In the Chow Fan Syndicate, Chow insists that every member stick to their role — collectors only collect, cooks only cook, and scouts only scout. His rationale? If everyone specializes, productivity will skyrocket. What principle underlies this belief?

Chow runs the syndicate like a machine: everyone has a specific input, and the system outputs clean money and influence. Every process is timed and optimized. What organizational metaphor best describes this view?

During a debriefing, Chow tells his underlings that orders from the top must not be questioned. “One boss, one direction,” he says. What principle is this?

One of the syndicate’s middle men starts giving orders to two different units without consulting Chow. This violates which structural principle of Classical Organization?

After one runner is caught, Chow begins documenting all member activities, maintaining detailed records on every transaction, attendance, and complaint. What bureaucratic feature is Chow now emulating?

Chow’s operations are highly centralized — all major decisions must pass through him, and his second-in-command acts only as an executor. Which structural idea does this scenario MOST demonstrate?

Before assigning new members to sensitive roles, Chow uses a battery of tests: physical agility, memory, and loyalty simulations. He assigns roles based on who scores highest. What principle is he applying?

A runner complains that they want to move into a cooking role because they’re passionate about food. Chow declines and says, “You were trained as a runner; we don't mix roles.” What principle is being upheld?

When Chow suspects productivity has decreased, he asks an engineer to observe how long it takes for a runner to complete each round, and what obstacles slow them down. What method is he applying?

Despite the strict efficiency in the syndicate, Chow notices growing resentment and burnout. A newly hired HR advisor suggests building a committee to review operations, giving members a voice in certain decisions. Which classical theorist would most likely support this idea?

After the arrest of a syndicate runner for drug possession, Chow’s team begins to splinter. He insists on keeping control of all decisions, believing decentralization will make them collapse further. What administrative principle is Chow relying on?

Ackami, Chow’s second-in-command, suggests that the remaining members split tasks equally and collaboratively make decisions to avoid collapse. However, Chow insists that all instructions must come from him. Which Fayol principle is violated if Chow resists delegation?

Discipline is breaking down in the ranks. Chow believes it’s because his managers were too lenient. He wants to enforce a system of escalating warnings, suspensions, and dismissals. Which concept supports this method?

Ackami recommends reassigning Chow’s most loyal cook to act as temporary team coordinator, but Chow hesitates, saying that this member has always been a cook and should stay that way. Which classical theory does Chow follow?

Ackami proposes a flat organization where members make decisions collectively and flexibly respond to crises. Which of the following theories BEST aligns with Ackami’s view?

Chow believes that the syndicate must survive by ensuring strict rules, structured job roles, and centralized command. Meanwhile, Ackami insists that morale and motivation are now more important. This clash reflects what contrast in theory?

As Chow steps away, he notices the kitchen, finance, and delivery teams still operate — but without direction, they're unsure how to coordinate. According to Mintzberg, what structural element is MISSING here?

Ackami reminds Chow of his mistake: “You prioritized your personal fear of losing control over the survival of the group.” Which administrative principle did Chow most clearly violate?

Before the downfall, Chow refused to let go of any member despite performance issues, believing long tenure ensured loyalty. Which principle was he honoring, even if it backfired?

As Chow reflects on his failure, he finally admits that employee motivation can’t be forced through structure alone — they needed to feel seen and heard. This realization aligns with which idea?

Chow tries applying for a fast-food job. The interviewer asks, “Why should we hire you?” Nervously, Chow downplays his capabilities, believing he probably isn’t cut out for formal work. Though he was once a syndicate leader, his voice trembles as he responds. What is Chow likely struggling with?

At work, Chow’s supervisor assigns him to clean the restrooms — a task he doesn’t enjoy. But he does it consistently and well because he's afraid of getting fired. Which motivation style explains Chow’s behavior?

After weeks of feeling useless, Chow is assigned to help train new hires. Ayan, his new manager, constantly tells him, “You’ve got a sharp mind.” Chow starts performing better and becomes more confident. Which concept best explains his improvement?

