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Unit IV: Management Functions Applied
to Rural Development
Introduction
Management is the heart of the organization or any living unit or groups of
people like a family, an association, a fraternity, an agency, a people’s
organization or society, a government agency, non-government agency, a
business enterprise whether micro, small, medium or big organization. These
organizations may be profit or non-profit/ service institution. It is management
that performs vital functions like planning, organizing, leading, and controlling
involving human and non-human resources in the organization in order to
achieve pre-determined goals of the organization. Popular rural development
major or primary management functions or phases involve planning,
implementation, monitoring , documentation and evaluation (PIME).
Management, nowadays is not simple as managers thought it to be in the
past. Effectiveness and efficiency in the organization are in the hands of
management from the bottom to the top level. The management usually carry all
the responsibilities in democratic country like the Philippines. The government
is continuously training
government officials at all levels in the proper
performance of their management functions in cooperation with other sectors of
government. Continuous education on the local government laws, policies and
procedures is done in order to train and update officials to correctly practice
mandated and obligatory functions according to the position they are elected or
appointed.
While managers are thinking of local problems and programs, they should
be guided by the global situation and economy. We are all interconnected in one
way, small ways and in big ways. Interactive interconnectivity is now very
possible with the presence of computers and other communication facilities
nowadays. RD managers can tap these resources in development management
applying the use e-administration or e-governance in present day management
practice.
At the end of the chapter, the reader should be able to:
a) identify major roles managers in rural development at different levels;
b) define and discuss different management functions applied in rural
development
such as: planning, organizing, leading or directing,
communicating, documentation, monitoring and evaluation; and
c) present and discuss the different elements of a plan, a program or a
project;
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Rural development goals and objectives are directed toward total human
or people development in various culture, political structure, natural and physical
resources , laws and philosophy, religious beliefs, desires and aspirations in life.
Man as the center and ultimate target of development with all its natural and
physical resources development under the supreme human being and the great
architect of the universe. This chapter focuses on the unique role of rural
development managers, the management functions and the programs they
develop and implement.
;
Major Roles of Managers
Managers in rural development perform different roles which are mandated
and expected in the position they occupy. Management has different levels and
scope based on the current organizational structure. The roles performed may
depend on the level of management whether low level, middle level and top
level management which can be identified and seen on the hierarchy of position
in the structure. Some of the major roles performed are leadership, managerial,
fund sourcing, technical, social or public relations, inspiring, valuing and
modeling, and resource’s protection. There are other roles which you can still
enumerate and you will know that it is easy to get the manager position but the
performance of the roles are not easy. Each role is briefly discuss as follows:
Leadership Role
A manager is a leader in his own section, division, organization or in the
community, city or province he covers or governs. According to John C.
Maxwell (1993) leadership is the ability to obtain followers. Therefore, in order to
be a leader, one must have followers or members who believe, accept and
follow the power and authority within you and be part in the performance of the
functions of the office or position you occupy. Maxwell also concluded that
leadership is influence. This is influencing people under you to act, perform and
do their jobs or functions to a high degree of performance regardless of motives.
A good leader is measured in terms of concrete, measurable and observable
organizational performance indicators which lead to the satisfaction of members
clients and other stakeholders.
Managerial Role
Many would like to have high position in office or in any organization
they belong. Most people want the position because of the monetary benefits
including the power and authority but not the functions or the managerial
functions required. What is intriguing is they have limited knowledge and
managerial skills particularly on the essential management functions such as
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planning, organizing, leading, monitoring, documentation, supervising and
evaluating. This in addition to fund sourcing, resource mobilization and financial
management.
Fund Sourcing Role
All organizations either public/government or private need funds in order
to operate. As you accept the position, the first question you may ask yourself as
manager is how much budget the office have in order to operate. If you are in
government offices, does the office have budget allocation? How much is the
approved budget during your term? What are the manpower, material, physical
and financial resources of the organization or the office? Who are involved in
the financial management of the organization and what are the income
generating programs and projects? Who approve and decide fund allocation and
utilization? The fund sourcing role of a manager or head of an organization is
very critical to the success of the organization. One must be aware of financial
management strategies to generate funds within the organization and obtain
funds from external sources either local or international sources.
Technical Role
You are now a manager which is more on the performance of managerial
functions, however your technical expertise or background will surely help you
identify new areas or fields where you have great influence. A president who
possesses the expertise on crop production may be able to implement
outstanding programs and projects in crop production wherein he has previous
linkages or partnership before he became a president.
If the head of the organization has passion for music and the arts, most
of his programs and projects are music and arts which is true in many civic and
social organizations. A president of an organization who is a medical doctor
usually implemented medical related programs/projects.
