thus, it will lessen the
probability of experiencing the same challenges encountered by Novascan. As for the
concern of the company, this certain research would contribute to the overall well-being
of its stakeholders prior to analyzing its management practices.

Scope and Delimitation of the Study

This company research highlights the four management functions of the
Novascan. The history, mission and vision are just additional information regarding
company. The information is based only on the answers of the Chief Executive Officer of
Novascan, Lea Abes. Thus, this paper is based on the perspective of Ms. Abes as a
leader. The researchers wanted to focus on the perception of the leader because they
believe that leadership and management are greatly associated with each other.
3

However, this does not overlook the well-being of other stakeholders, particularly the
organizational members.

Definition of Terms
Planning -analyzing the objectives and tactics of an organization and making an
allotment for the applicable organizational resources necessary for its achievement
Organizing-means assuring that duties and enterprises have been accredited and a
system of bureaucratic relationships built to aid meeting organizational target
Leading-means disclosing with other people in order that their job accomplishments
result in the attainment of organizational goals
Controlling-involves assurance that the actions of the organizational members are
invariable with the ideals and standards of the organization
Mainstream management- mainstream management is constituted by its primary stress
in materialist-individualist well-being
Multistream management- multistream management is constituted by its primary stress
on numerous forms of well-being for various stakeholders
Command-refers to the bidding that must be followed by the members
Responsibility- is the accountability of members to complete assigned tasks
Delegation-is the process of bequeathing authority to a person or group to make
decisions in a stated orb of activity
4

KSAO- KSAOs are the knowledge, skills, abilities, and other characteristics associated
with specific positions
Mechanistic structure-organizational system constituted by relatively high degrees of
standardization, field expertise, centralization, and by a functional departmentalization
Standardization-advancement of homogenous practices for organizational members to
follow in doing their work
Specialization-refers to arranging standardized organizational tasks into parted jobs
Centralization-having the managerial authority rest with managers at the head of an
organization's pecking order
Sensitization-emphasis on scouting for and acknowledging to needs and opportunities
in order to enhance the status quo
Dignification- it is the act of treating everyone with dignity and respect
Participation- it is the act of having mutuality and giving stakeholders a voice in
managing the organization
Line authority- the formal power given to a member in the organization to manage and
make decisions among the people and resources lower down the chain of command
Staff authority- the formal power given to a member in the organization to provide
advice and offer specific technical expertise to other members
Leadership grid- it consists the different leadership styles that is based on combinations
of consideration and initiating structure
5

Knowledge- it is used for the decision making in an organization

Skills- it is the ability of a person to do good in his/her own expertise
Education and training- it is the asset of a person that is obtain before entering the
organization
Credentials- qualification or an achievement that is used to indicate suitability for
something
Prior experience- experiences learned in life before the current topic was introduced
Mission- it includes the organizations goals, whom it serves and how does it differ with
other similar organizations
Vision- it is what the organization is striving for so that they could provide the proper
guidance to the organizational members
Source: Dyck, B., & Neubert, M. (2012). Management. Pasig City: Cengage Learning
Asia Pte Ltd. (Original work published 2011)

Presentation of Data
A. Planning
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Planning is simply referred to as constructing steps which serves as actions that

lead to achieving ones goals. We all know that it is important before starting with
anything else. In the business world, planning is the first concern of organizations when
it comes to managing the company. Planning is known as determining an organizations
goals and strategies and allocating the appropriate organizational resources needed to
fulfill them (Dyck, 2012).
To begin with, Dyck explains that the first step in making goals and plans is to set
an organizations mission and vision. A mission statement states the overall goals of the
company, while the vision statement describes what an organization strives to become
in the future (Dyck, 2012) Unfortunately, CreatvFX has no specific mission and vision.
Like any other company, CreatvFX follows a process to be able to come up with
steps that enable them to provide the needs of their clients. First of all, CreatvFX has an
ad hoc method in planning their projects. An ad hoc method is made for a certain
situation at hand. Hence, the way the company plans mainly depends on the needs of
their customers. They way that the managers set goals depend on the clients demands
and wants. This method allows the business organization to easily adjust in the
demands of the clients.
There are particular factors that are to be considered whenever a company
plans. These factors affect the way a business develops alternative responses to
changes happening in their environment. The external factors that CreatvFX examines
are the unpredictable changes in trends and demands. According to Ms. Lea Abes, the
internal factors that they consider are the companys resources. They look at the current
trends in the industry and after doing so, they inspect whether they have enough