At a group lunch, Eudoxia asks Chow what keeps him going at work. Chow shrugs and says, “Honestly? I just really enjoy organizing the stockroom. It relaxes me.” What kind of motivation is Chow displaying?

Kino, now a company executive, warns Chow: “The reason people burn out fast is because they expected too much from the job. That’s why we give all new hires a full orientation.” Which theory underlies Kino’s advice?

Ling notices Chow thriving when he's given tasks from start to finish, like handling full deliveries alone. She redesigns his job to give him more ownership and updates him on the impact of his work. This is an application of:

One evening, Chow breaks down, confessing he feels stuck at the level of barely earning enough to eat. Eudoxia says, “You need stability first, then maybe you'll chase your dreams later.” What motivation theory fits Eudoxia’s thinking?

As Chow becomes more stable, he seeks deeper meaning at work. He joins a project to build affordable housing with Ling’s team. “This… this feels like I’m doing something real,” he tells her. What core job characteristic is most reflected here?

When Eudoxia introduces performance-based rewards, Chow becomes more driven to hit his targets. His behavior becomes noticeably more focused on meeting KPIs. What theory best explains this motivation?

Over time, Chow finds himself reading books on marketing, asking endless questions, and exploring data trends in the business. He feels energized by understanding the “why” behind things. What universal drive explains this change?

During his first leadership role, Chow implements an incentive system where the best-performing employee gets a bonus only if profits reach 5 million. The other employees are confused, not knowing what behaviors lead to the bonus, nor when it’s given. What concept is Chow neglecting?

Eve, a department head, tells Chow: “Your proposal was approved because you emphasized both fairness in distribution and fairness in how decisions were made.” What is this approach rooted in?

Chow is concerned why a new team is underperforming. Rain, the visiting university dean, reminds him: “Check if they understand their roles, have the ability to do the job, are motivated, and if anything in the environment is holding them back.” What framework is she applying?

Fritz designed a reward program where employees receive concert tickets only after selling 1000 units, regardless of time. What schedule of reinforcement does this most likely follow?

Kath is frustrated with her top analyst. “He’s skilled and knows what to do. But he just doesn’t put in the effort,” she says. Which leadership style from Situational Leadership Theory is best for this case?

Ryan redesigns the company’s incentive system to include both merit pay and team-based profit sharing, so that high performers are rewarded individually and collectively. What concept is reflected here?

Chow inspires his team with this line: “I didn’t come this far to be average. Hit that sales goal and I’ll fly you to Boracay.” Which of Vroom’s components is he reinforcing?

Ling notices that Rain’s employees consistently outperform others. She discovers Rain sets clear, specific targets and reviews them monthly. Which theory does this reflect?

At a team retreat, Chow is asked: “What’s your secret as a leader?” He replies, “I just use what works best in each situation.” His style changes depending on the context, sometimes affiliative, sometimes coercive. What leadership theory explains this?

Eve tells Chow: “I let my team create their own methods as long as they hit their goals. You’d be surprised how creative they get.” This best demonstrates which component of Self-Determination Theory?

During his first pitch class at DLSU, Koko Ty proposes a startup reward system where employees will only receive a bonus if they hit their KPIs within a strict time window. However, several interns feel confused, saying they don’t understand what behavior is being rewarded. What principle is most violated here?

Rain tells Koko: “You should assign meaningful goals to your interns. If they commit to them and find them challenging but doable, their motivation will naturally rise.” What theory is Rain using?

Koko notices two employees receiving the same salary. However, one works overtime while the other doesn't, leading to tension. The harder-working employee is becoming demotivated. What concept explains this?

Koko allows interns to use any strategy to complete their projects—as long as they get results. He says, “You’re the boss of your process.” Which Self-Determination Theory principle is he nurturing?

Koko designs an incentive system where employees receive ₱500 for every 10 products sold, regardless of time. What schedule of reinforcement is this?