Social or Public Relations Role
All organizations wanted to be known and felt in the area where they
operate. As we usually observed, the organization is known because of the
social interaction of the officers or members to the community. The programs
they implement and the outward observable behaviors of the members are
important in order to have more clients, partners, donors and benefactors.
Inspiring and Pushing Role
This is the motivating role of managers, that is creating an environment of
setting high targets or goals to achieve and to really make a difference. This is
“pushing,” “influencing,” “driving” or motivating the people in the
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organization to achieve more, work harder and be on top for the greater
development of man and glory to the eyes of God.
Valuing and Modeling Role
A manager is expected to be an exemplar of good morality, integrity,
honesty, wisdom and high standards of culture and excellence. No one is perfect
and possesses all these sterling qualities of good managers. But through the
years, we always wanted to see managers who are exemplar of good values
and will serve as good models in the organization. We look at managers to lead
the members of the organization to higher plane of performance and be
recognized as such.
Resources’ Protection Role
This is now the urgent and immediate needs of the times—the protection
of the God given resources to us like water, soil, air and the natural environment
including the human and all living things. Whatever technologies we generate
develop and disseminate, resource and environmental protection must always
be considered. Let us continue to love, protect and save mother earth, this
is the most precious thing we got.
Management of Rural Development Programs and Projects
Planning: Nature and Concepts
Consciously or unconsciously an individual, a group, a family, an
organization, or a community makes written or unwritten plans. Planning
starts as a psychological process, visioning and concretizing wild imaginations,
a process logical thinking, deciding in advance what we would like to happen
and achieve in the future, and identifying actions in order to accomplish our
goals and purposes in life.
Planning is a basic management function of any organization regardless
of size, nature, membership, funding sources, principles and core virtues
uphold, coverage, objectives and goals. It is basically done at all levels of the
system and organization.
Plans whether short-term, medium-term, or long range are products or
outputs of the planning process performed by an organized group either
legitimate or illegitimate. In formal organizations, there are planning teams,
consultants or groups who are designated to design the plan of an organization
or institution.
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In rural development, planners or the people involved vary depending on
the community, organization, institution and the political structure. Planning is
a process of unifying, integrating, organizing in a systematic platforms and
consolidating the ideas, beliefs, values concretized into desired programs and
projects which are formulated to solve and answer the needs and problems of
specific groups of community, clientele or beneficiaries. Planners exert their
precious time and talents in order to succeed in achieving goals set. Many
believe that plans are blueprint and the roadmap to growth and development.
Types of Plans
There are so many types of plans, it can be written, unwritten or some are
imaginary or visionary plans. We asked some barangay chairmen in the
Philippines about the plans or development plans of their respective communities
and many of them were able to enumerate ideal and good plans for there
villages or barangays. We also found out that many of these are unwritten plans
which are products of informal discussions. No document whatsoever can be
presented to support there claim that they have development plans. This is at the
lowest level of local governance.
For municipalities, cities and provinces in the Philippines, there are written
development plans since there are Municipal, City or Provincial Planning and
Development Offices which are created by government to perform the functions
of planning. Some of the plans can be categorized as:
1. Development or Master Plan - A government or non-government
institution usually has a development plan/master plan either short term,
medium term or long-term which contains the total development
perspective of the agency or institution. The general plan may contain
the guiding philosophy and principles, core virtues, the long-term vision,
mission and goals, agency mandate of creation, context,
program
thrusts, management and organizational structure, policies and rules,
approaches and strategies, linkages and networking, budgetary sources
and requirements. The number of years covered or duration of the
development plan may differ from agency to agency.
2. Strategic Plan- After the long term development plan has been laid down
and approved by proper authorities, the strategic plan is developed by
middle level managers or the primary implementers presenting the major
problems addressed, major approaches and strategies, human and nonhuman resources available and most importantly the products,
measurable outputs or services. Key performance indicators or key result
areas
are identified. Format or strategic vary from organization to
organization. The plan envisions the total organization and its relationship
with the external environment or resources.
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3. Operational Plan or Short Term Plan-The daily, weekly, or monthly
activities are done based on the general comprehensive and strategic
plan developed. Operational plan is coupled with specific budgetary
requirements which are needed in daily operations. The work and
financial plan is prepared with corresponding approved budget release.
Plans become operational if all resources needed are present and with
supportive external environment.
Elements of a Development Plan
Technically, agencies mandated to implement rural development programs
have written development plan which is a product of intelligent and deliberate
decision-making process which contain the following:
1. Statement of Philosophy. This is the general statement of beliefs
which guide the organization in order to be effective and efficient in
the attainment of its vision, mission and goals.
