1.

The positive answer with regards to leadership does not always lie with the infallibility of the leaders themselves. Succinctly, because human virtue always requires necessary specification regarding their fields of occupation it is to say, leadership is not an inherited endowment. To elaborate, people can always inherit the physical traits of their parents their intrinsic abilities, the goodwill of the family business, the family reputation, the gold or the wealth of being the heir of somebody of a sizable assets; those however does not always necessarily imply that a person will be impervious from the lapses of a fortune reversals. This automatically turns that leadership is not a hereditary trait. As often as quoted from many books, the aphorism that leaders are not born, they are trained. To discuss this effectively will be catching a fish barehanded; its not easy, but to justify the reason can make us rely on one simple example of management. That is, like in the Chinese tradition, the most efficient managers of their enterprise are those who were not alien to the business, but those who themselves benefitted from the business from the first time of their first plight in this world- the children of the Business Dragons themselves. At the very first moment that the child was conceived, a plan for hereditary succession has already been conceived also, the Patriarch will always expect that their successors will take care of the business they toiled for years of tearing efforts. They do not depend on the probability that their son will have the attitude like theirs, nor they expect the child to be a problem solver at the age of 1 months. They are the kind of people who are cautious on the output, they move with a pin point accuracy, thinking that their business is all they have and thinking that its the only thing that matter in losing. Finally, I submit that an effective decision maker must not rely on mere intuition- gambling is entirely different from management. If a person gambles for himself, he losses what he has; but when he gambles with the whole business, many employees will suffer. Thus to conclude, leadership is not something you can gamble with intuition, rather, it is a rat race where you must always be stern, accurate, and tenacious with all your dealings. 2. Theoretically, since information plays a vital role in management, it cannot be gainsaid that a manager can jettison the very ideals of management principles just to rely alone on his or her instinct. There is actually the vital necessity in management re the outcome expected. Justifiably, since there are two sources of information, those emanating from the external and those which can be sourced from the internal of an organization necessarily implicates the imperative duty of a manager to exact an input from an applicant, that is, thru the employ of investigative means where the capacity and true potential of an employee can be best determined with distinct fairness and freedom from outside control. Particularly, this is a kind of an independent determination of a manager depending on the information being proposed by the applicant. By these means, a manager must, at all time insure the veracity of all the information being offered. The impelling reason for this action is that because a managerial prerogative on selecting who will become a part of his or her work force is second to none. The class of people who will be his companions in championing their respective workloads must not always be the one who has a high intellectual endowment, rather, the person who can efficiently perform the task without being bellicose with his co- employees. 3. No. the management does not entirely rely merely on reports, reporting is an essential element of management though, but it does not define it entirely. The concept of reporting is for the

enlightenment and for updating the managers regarding the situation of their business. It is one wheel that cannot work without the other three. Reporting is a solution for doubt and uncertainties of management functions as well as the present backdrop of the business. It covers the efficiency of the working team as to the difficulty of the task. Reporting can bridge the demand for additional manpower; it entails giving solution to a problem before it exists and even when it persists. 4. Independence and objectivity seem to be the most important features of a good report. In consonance to the first mentioned, it is aptly important that the role of a reporter must be clearly demarcated as free and must be enforced with much liberality and less restriction. In this connection, to overcome transparency and truthfulness in every report, it is necessary that the reporter be granted an independent authority to act in order to make an accurate determination of the subject. Therefore, autonomy is necessary in making a report. Proceeding to the center of this matter, and as a conclusion therefore, objectivity pertains to the ability of a report to tackle the issues effectively. A report must reflect the truth and not the thought. A report must always direct and not imply, he must be systematic tackling every report with precision and not impassioned. A reporter merely presents the facts, he does not determine the solution. 5. Efficiency of time and accuracy of information and outputs are the primary distinctions regarding this situation. In comparison, half a century ago humans are fettered with the arduous nature of their dealing; significantly, the time demanded during that era is comparatively longer, unlike today. it cannot be taken lightly that the previous concepts of information technology are antiquated, its worth is priceless considering the advancement made today. We cannot hide ourselves from the cape of scientific advancement and deny the credit to our ancestors. For all its worth, time can never forget.