resources to compete with companies in the same industry. After checking such things,
the managers are able to come up with steps that would help them meet their
organizational goals.
Moreover, the managers timeline for their plans also depends on the clients.
According to Ms. Abes, the client would give a date that he/she wants the project to be
done and it is the companys responsibility to respond to his/her needs. It is necessary
that the timeline that the managers of CreatvFX construct are flexible enough to adjust
to the changes in their clients demands. Thus, the timeline for each project that they try
to accomplish varies greatly.
Finally, it is essential for the organizational managers to evaluate if the plans that
they form are effective. They have to check if the plans that they formulate meet the
goals of the organization. They do this by regularly monitoring each step of their plan.
The managers also tend to ask feedback from the department heads, such as the
marketing, financing and designing heads, in order to know more about what is
happening in the planning sector of their company.
Since the CreatvFX is transforming into a bigger and a well-known company, the
managers have to see to it that their plans are consistent with their goals. Finally, they
base the effectiveness of their executed plans on the quality of the output, the
satisfaction of the clients and the overall wellness of the team. Evaluating the plans is
he last step in making goals and plans (Dyck, 2010).

B. Organizing

Organizing refers to designing systems and structures that will facilitate the
performance of the members. This function deals with the four fundamentals in both
mainstream and multistream approach. The four mainstream fundamentals of
organizing are defined by Weber (n.d.) as Standardization, Specialization,
Centralization and Departmentalization, while the multistream fundamentals focus on
Experimentation, Sensitization, Dignification and Participation. These identify the
practices implemented in the company. (Dyck, 2012)
Standardization refers to establishing uniform practices and operating
procedures needed to accomplish work in the optimal way. The emphasis of
specialization is giving job descriptions listed as KSAOs (knowledge, skills, abilities and
other characteristics) and ensuring competent performance by training members.
Centralization is the control of the managers prior to decision-making. Responsibilities
are assigned through the process of delegation where managers give authority to a
person or group to lead a specific task and decide on important matters. The last
mainstream fundamental, departmentalization, refers to how members are grouped by
function or division. It also includes the organizational chart of a company where the
structure can be found. (Dyck, 2012)
On the other hand, Dyck (2012) explains that the multistream fundamentals focus
more on relational competence and consider the well-being of stakeholders.
Experimentation gives members the opportunity to be creative and implement new ways
in accomplishing their work. Instead of sticking to their assigned jobs, members are free
to respond to a situation wherever there is a need which gives them the opportunity to
maximize their skills through sensitization. They are also treated with respect which is

emphasized in dignification. The participation fundamental encourages them to perform

harmoniously and considers the stakeholders in giving them a voice in the companys
protocols and decisions.
As for CreatvFX, their systems are based on the mainstream fundamentals
because they want to deal with business transactions in a more professional manner.
The company is highly standardized. In this case, there is no flexibility when it comes to
work hours. There is also a policy that vacations should be scheduled three days prior
to the day of absence secured with the permission of the department head. Moreover,
CreatvFXs training program is highly structured. Prior to training, they look into the
strengths and weaknesses of their employees to give them an idea on which points they
need to improve. The company wanted to maximize their abilities for the members to be
highly specialized. In terms of job-interview process, applicants normally undergo one to
three interviews with the Human Resource (HR) manager. The manager assesses the
candidates and then gives recommendations to the department heads.
The decision-making authority lies on the top managers. The companys style is
top-down the executives decide while department heads share opinions in the flow of
the business. CreatvFX operates more autonomously, but if ever there is a need to
intervene with some projects, Ms. Lea Abes tries to assess the situation first, then act
upon the things that need improvement. In giving authority to members, they delegate
responsibilities by checking the abilities of their employees first. They usually refer to
past achievements and recommendations from the department heads. Another key
point is to know their strengths and weaknesses.