2. Vision Statement.
This is a statement of the situation the
organization would like to see and achieve for a specific period of
time. It is usually
unique to the organization, mandate-based,
challenging and time-bound.
3. Mission Statement. This is a general statement of what the
organization intends to do or what the organization can do to perform
its mandate and achieve goals.
4. Goal Statement. In order to achieve the mission, this is broken down
into more achievable, realistic, and time-bound targets or general
objectives. This is a more systematic, directional, encouraging and
transformative process. Measurable indicators are identified, agreed
and approved.
5. Program Thrusts. These are major program areas which is anchored
on the mandate of agency creation. There are major and secondary
program thrusts which are reviewed every year to determine progress.
6. Management and Organizational Structure. This is very important
as it shows the manner of governance and organizational structure.
This is the arrangement of people in the organization, showing
positions and functions including power and authority. This shows the
implementing structure on who runs and leads the organization. Not
all data and information are presented in the structure, however the
structure gives an overview on the context of the organizational
management.
7. Approaches and Strategies. These include the technical and social
technologies used by the organization in running the organization
which is guided by the philosophy uphold by the organization.
Approaches and strategies are agreed upon since it requires some
legal, educational and financial requirements .
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8. Policies and Rules. Above all, the organization is guided by the laws
of the land as well as the existing political structure, culture and climate
in the whole system. There approved policies and rules of the
organization as well from the higher political structure of government
and from the funding or sponsoring institutions. The members of the
organization must be aware of these policies and rules and it is the
responsibility of the officers or people in administration to communicate
and explain the policies and rules.
9. Budgetary Requirement and Fund Sources. This is basic in running
any organization. The organization must be aware of the fund sources,
fund allocation every year, budgetary requirement or needs and fund
generation and utilization. One of the major competencies of people in
governance is the preparation of the long term development
program, strategic plan, operational plan,
program and project
proposal preparation and submission. Resource mobilization is a
primary function of managers. The organizational performance is
highly influenced by the financial generation and utilization and its
resource linkages and networks.
10. Linkaging and Networking. The organization is just a part of a big
system and therefore it usually works with other similar organizations
or agencies with the same goals and objectives. In terms of
programs, fund sources and complementation of technical, material,
financial and other physical resources, the agency may work with
other agencies where both benefit from the partnership.
11. Work and Financial Plan. In the final planning, how much fund does
the organization need? This is always the
main concern of top
management on how to generate needed financial resource. Plans are
always determined by the funds approved and released.
12. Attachments. These are additional documents like maps, land use
plans, description of facilities and structures, list of manpower,
problem analysis, program framework, list of partners, donors and
client description.
Why do we make plans/ organizational plans?
Plans are basic documents and mandatory requirements in any agency
or type of organization. A comprehensive development plan presents almost all
information about the agency or organization. It may not be complete 100
percent but more or less the basic information about he organization are written.
Every individual in his right frame of mind, consciously or unconsciously
formulates his own professional and personal plans. These are expressions of
what we would like to achieve. Plans of any sort is a product or outputs of a
deliberate planning process. Some of the reasons and advantage of planning
are:
 Planning justifies existence
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
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
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


Planning rationalizes the funds provided
Planning systematizes and organizes courses of action
Planning minimizes mistakes and uncertainties in implementation
Planning enhances effectiveness and efficiency and avoid waste of
resources
Planning unifies the organization towards common goals
Planning facilitates division of labor and avoid duplication of efforts or
labor
Planning creates an environment of order and discipline
Planning sets clear individual and group performance indicators
Planning promotes cooperation, coordination, complementation and
improves members or employees moral
Planning makes the agency
think and design
innovations, new
technologies, strategies and information
Planning attempts to make good forecast of the future
Planning aims for success
Planning, therefore is a basic and primary management function of
an organization. It is the act of conceptualizing,
developing,
implementing and sustaining the plan. Planning requires creative,
innovative, rationale, human-oriented thinking and decision making.
Developing a Plan
In developing a plan, there are different stakeholders, actors or people
involved. There are several factors or issues to be resolved before developing a
plan, these are the type of plan, people (insiders and outsiders) involved in
planning, area and clientele or beneficiaries to be covered, problems and needs
to be solved, resources (human and non-human resources) available,
mandate from the national level of government or the organization, duration of
the plan, sources of funds, strategies of fund generation and maybe other
factors from the external environment.
