Agusan del Sur National High Grade

School 11
School Level
Grade 11
Learning Organization and
Detailed Teacher Michael R. de Leon
Area Management
Lesson Plan
Teaching Dates January 28-February 1, 2019
Quarter III
and Time First Session

A typical DLP contains the following parts: Objectives, Content, Learning Resources, Procedures, Remarks and Reflection - D.O. 42, s. 2016)

I. Objectives or Learning Competencies

At the end of this lesson, the students are expected to:
1. state the definition staffing;
2. discuss the nature of staffing (ABM_AOM11-IIa-b-20);
3. give examples of activities that involve staffing; and
4. state the external and internal forces affecting present and future needs for human resources.
II. Content/s
DEFINITION AND NATURE OF STAFFING
III. Learning Resources
1. Cabrera, H., Altajeros, A., & Benjamin, R. (2016). Organization and management. Quezon City, PH:
Vibal Group, Inc.
IV. Procedures
Instructional Models,
Strategies, & Methods Direct Instruction
Applied
I. Prayer
Daily Routine
II. Checking of Attendance
1. Reviewing previous lesson Managers often consider human resources as their organization’s most
or presenting the new important resource. Very few administrators would argue with the fact that
lesson human resources are very important for the efficient and effective operation
of a company. To emphasize their importance, human resources are also
2. Establishing a purpose for called human capital, intellectual assets, or management or company talents.
the lesson These terms imply that human resources are the drivers of the organization’s
performance; hence, staffing is a crucial function of managers.
3. Presenting examples/
The teacher will ask the students the following question:
instances of the new
“Why should you hire people?
lesson
CRITERIA PERCENT
Class Reporting Content 50
DEFINITION AND NATURE OF STAFFING Presentation 35
Language 15
Definition of Terms Total 100
Staffing is the Human Resource function of identifying, attracting, hiring,
and retaining people with the necessary qualifications to fill the
responsibilities of current and future jobs in the organization.
4. Discussing new concepts
The number of managerial personnel or non-managerial human resources
and practicing new skills
needed by an organization depends upon the size and complexity of its
#1
operations, its plans for branching out or increasing products, and turnover
rates of both types of human resources, among others.
Besides considering their number, the qualifications for the individual
positions may be selected for hiring.

The Management and Non-Managerial Human Resources Inventory

Awareness of the management potential within an organization can be
accomplished with the use of an inventory chart, also called management

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Michael R. De Leon

5. Discussing new concepts
and practicing new skills
#2
6. Developing Mastery
succession or replacement chart. This chart is similar to the general
organization chart used by the company but limited to managerial
positions and the names of potential successors (promotable satisfactory
but not promotable, dismissed, etc.). recruitment by external means may
follow if there are no qualified successors.
The need for non-managerial human resources may be ascertained by the
use of a general organization chart to identify vacant job positions that
need to be filled or by direct reports from department/unit heads or
supervisors. Managers need not make detailed succession planning, as
thee job positions are less sensitive. Suggestions for internal replacements
or successors for vacant non-managerial positions are usually done as the
need arises. External recruitment also follows if no one within the
organization is fitted for the job position that was declared vacant.
Staffing has two main components; recruitment and selection. The process
of identifying and attracting the people with the necessary qualifications is
called recruitment while selection is choosing who to hire.
Staffing steps:
1. The identifying of job position vacancies, job requirements, as well
as work force requirements.
2. Checking internal environment of the organization for human
resources.
3. External recruiting.
4. Selecting those with essential qualifications for the job opening.
5. Placing the selected applicant.
6. Promoting.
7. Evaluating performance.
8. Planning of employee’s career.
9. Training of human resources.
10. Compensating human resources.
External and Internal Forces Affecting Present and Future Needs for Human
Resources
Present and future needs for managers and other human resources are
affected by both external and internal forces. External forces include
economic, technological, social, political, and legal factors. For example,
economic progress in a particular country may bring about increased
needs and wants among people, resulting, in turn, in increased demand
for certain products, followed by the expansion of the company and its
work force, as well as increased demand for managers.
Information explosion coming from the internet, from business publications,
or from the labor department of countries may give either encouraging or
discouraging long-term trends in the world labor market, thus causing an
increase or a decrease in demand for managers and other human
resources.
The firm’s goals and objectives, technology, the types of work that have to
be done, salary scales, and the kinds of people employed by the company
are among the internal factors or forces that affect staffing. For example,
salary scales offered by a company may not be high enough to attract
personnel who are qualified for the job. Also, this may encourage fast
managerial and labor turnover.
Group Activity:
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Michael R. De Leon
7. Finding practical
application of concepts
and skills in daily living.
8. Making generalizations
and abstractions about
the lesson.
9. Evaluating learning
10. Additional activities for
application or
remediation
V. Remarks
The teacher will group the class into teams with five members each. Each team
will give their comments and ideas on the following question.
If you will become a manager/HR someday, how will you assure that right
people will be hired for the right position?
The teacher will ask the following questions to the students:
1. Define staffing.
2. Give at least four activities or processes involved in staffing.
3. Give your own example of an external technology change that may
affect staffing.
Assignment:
1. Construct a management succession or replacement chart for one
department or unit of your school. Present this in class and ask your
teacher for his or her comments.
2. Interview two department chairpersons in your school regarding their
information gathering methods for identifying present and future needs
for human resources. List down their answers and give your comments.

VI. Reflection
A. No. of learners who
earned 80% on this formative
assessment
B. No. of learners who require
additional activities for
remediation
C. Did the remedial lessons
work? No. of learners who
have caught up the lesson
D. No. of learners who
continue to require
remediation
E. Which of my teaching
strategies worked well? Why
did these work?
F. What difficulties did I
encounter which my
principal or supervisor help
me solve?
G. What innovation or
localized materials did I
use/discover which I wish to
share with other teacher?

Prepared: Checked:

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Michael R. De Leon
MICHAEL R. DE LEON NENITA C. GELACIO, MT-II
Subject Teacher, SST-1 Assistant Principal-Designate

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Michael R. De Leon