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Ms. Lea Abes, as the Chief Executive Officer of CreatvFX, has both the line and
staff authority. Having the highest position in the company, she has the responsibility to
direct and control her subordinates (line authority), at the same time advise and provide
support regarding some issues (staff authority). She finds it more encouraging to direct,
explain, and then ask questions when it comes to problems with projects. She said that
its good to give employees a say when dealing with problems. Most importantly, she
prefers to direct the flow of work rather than being too hands on and demanding.
Although CreatvFX is highly systematized in their operations, the company does
not overlook the needs of its employees. They have a Human Resource manager who
deals with these. They offer medical benefits, retirement packages, and training for new
employees. This emphasizes the multistream fundamental dignification, wherein they
consider their members who are an integral part of their organization. Hence, they value
respect and treat them with dignity.
The core departments of the company are the marketing and advertising
department, since the main activity of the business is to print commercial ads such as
billboards, posters and print ads for promotion. Thus this makes their basic structure
(departmental focus) a functional type its focus is on the departments that share the
same technical skills and resources.
All in all, the CreatvFX has a mechanistic structure. It is characterized by high
levels of mainstream fundamentals of organizing (standardization, specialization,
centralization and departmentalization). The company is more centralized, highly
formalized and has a broad specialization in terms of graphic designing since CreatvFX

11

is a pioneer in the advertising field and one of the leading corporations in the
Philippines.

C. Leading
Leading is the most obvious and visible face of the management in most of
organizations. The manager must be able to ensure that the members are motivated, to
communicate with those members, to encourage them to work hard, to resolve
interpersonal conflict, and so on (Dyck, 2012). It means connecting to others so that the
work done by members contribute to the achievement of goals identified in the planning
function. Thus, leading is necessary for the managers to help each member do work in
the optimal way for the attainment of the organizations objective.
Ms. Lea Abes believes in command-responsibility. As the leader of CreatvFX, she
never points out other people to their clients for failures. Whenever the company is
facing a conflict, she makes it a point to discuss it with their department team to find a
solution. Based on how Ms. Abes handles problems, the researchers can say that she is
a transactional leader clarifying the roles of each member, setting up structures, and
trying to be considerate in the needs of the members and of the whole organization
(Dyck, 2012). Thereafter, transactional leaders give emphasis for things to go smoothly
and efficiently, have commitment to the organization, and encourage obedience to
organizational rules and regulations. She enjoys having an influence over the
organizations members and she has a strong ambition to get ahead.
CreatvFX approaches a professional way in dealing with their employees
whenever someone is causing a problem or when someone is not pulling their own

12

weight. The company follows a protocol as a form of standardization to deal with

conflicts that arise. Ms. Abes do this by talking to the department head who then talks to
that particular employee to settle the problem. She also communicates with her
employees in a manner which depends on the situation. She also said that it depends
on her mood and knowing what to say and when to say it. For instance, she will use a
serious tone whenever there is a serious business to talk about.
CreatvFX CEO acquired her behavior when it comes to managing an
organization from school. Through the running as a manager, she also tries to learn
from her clients by picking up their good qualities and applying them in a specific way to
manage the company. Likewise, disappointments also molded her to be the kind of
manager and person as she is today. With all that she has learned and experienced,
Ms. Abes believes that people come first whether they are the clients or the employees.
She handles a company that takes employees happiness important especially when it
comes to their line of operations that deals with marketing and advertising.
The organization believes in quality and reliability. They take competence as a
way to be able to give more of what is expected of them from their clients, wherefore,
being an advantage. Trying to be consistent as possible with their services helps
CreatvFX be different from their competitors as well as their customers to still pick them
over other companies. This proves that the company is both a people and serviceoriented organization.
When the researchers asked what the company does to foster innovation and
creativity, Ms. Lea Abes said that they base it on the new trends. They also predict if the
changes in the trends could be an investment or an expense in the future. So then, the