Type and Kind of Plan
According to Type
a. Comprehensive development plan - barangay, city, municipality,
province, region, government agency, non-government organization,
cooperatives, farmers’ association, peoples’ organization which
maybe covering a number of program areas or thrusts.
b. Sectoral plan - agriculture, health and nutrition, economic, social,
environmental, infrastructure, land use plan, investment plan,
physical development plan, school plan, etc.
c. Functional plan - production, processing, post-harvest, marketing
plan, financial plan, recreational plan.
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According to Duration
a. Short-term Plan - this may be daily, weekly, monthly, semestral,
quarterly, annual plans. Plans shorter than three years can be said
to be short term.
b. Medium Term Plan - Plans more than three up to six years are
medium term plans.
c. Long Term Plan - Plans more than six years are long term.
These are just arbitrary labeling of duration. It depends on the
organization or agency whether they want to be called short,
medium or long term plan.
According to People Involved in Planning
a. Top level
b. Middle level
c. Low level
According to Political Jurisdiction
a.
b.
c.
d.
e.
Barangayl level
City/municipal level
Provincial level
Regional level
National level
According to Initiators or Actors of the Planning Process
a. Internally initiated planning. Members as main planners
b. Externally assisted planning. Government or non-government
personnel assist groups or organization in developing the plans.
c. Consultancy or Professional Assisted Planning. Some organizations
or groups hire consultants to assist in planning.
d. Joint-planning. This is an example of partnership between local
(barangay) people and government or private sector working together
in making a plan.
Five Major Phases in the Development of a Plan
a.
b.
c.
d.
e.
Pre-planning
Planning Proper
Presentation, Submission and Approval of the Plan
Budget Allocation and Release
Preparation of Actual Workplan
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Pre-Planning Phase
This involves environmental or resource scanning of human, material,
physical, natural, and institutional resources. In popular term, it is a community
study and analysis of the area. Usually, planners use secondary data that are
already existing in the area like the barangay, municipal or city hall or local
offices and from provincial and regional offices. Benchmark or baseline surveys
are sometimes not necessary. Maybe what they need is just data updating
through focus group discussions and data from key informants in the area in
order to come up with benchmark data and information.
Funding for a full blown and long term environmental scanning maybe a
waste of time and money. Participatory rapid appraisal (PRA) or rural rapid
appraisal (RRA) whichever is appropriate may be used. Participatory
development planning may be more useful and developmental in nature. Data
from barangay, city, municipal or provincial profile are in many cases available
such as:
a.
b.
c.
d.
Historical
Geographic and Climatic
Demographic
Economic
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Agricultural data
Industry data
Service sector
Employment data
Overseas Filipino Workers
e. Social data include educational, health, nutrition, housing, peace and
order)
f. Infrastructure - barangay hall, health center, multipurpose gym or center,
recreational center,
basketball court, wellness center, cockpit arena,
resort, marketing center,
g. Road system and networks, bridges
h. Transportation and communication
i. Institutional-banks, pawnshop, market,
j. Political
k. Cultural Activities, Traditions
l. Ecological Solid Waste Management Program
m. Tourist Attractions or Sites
n. Other Information
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Ways of Data Gathering
Team of planners whether internal or external can used various forms of
data gathering specifically when time to gather data or perform resource
scanning is very short and with limited funds.
a. Actual area observation, walk through, field visitation by the local people
with outsiders are useful using a land use map, crops planted, residential
area, fishing, forest area, pasture, mangrove and orchard.
b. Primary data gathering-conduct of household survey, select group survey,
personal interview of key informants, focus group discussion, informal
discussion, pre-planning meetings, workshops and other participatory
planning strategies.
c. Secondary and primary data can be obtained through consultative
participatory planning with personnel of government agencies and local
offices in the province, city, and municipality like :
 Agriculture Office
 Cooperative Office
 Social work and Development Office
 Health Office
 Nutrition Office
 Environment and Natural Resources
 Planning and Development Office
 Engineering Office
 Solid Waste Management Office
 Association of Barangay Chairmen Office
 Samahang Kabataan Office
 Department of Agrarian Reform
 Department of Trade and Industry
 Department of Public Works and Highways
 National Irrigation Administration
 Department of Science and Technology
 National Power Corporation
 Electric Company
d. Secondary and primary data can be obtained through consultative
participatory planning with religious, civic, social, fraternal, sports,
charitable organizations and the private or business sectors.
e. Secondary and primary data can be obtained through consultative
participatory planning with different local or provincial boards created and
recognized by the local government like school board, solid waste
management board, peace and order board, agriculture and economic
board, health and nutrition board, environmental management board
and others.
f. National data obtained from national offices and through internet access.
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There are various ways of data gathering either direct or known
mean and other in direct means or secret ways. Data and information
may not be 100 percent accurate, but for planning purposes these data
can be a good start. It is very ideal that if it is a community development
planning, the people and the outsiders must work together in trying to
understand and develop the plan.