Koko wants to discipline an intern who ignored safety protocols. He explains the rule, imposes a consequence, and shows the correct behavior next time. What makes this punishment effective?

Rain tells Koko that one of his co-founders performs poorly due to unclear job roles and conflicting expectations. Which MARS element is weakest?

Koko selects his marketing leader based on personality: she is outgoing, energetic, and assertive—perfect for client-facing roles. According to Costa & McCrae’s Big Five, which trait best fits?

As part of the scholarship, Koko must lead a team during a business simulation. His group consists of members who are competent but hesitant to act without his input. Which Situational Leadership style should he use?

Koko notices that one teammate works hard only when the task is highly rewarding, and loses interest in tasks with little reward. This person is likely high in which Vroom component?

Koko studies the downfall of the old syndicate and notes it failed because it couldn’t keep up with tech trends and consumer shifts. Its refusal to adapt or interact with society led to its collapse. What concept best explains its failure?

Koko installs a dual system in Chowking Binondo: one part modernizes machinery and automates orders, while another retrains staff to focus on hospitality and customer warmth. This integration of human and technical elements reflects which theory?

To stay competitive, Koko customizes Chowking’s management style in each branch depending on location, customer traffic, and regional economy. Some branches follow strict rules; others are flexible. This approach is based on:

Koko studies how Chowking receives supplies, prepares food, and gathers customer feedback. He concludes the store is a whole made of parts working together. What concept best describes this?

One Chowking branch is failing despite modern equipment. Koko discovers that staff morale is low, and they are not trained to use the machines. According to the Socio-Technical Model, what is the main issue?

Rain helps Koko design a structure for Chowking’s Binondo flagship branch: decisions are made top-down, and staff follow fixed routines. This setup is stable, with clear job roles and minimal change. According to Lawrence and Lorsch, this is:

Koko upgrades the kitchen to a smart system, but assigns cashiers to fix problems directly before calling IT. This saves time and boosts their confidence. This demonstrates:

Koko considers using a mass production model for frozen dimsum items. According to Woodward’s Contingency Theory, this model will require:

After analyzing operations, Koko realizes that multiple paths could’ve led Chowking to the same success it enjoys now—whether through automation, franchising, or marketing. This exemplifies:

Despite high foot traffic, Koko notices Chowking’s sales plateau. Using Open Systems Theory, he recommends adjusting recipes, updating tech, and retraining staff based on customer feedback. What principle guides this recommendation?

As newly appointed CEO, Koko is now responsible for setting strategic direction and ensuring the success of all departments. According to Mintzberg, what organizational component does he now belong to?

Ayan, now a regional manager, ensures that the Binondo, Makati, and Cubao branches meet Koko’s goals. He’s responsible for communicating top-level strategies to staff. What is Ayan’s role?

Koko invites Eudoxia and Kino to lead HR and IT respectively. They aren’t managers or executives but ensure that company policies are legally and technically sound. Where do they fit?

Koko notices that janitorial services, cafeteria workers, and drivers are essential in maintaining office function. These roles don’t directly contribute to products or services. What group do they fall under?

Rain notices that each department works well independently, motivated by a shared vision for social impact. They are self-directed, united in belief, and operate even without strict supervision. What organizational concept is being observed?

In contrast, Kath, now head of Finance, notices factions forming due to power struggles and hidden agendas. Decisions are being influenced behind the scenes, unrelated to formal authority. What is this phenomenon?

To streamline cashier operations, Koko implements a clear script and sequence of actions to be followed step by step. What coordination mechanism is used?

To ensure chefs deliver meals with the same quality and timing regardless of branch, Chowking uses checklists and target indicators. This is an example of:

In the Binondo branch, employees help one another informally and adjust tasks dynamically during lunch rushes without needing a manager. What coordination method is at work?

As CEO, Koko reviews the organization’s needs and decides to emphasize autonomy, shared mission, and informal communication while minimizing hierarchy. What type of coordination is most aligned with this approach?