13

manager develops the employees strengths and creativity through equipping them for
they have a high need for support and direction as a situational leader.
Based on the Leadership Grid developed by Robert Blake and Jane Mouton,
CreatvFX follows the task management style. It is identified as having high concern for
production and low concern for the people. Though they follow this style, the
organization is a service and people-oriented as what Ms. Lea Abes said. Even if the
company has high regards for output and production, they still care for the customers so
that they will keep on coming and return for the services.
Under the mainstream approach for leading, the organization has their desire for
affiliation. Building relationships among members provide affirmation for the each
stakeholder. It is being part of a team which accepts and values each member. In
relation to this, Ms. Lea Abes holds and participates in social activities like Christmas
parties, outings, and anniversary celebrations to foster a good relationship among the
organizations members. Hence, CreatvFX keeps a strict professional relationship
between them and their clients.
The organization shows reinforcement when they give bonuses and promotions.
They do this to recognize remarkable works and accomplishments by their employees.
Still, they base these kinds of recognition on each of the employees outputs. This is
how the company responds to the consequences brought about by the employees
behavior and work performance. It is an example of a positive reinforcement while
punishments are a form of negative reinforcement (Dyck, 2012).

14

D. Controlling
Controlling is the process of monitoring performances and taking actions to ensure
desired results. In controlling, we ensure that the actions of the organizational members
are consistent with the organizations values and standards. In the control system, it falls
to two approaches, the mainstream and the multistream approach. The control system
in the mainstream perspective focuses in maximizing productivity, efficiency, profitability,
and owner wealth. While the multistream perspective focal point is not much in the
systems that control employee behavior, but on systems that help stakeholders to
participate in the companys control process. (Dyck, 2012)
The company CreatvFX is more on using the multistream approach. A big
challenge to a lot of companies nowadays is the competition like in CreatvFX. Their
company needs to adjust to the trends because they specialize in branding, advertising,
and design. According to Ms. Lea Abes one important factor they consider in their
company is the quality of the product their giving to their clients, unlike their other
competitions that are reducing the prices and the quality of their output.
Whenever the company is facing a conflict, Ms. Lea Abes makes it a point to
discuss it with the team and for them to find a solution that would answer the needs of
the client. It is their objective to give the best to their clients and that is what makes her
happy. And their company also gives annual evaluations wherein feedbacks and
suggestions are given to employees to give to the management, and for the
management to have a remark in the subject matter. And this just shows that their
company is a people and service- oriented organization.

15

In order for a company to improve its business practices and for the inputs to become
outputs, changes in the system should be made from time to time. The sequence of
activities done by the company that converts the organizations inputs into outputs is
called the value chain. (Dyck, 2012)
Since the company CreatvFX has been growing, more and more clients are
coming. Due to that, they have recently added services and rearranged their marketing
system. And also they also had increased their work force to fulfill the needs of their
clients. And since were already living in the 21st century it is already given that they
need the help of technology, their company uses Macs and specific software for their
artists.

Conclusion
In conclusion, CreatvFX is basically a company which is the middle of both the
multistream and mainstream aspect. The company itself works in a mainstream
continuum since the company often seeks ways on how to improve their company. They
tend to develop from time to time as to what is trending, such as keeping in track of the
demand and wants of their customers. They also see to it that they are grasping
concepts in terms of their designs with certain products. By monitoring them regularly,
the company gives relevance to the time they use and at the same time its productivity
as well.
In addition, it is also important for the company to adapt itself to the needs of its
clients by updating and enhancing their techniques when it comes to advertising or
designing a product. On the other hand, it can also be considered multistream since the

16

company works with its employees in a process wherein they can help them improve
and gain new skills in terms of their certain branch (designing, marketing etc.). They
also check the abilities of their workers in order to see what they can do to help them
improve, they also see to it to consult with them from time to time to develop a healthy
manager-worker relationship.
The company also gives importance to communication, through communication
they can fix certain problems they encounter and at the same time avoid mistakes that
can cost the company. By ensuring these said above, there is a command-responsibility
shown, thus further enumerating the multistream continuum.
One possible problem that this company is encountering is the lack of
consistency in terms of keeping their employees. A possible cause of this problem is
because of the demand and the work load given to the employee. A possible solution for
this is to obviously lessen the work load given and to give a specific timeline with a
reasonable amount of time for the work to be accomplished. By doing so the employee
would be less stressed out therefore will be able to accomplish the task, instead of
taking a toll on him forcing him to quit.