Data Organization and Analysis. The data gathered must be
grouped and organized in a manner that will describe the situation in
quantitative platforms understandable to all: the local people, the
development or extension workers, the technical consultants, and other
members of the planning team. Simple descriptive statistical analysis can
be used to make data more useful and informational. All data sources
must be noted or recorded for proper acknowledgment and data
accountability. This is to give due recognition for the people and offices
who gathered, consolidated and kept the data in usable format for public
use.
Qualitative data can also be used, and similar to quantitative data
it must also e properly noted and acknowledged.
Planning Proper
The steps in planning is already known to many of us, as you have
been doing a lot of planning meetings and workshops. There are various steps
in planning depending on the kind of plan, nature of the plan, program areas,
coverage, commitment and dedication to do a SMART PLAN.
1. Organize the Planning Team. Who are involved or who are the
members of the planning team? There are legal individuals elected or
appointed to formulate the plans in the barangay, city, municipality,
province, region, national level. The planning process must be known to
everyone that the plan shall be
formulated through democratic
representation, undergo a process of deliberation and approval in a
public hearing if it is a community development plan.
Similar in government agencies, offices have specific process of
plan formulation, from the section, division up to the department level
which need approval of the technical planning team or executive councils,
before submission to the chief of office for final endorsements to the
higher chief executive for budget allocation and approval.
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At the local leveI, it is very ideal that the planning team of a community or
barangay, city, municipal or provincial comprehensive development plan will be
composed of the following but not limited to those listed below:
a.
b.
c.
d.
e.
f.
g.
h.
i.
j.
Elected members of the barangay, city, municipal provincial council
Appointed or designated secretary
Appointed or designated treasurer
Chairmen of committees
Representatives of different legal organizations
Representatives of schools
Representatives of the indigenous groups/communities
Representatives of religious groups
Other volunteer local leaders (limit the number)
Representatives from different department s or offices who can contribute
or provide technical expertise to the plan to be developed.
2. Problem Identification and Prioritization. Every organization or agency
has mandate which guided them on what problem areas or concerns to
address. In the Philippines, many agencies are named after the
commodity they are working on like the Philippine Carabao Center(PCC),
Philippine Rice Research Institute (PhilRice), Bureau of Fisheries and
Aquatic Resources (BFAR), and therefore they may be working on the
various major problems of the commodity and the industry. Deliberate
and serious problem analysis of the commodity are usually done thereby
formulating programs and projects that will find solutions to the problems
at hand through research, development and commercialization.
In rural development, the barangay planning team shall face
various problems areas of concern and the lowest local government unit
must be taught, trained and trusted (3 Ts) to solve these problems . As
mentioned in number 1, the barangay can have similar legal planning
teams, to assist the barangay council formulate relevant programs and
projects.
There are so many areas of concern in a barangay or community like:
a.
b.
c.
d.
e.
f.
g.
h.
i.
j.
Agriculture and Food
Livelihood and Employment Generation
Education and Training
Health and Nutrition
Housing
Water ,Power or Electricity
Peace and Order
Entrepreneur Development
Disaster Management
Watershed Protection
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k.
l.
m.
n.
o.
Solid Waste Management
Spiritual and Values Development
Infrastructure Development
Communication and Transportation
Other areas
There are options or planning strategies to take, the barangay can select
five areas which should be given priority since the barangay can not solve the
all the problems at the same time. There are problems that solutions are long
term, while there are problems wherein solutions are short tem or can be solve
within a year. Programs and projects formulated and identified must be
“problem and need-based”. This is the main reason for making a plan, to
identify which problem area should be given priority attention and selection of
problem area must come from the people who are the direct beneficiaries of the
program not the donor or sponsor of the funds.
Committees of groups can be organized at the barangay level to map out
the initial plan based on the problems and needs identified. These can be
presented and deliberated to a bigger group of legitimate people in the barangay
before final approval and public hearing.
Similar with many religious, civic, social and charitable organizations,
they must ask the barangay or community first before sponsoring projects or
providing any assistance in the community. Simple problem analysis can be
used to scrutinize the cause and effect of the problems at hand.
3. Determine solutions and set clear goals. The programs and projects
identified with clear goals set must be clear, realistic, specific, acceptable,
approve by the legal body and easy to measure. Definitely, these goals
to be achieved must be an answer to the problems at hand. Issues and
problems must be properly addressed.
Solutions to the problems must be:
a) socially acceptable, b)
technically sound, c) economically feasible, d) environment friendly, e)
morally right , and f) presence of support from the people in the
barangay, and other fund sources like donors and government agencies
or private sectors.