Recommendation
Based on the findings, the CreatvFX lies in between the mainstream and
multistream continuum. However, it is more on the mainstream approach to
management. The researchers would recommend a more elaborate study on the
company which also tackles the perception of other stakeholders. The paper could be
ameliorated by incorporating more theories of management to serve as guides for the

17

research. Finally, the researchers suggest other researchers to conduct a study on

other companies in the same field in order to determine the problems that occur in the
industry. That way, the companies could find ways on how they could solve such
dilemmas and prevent them from occurring in the future.

18

References
Common interview questions: mid-level. (2008, September). CYBURBIA. Retrieved
August 6, 2013, from www.cyburbia.org/forums/showthread.php?t=35425

Dyck, B., & Neubert, M. (2012). Management. Pasig City: Cengage Learning Asia Pte
Ltd. (Original work published 2011)

CREATVFX. (n.d.). CREATVFX. Retrieved August 25, 2013, from http://creatvfx.com

Appendix
A. Interview Questions
PLANNING:
1. What internal and external factors do you consider when you plan for new
strategies or projects in your business?
- External - make sure to check the market for new trends and demands clients change policies so it is important for our company to adjust to their
demands Internal - make sure that our company has enough resources to
deal with the changes in trends and demands - First look at the new trends in
the industry, make business strategies, then check the internal part of the
company if we can compete in that certain trend
2. Do you have schedules for planning projects or is there a sudden planning when
you find a need to?
- adhock method in planning projects - since our small scale designing and
advertising company, we can easily adjust to changes in the demands of
clients - clients give us a timeline
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3. How do you measure the effectiveness of your plans?

- Effectiveness is based on: the quality of the output the happiness of the
client the overall wellness of the team
4. How often do you review your plans?
- We regularly monitor each step of our plans by: checking the balance
between the external and internal components of the project asking
feedback from the department heads
5. What is your timeline in every project whenever you do the planning?
- The timeline for each project depends with the client. The client would give a
date when we need to give the final product and it is our responsibility to keep
track of each step. It is also very important to be flexible enough to adjust to
the changes of the client.
ORGANIZING:
6. How do you delegate responsibility?
- We delegate responsibilities by first checking the abilities of our employees.
We usually base it through past achievements and recommendations from
the department heads. It is very important to know the strengths and
weaknesses of each of out employees.
7. Describe the ideal supervisor-subordinate relationship.
- As the CEO of the company, I find it more encouraging to be direct, explain,
then ask questions when it comes to problems with projects. Its good to give
your employees a say when dealing with problems. I prefer to direct the flow
of work rather than being too hands on and demanding.
8. What does the company do to contribute to its employees professional
development?
- We have a HR manager that deals with the needs of our employees. We also
have medical benefits, retirement packages, and training for new employees.
9. Do people in your department function fairly autonomously, or do they require a
lot of supervision and direction?
20

Our company operates more autonomously. But if ever I need to intervene

with some projects, I try to assess the situation first then act upon the things

that I see that needs improvement.

10. Is the companys management style top-down, or do front-line employees share
in decision-making?
- Department heads have a say in the flow of the business
11. Is there flexibility in work hours, vacation schedule, place of residence,
telecommuting, etc.?
- There is no flexibility when it comes to work hours. The policy about vacations
is that department heads and I included should be told three days prior.
12. What kind of training program does the company offer? Is it highly structured or
more informal?
- Our training program is highly structured. Prior to the training, we look into the
strength and weaknesses of our employees so that we can improve their
abilities.
13. What is the typical job-interview process at the company? How many interviews
do candidates generally go through before being offered a position?
- Our HR manager first assesses the applicants then gives recommendations
to the department heads.
LEADING:
14. Have you ever been on a team where someone was not pulling their own weight,
and how did you handle the situation?
- I follow protocol. I talk to the department head who then talks to the person
who is causing a problem within the company. I feel that is the more
professional way of dealing with our employees.
15. How do you communicate your superiors/subordinates?
- How I communicate with my employees depends on the situation. If its of
serious business, then I will use a serious tone. It also depends on my mood
and knowing what to say and when to say it.
21

16. Describe your management philosophy. Have your disappointments helped you
improve yourself? If yes, then how?
- School placed the fundamentals for me when it comes to managing a
company. I also try to learn from my clients. I pick up their good qualities and
apply to how I want to manage my company. Yes I have faced
disappointments before but they have also molded me to be the type of
manager and person I am today.
17. Explain an instance when you used your leadership skills to solve a problem.
- I believe in command-responsibility. As the leader of my company I never
point out other people to our clients for failures. I always take the blame but
never let it pass. I make it a point to discuss the problem with the department
team so that we could find a solution.
18. How does your company differ from its competitors?
- Our company believes in quality and reliability. Being able to give more of
what is expected of us from our clients is one of the advantages of our
company. We also try to be as consistent as possible with our services so that
our past clients would still pick us over other companies.
19. Do you participate in many social activities with your coworkers?
- Yes. I attend Christmas parties, company outings, and anniversaries.
20. What is the companys relationship with its customers?
- Our relationship with our clients is strictly professional
21. What work-related values are most highly esteemed in this company (security,
high income, variety, independence)?
- For me, people come first. Either theyre clients or employees. It is also very
important to keep your employees happy especially when it comes to a
company that deals with marketing and advertising.
22. What does the company do to foster innovation and creativity?
- We usually base it on the new trends. We also predict if these changes will be
an investment or expense in the future.

22

23. How does the company recognize outstanding accomplishments of its

employees?
- We recognize through bonuses or promotions. Again, it is based on their
outputs.
CONTROLLING:
24. What are the biggest challenges that your company has faced?
- The biggest challenge for our company is adjusting to the trends. Nowadays,
the mid set of most clients is to reduce cost and quality. I personally disagree
with this so its hard to pick up new clients when all the other competition are
reducing their prices and quality of their output.
25. Tell us about a time that your work was criticized, and what actions did you take
to improve it?
- Whenever we have complaints from our clients, I make it a point to address
the issue with the team so that they can adjust to the needs of the client. The
happiness of our clients is always above all things.
26. Has the company made any recent changes to improve its business practices
and profitability? If yes, enumerate.
- Yes. We have recently added services and rearranged our marketing system.
We have also increased our manpower to deal with the demands of new
clients.
27. What systems are in place to enable employees to give management feedback
and suggestions?
- Yes we have annual evaluations
28. How does the company make use of technology for internal communication and
outside marketing? (Use of internet, video conferencing, world wide web, etc.)
- Since our company is heavy in designing, we have Macs and specific
software for our artists.
29. Is there a basic philosophy of the company or organization, if so, what is it? (is it
a people-, service-, or product-oriented business?)
23

Again, our company believes in QUALITY & RELIABILITY. We are both a

people and service-oriented organization.

30. How does the company evaluate job performance?
- We evaluate our performances by basing it on our outputs.

UNCATEGORIZED:
31. How would you describe the atmosphere at the company? Is it fairly formal or
more laid-back and informal?
- Its more faced paced compared to bigger companies. Its more casual since
its important for each member of every department to get along.
32. What can you tell us about the corporate culture?
- Multinational companies are usually stricter when it comes to protocol and
they have a slower reaction time to the demands of clients. This is why I
preferred to put up a smaller professional business.
33. Does the company observe any rituals, traditions, or ceremonies? (If yes,
enumerate)
- No.

B. Table of Computations
Figure 1
Function of

Mainstream

Multistream

Ratio

Ratio

Management

Perspective

Perspective

Mainstream/Multistrea

multiplied by

m
Planning
Organizing

3
7

2
1

2/5 = 0.4
2/8 = 0.25

25%
10 %
25%
24

Leading
Controlling

6
5

4
2

4/10 = 0.4
2/7 = 0.29

10 %
7%

Figure 1 shows the continuum percentages computed with respect to the

mainstream and multistream criteria given by Dyck (2011).

25