4. Formulate strategies to achieve goals set. Based on the past
experiences and available human, material and financial resources, the
planning team can identify strategies that will fast track implementation of
activities. The planning can be assisted by external development
extension workers or experts in planning.
5. Identify the necessary inputs or requirements of the program/project.
These inputs maybe human, material,, land, financial, building or facilities,
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technology, information, training or other legal requirements. All these
must be properly identified including the sources and processes
necessary to be done.
6. Timeframe or the target date of implementation and the people
responsible. The strategic plan must be done first and later the
operational plan per project must be specified. This will specify what are
the activities to be done, who are the responsible persons groups, target
date of implementation, place and materials or supplies needed.
7. Writing the plan,
requirements.
presentation
and
including
the
budgetary
Contents of Different Plans
There are different formats and contents of development plan, strategic
plan and operational plan. These are just some of the common contents or
elements which may serve as bases or guides in writing the plan.
1. Comprehensive Community or Barangay Development Plan
 Title of the Plan including the area (cover page)
 Timeframe or Duration
 Table of Contents
 Introduction
 Situationer/Profile of the Community
 Major Problems Identified
 Vision, Mission, Goals
 Programs and Projects with Key Result Area
 Management and Organizational Structure
 Strategies and Approaches
 Strategic and Operational Plan
 Core Values
 Budgetary Requirements
 Partners in Development
 Monitoring and Evaluation
 Program Review and Re-planning
 Attachments
2. Strategic Plan (this can be written in horizontal tabular format)
 Target Goals
 Programs/Projects under each Goal
 Measurable Key Performance Indicators
 Major Strategies and Approaches
 Target Date or Duration per Quarter, per Year
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

Budgetary Requirements
Partners, Cooperating, Funding Agencies
3. Operational Plan (this can be written in horizontal tabular format)
 Programs/Projects
 Specific Objectives
 Strategies
 Activities to be undertaken
 Target Date
 Responsible person or groups
 Budget needed
4. Operational Plan or Workplan
 Projects
 Activities
 Target date
 Manpower and materials needed
 Budget needed
Reminders or Guides in Making and Implementing the Plans
Workplans or operational plans are finalized based on the program or
project proposal document approved and the strategic plans which were
submitted to the funding agency and the budget released. If there is a
Memorandum of Agreement executed and signed by contracting parties, the
implementer must be familiar with the approved and released budget, approved
items of expenditures and the timeline of activities.
Project team members must meet regularly, if possible, daily, weekly or
monthly to tract where they are now, the status of activities, problems met and
alternative actions. Transparency and honesty must always be present. Teach,
train and trust people, they are your allies and team members. Remember, if you
are the head of the project, any mistakes they make you are accountable to the
funding or donor agency. If you are the barangay chairman, mistakes in any
construction and errors in project implemented by your group will be pose
negative impressions against you.
Documentation in various forms is a must thereby monitoring of all
activities must be done to see to it that all specifications or actions are within the
plan. Any unforeseen event that destroys the project must be looked into and
properly reported. Any deviation form the plan must be properly explained.
Evaluation of accomplishments is a must. Recognition of those who exert
extra efforts, sponsors, donors as well as those who are the beneficiaries of the
project must be recognized. Public accounting may be done to showcase real
expenditures, if possible.
38
Organizing Function
Managers, heads of offices or an ordinary barangay chairman is
responsible of planning and implementing several programs and projects in
particular period of time. The programs and projects are divided or broken
down into different tasks. Another important major function that managers
must know is organizing. This function involves the following: a) grouping of
tasks or related tasks, b) identifying and assigning people to perform such
tasks, c) allocation of resources needed by the person or group to perform the
tasks, and d) delegating authority in the performance of the tasks.
Managers as leaders perform great function in motivating and influencing
people to perform assigned tasks with high degree of commitment and
dedication. Proper organizing establishes protocol, order and systematic
procedures in task performance. Equality of task performance according to
remuneration, assigning or hiring the correct person with appropriate technical
expertise coupled with proper work values and attitudes shall contribute to the
completion of the tasks.
There are several ways of grouping or organizing tasks. The structure of
an organization, technically may be organized or group according to:
a) Functional areas – instruction, research, extension, training, production,
Administration.
b) Commodity - corn, rice, legumes, vegetables, high value crops
c) Discipline or Field – genetics, crop production, post-harvest, control of
pests and diseases
d) Combination a, b, c
e) Sectoral or Work Area
Factors that Influence Organizational Structure(www.cliffsnotes.com)
a)
b)
c)
d)
e)
Organizational size
Organizational life cycle
Strategy
Environment
Technology
Guides in Organizing
a) Organizational structure must be approved by proper authorities.
b) Functions must be clear, accepted and communicated.
c) Assignment of tasks must be in written form known by all.
39
d) Regular monitoring and review of assignments must be done.
e) Feedback mechanism is highly necessary.
Leading Function
It is a basic requirement that every organization must have a leader who are
good managers. In order to be a leader, you must have followers or a group of
people whom you lead toward the attainment common goal. In any democratic
country, people can select the people who will lead them particularly in
governance of the country. Through clean and honest election, people can select
the best leader to govern and give them the best service the people need.
According to John Maxwell (1993) in his book “Developing the Leader Within
You” leadership skills determine the level of your success—and the success of
those who work around you. An organization has high performance because the
leader has the ability to influence or lead others successfully. This is teaching,
training, guiding motivating, influencing, challenging, encouraging people under
you or the members of your organization to work
and give their best and
achieve high level of work performance.
Remember, a leader or manager is measured in terms of his outputs in
terms of measurable organizational performance indicators like effectiveness,
efficiency, client satisfaction as well as employee satisfaction.
It can be
said that leadership is an unseen force that binds the members or group together
toward the desired goals.
Nature of Leadership







Leadership skills are in-born and acquired traits by the person through
education and training.
Leadership involves direction-setting through formulation of realistic vision,
mission, goals coupled with correct Christian values and motivation.
Leadership must be coupled with good and practical management skills.
Leadership requires political skills, that is the art of governance according
to the rules and policies of the agency or organization.
Leadership involves the continuous process of creating and introducing
innovations, technologies and information to make organizational climate
interesting.
Leadership requires setting of priorities, identifying which are important
since resources are always scarce.
Leadership continuously create positive change in the organization and
sustain organizational performance to a higher level.
40



Leadership involves high level skills and sensitivity in terms of problem
identification and solution formulation. It is conflict mitigation in the
organization.
Leadership develops other to be future leaders: 3 Ts-Teach, Train and
Trust. This requires a well-planned human resource development in order
to sustain the leadership in the organization.
Leadership has high sense of progressive vision of development.
Characteristics and Competencies of a Leader in RD
 Exemplar of good human values
 Mastery of management functions applied to rural development
 Professional leader who believe on the philosophy and principles of his
discipline or the organization
 Social skills in dealing with people of different economic, social, political
status and culture
 Possess good communication skills (written and oral)
 Organize, scientific, and systematic
 Visionary
 Resource mobilization
 Efficient in resource utilization
 Good mental and physical health
 Flexibility
 Sensitive or alert to the environment-physical, social, technical, economic,
political
 Team builder
 Leading others to become leaders: developing the leaders around you.
Strategies to Create Good Climate of Leadership
In every organization, there is a need to continuously strengthen the bond
among members. A leader must be conscious of strategies or ways to sustain
the trust and confidence o his members to him as a leader. Some of the ways
are:
1. Set regular date and place of meeting to update yourself of the progress of
the project or task.
2. The regular meeting must be exciting where members are motivated to
attend and not scared because it is reporting time. Some energizer,
games, news, jokes or educational activity can be included as part of the
meeting .
3. Prayer is always the beginning and end of the meeting.
4. In any organization, there must be team building activity like off-campus
meeting, cross-visits, educational tour that makes work an enjoyable one.
41
5. Promotion or any financial benefits must be fair to all, that is giving reward
for those who exert extra effort contributing to high level of performance.
6. Establishing the climate of trust and love among members as one family
working together a common goal.
7. Recognition of a work well done through financial reward if possible,
promotion, or trip to other country or any other form of incentives.
8. Well-organize workplan, training in report preparation, presentation,
analysis and evaluation.
9. Success is always credited to the group and not to the leader only.
10. Plan to succeed as a group. Set realistic targets.
Communication Function
Communication is the act and dynamic process of interaction between
humans and among members of an organization. It involves conscious and
unconscious sending, transmitting, exchanging, and receiving messages. The
communication process can be verbal or non-verbal. With the computer
technology, the process of communication becomes “high tech” and
unimaginable. The sending and receiving of information is very fast using
different modes and revolutionize people’s lives throughout the globe..
The elements of the communication process are: SENDER, MESSAGE,
CHANNEL, RECEIVER, EFFECT or RESPONSE. We will not deal on concepts
and theories, this section shall discuss importance of effective communication
process in rural development.
Let us explore the purposes of communication by a RD manager from a
government agency based on his roles and functions. The manager is
communicating in order to:
1. Directs and leads his staff to make plans.
2. Informs the staff of new programs, projects, policies and rules.
3. Teaches and updates the staff new technologies, information, strategies
and approaches.
4. Persuades staff to be more resourceful and human-oriented.
5. Motivates his staff to high level of commitment, dedication service and
excellence.
6. Instructs his staff to follow approved workplans.
7. Advises his staff to follow the rules, policies, observe safety procedures,
protect the environment, and conserve energy.
8. Builds mutual trust and confidence.
9. Shows love and concern to his staff. Everyone is important in the
organization.
10. Warns his staff of forthcoming danger or disaster.
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Message
In any communication transaction, the sender must always remember
three major factors:
 Message Code -- set of symbols, language , signs
 Message Content -- clear, concise, relevant, timely,
 Message Treatment – the way the message is presented—frequency,
redundancy, emphasis, express feelings.
Types of Communication
1. Interpersonal Communication
2. Intrapersonal Communication
3. Media Communication–mediated communication with the use of electronic
media
4. Mass Communication
Factors in the Use of Channels in Communication
1. Communication skills of both sender and receiver
2. Message –topics or information
3. Cost of the channel used
4. Availability of facilities or equipment
5. Supplies and materials
6. Presence of power or electricity
7. Purposes of communication
8. Immediacy of response
9. Importance of the message
10. Educational level of both sender and receiver
11. Location of both sender and receiver
12. Climate or weather
13. Other factors
Documentation, Monitoring and Evaluation (DME) Functions
These three management functions are inseparable specifically in the
implementation of RD programs and projects.
Documentation
 Is the process of providing evidence. It is the act of supplying documents
or supporting references or record. It also means the
collation,
,synopsizing, and coding of printed materials for future reference
(http://en.wikipedia.org/wiki/Documentation)..
43
 It is the accumulation, classification, and dissemination of information
(http://www.ifla.org/VII/s30/pub/mg).
 Is the recorded or pictorial information describing, defining, specifying,
reporting, or certifying activities, requirements, procedures, or results
related to quality assurance. It is the written ( or otherwise recorded)
information
aboput
a
target
required
for
an
evaluation
(http://www.mijnwoordenboek.nl/).
Monitoring
 Is a type of evaluation of a project, program, activity while it is being
implemented, with the aim of improving the project design, and functioning
while in action.
 Is a continuing function that aims to provide the management and main
stakeholders of an ongoing intervention or actions.
 It is a systematic collection and analysis of data and information from
project implementers as project progresses. It aims to improve
effectiveness and efficiency of the project. Monitoring is based on target
sets and activities planned (Shapiro, J. 1996)
Evaluation
 Asses the outcomes of a project with the aim of improving future project
implementation.
 It is a systematic and objective study of determining the extent of
attainment of objectives or set targets of the project or program.
 It is the comparison between actual project performance against agreed
and approved strategic plans. It is
planned targets versus actual
performance.
 It requires scientific methods, adequate manpower, funds and other
logistic support.
 It ultimate aim is to improve organizational performance and capabilities of
implementers.
 Is the bases of promotion and growth of the organization; in business it is
the base for expansion and increasing investments.
 It sometimes require measurable, concrete and observable indicators
 Results are written and submitted to funding agencies.
In rural development projects DME, some basic and important
questions must be answered or must be considered:
1. What to document? Monitor? Evaluate? person, program, project,
activity.
2. What are the purposes of DME? Determining accomplishments,
for extension or continuation, for promotion, for revision.
44
3. Who will do the DME? Internal staff, external consultants or
agencies
4. How extensive is the DME? Formal, informal casual
5. How much is the budget needed?
6. When is the DME be conducted? Beginning of the project, ongoing, terminal or final project completion
7. What are the methods and strategies to be used? Observation,
survey, records, reports, focus group interviews, actual field
measurements or data gathering,
8. How are the data to be analyzed? Manual, computer-based
analysis, statistical tools to be used.
9. How are the results be consolidated, reported and presented?
10. To whom the DME results be submitted? Funding agency, partner
agency, cooperating agency, clients, others.
11. Secrecy or confidentiality of DME results.
Types of Monitoring and Evaluation

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Self –evaluation
Participatory evaluation
Formal and Semi-formal evaluation
Rapid Participatory Appraisal
External Evaluation
Interactive evaluation
Evaluation generally follows the scientific research process and methods in
rural development specifically the social research and economic research
methods are usually used in evaluating projects.
Even the formats and content are highly similar to educational, economic
and other social researches. At present, many evaluation studies used
interdisciplinary approaches wherein a team of experts conduct evaluation
studies.
45
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