INTRODUCTION

An organization cannot exist without a management. It is a very important aspect of the

business that helps ensure the continuity of the organization. According to Robins and Coulter,
managers are very important to the company for three (3) reasons namely: (1) Organizations
need their managerial skills and abilities in uncertain, complex and chaotic times; (2) managers
are critical to getting things done in organizations; and (3) contribute to employee productivity
and loyalty and in creating organizational value.

As organizations continue to evolve with the global changes, so are the management
styles of each organization. Each organization has learned to adapt their management styles to
the changing global environment by customizing it to address their management needs.
Managers also have learned to change their management their management styles so that they
do not only address the needs of the organization but at the same time, that of the community
they are in, their employees, the changing government policies and regulations, their suppliers,
their customers and other stakeholders.

This paper will scrutinize and compare the management styles of four (4) different
organizations namely:
·​ ​Private – Manufacturing / Service Institution
·​ ​Public / Government Institution
·​ ​Armed Forces of the Philippines (Army, Navy - Marines, Air Force / PNP)
·​ ​Religious Organization (Priests, Nuns, Brothers)

A manager from each applicable organization will be interviewed. The data collected will
be analyzed and compared across the different organizations.

PRIVATE AGENCY

I. Interviewee: DEFFER R. VILLACRUZ, MBA

Branch Manager
Cooperative Bank of Cotabato
Isulan Branch
II. Introduction

COOPERATIVE BANK OF COTABATO- ISULAN BRANCH

Date established: April 18, 1989

Tagline: “The bank with genuine service”

Awarded as First Place in Pinakatanging Countryside Financial Institution (CFI) National Level
by Landbank of the Philippines – August 2014

III. Approaches to the Four Functions of Management (Planning, Leading, Organizing,

and Controlling)

One of the most important part of planning is making sure that the goals are set
well and known to all members of the organization. That is, making sure that every team
or unit of the organization knows their role and how they can contribute to the continuous
growth of the organization. Being a manager it is important to ensure that everyone is on
the right track to achieve positive financial result and ensure that the outcome is always
a win-win situation for the organization and the client.

The key essential of organizing starts in the hiring process by hiring the right
people and putting them at the right places and provide them with the necessary
equipment needed. Also, training employees so that they will be equipped with technical
know how and exposing them in real life scenarios by providing them trainings and
seminars.

Leading involves motivating employees by acknowledge their achievements,

efforts, by growing with them, appreciating their efforts, giving bonuses and incentives
for the less past due accounts and high loan portfolio and savings generation of the
company, communicating from time to time to be able to identify problems and be able to
know how to resolve them, by teaching them how to troubleshoot problems on their
own, working with them as a team, and make them feel that they are not alone by letting
them know that there is always a support group at their back.

Moreover, by making sure that activities are done in accordance to the set goals
regulates employees. As part of control mechanism of the organization employees
should adhere to the bank's best practices and values of the organization. Finding ways
to eliminate bad practices and making sure that everything is align to the standard
especially to the standards set by the Bangko Sentral ng Pilipinas.

IV. Strategic/ Tactical Planning

Mission

CBC is a genuine provider of socially responsive and innovative financial and

non-financial products and services to enrich the socio-economic well being of its client
and valued stakeholders.

Vision
 Cooperative Bank of Cotabato shall be strong, dynamic, socially responsive and
sustainable service provider in the country.

Strategic planning involves marketing the products and services of the

organization such as deposits, low interest in loans and high time deposit rates. Also, we
make an effort to teach the clients about financial literacy and the value of saving in the
bank. We identify possible good clients and we develop a good relationship with them in
order to established our credibility and integrity so that we can boost our clients loyalty
towards our products and services. We also take advantage of the geographical area for
the marketing of products. And as part of our contingency measures we study the market
carefully as well as what do other banks and lending institutions offer so that we can
prepare for the possible threats in the future.

V. Challenges in planning

The following are the challenges we face in planning:

● The cost of plans to be implemented.

● The plans are not well understood by the team.
● Being not mindful of the threats.
● Rivals in the banking and lending industry (offer the same products and services)
● Sometimes the members of the organization forgot about their core
responsibilities
● There are conflicts in beliefs and ideas.
● Too many plans but hard to implement or out of budget.

VI. ALLOCATION OF LIMITED RESOURCES. HOW?

We allocate our resources by:

● Wise spending pattern.

● Go with the alternatives that are good enough.
● Identify first the availability of the one the person who will do the job. A wasted
time's a wasted money
● Know the company’s priority
● Prepare a backup plan in case of emergency
● Put the right people at the right places

VII. ORGANIZATION DESIGN

 Organizational Structure

A. Specialization

Before any loans are released, several step must be taken. The client must state
the intention for loaning, details such as the business location and residential sketch will
be needed. The next step would be the credit investigation wherein we will know the
capacity of the customer to pay and the appropriate amount to be released. If the
customer will passed the credit investigation, he/ she will be approved by the loans and
credit officer and called for the opening of account and the releasing of loan. The
releasing of loan will be followed daily collection a day after the release.

Each person is assigned in one task to perform at his/her best.

B. Departmentalization

Groupings is in accordance with the job they perform. Tellers are the ones who
are in the office and perform the jobs such as the receiving and disbursing of cash. Men
who are also courageous enough are assigned on field work. They travel every day to
 orient people about the company’s products and services. They also collect cash which
is very dangerous for them. People who are very attentive to details and has good
communication skills are assigned at the loans section. They are the bread and butter of
the organization. They are also the ones who market the products like in the schools and
in the commercial areas.

C. Chain of Command

Any announcement will come from the office of the president and will go down to
the HR manager to disseminate the different branches and to be announce by the
managers. Also, e-mails should always be check from time to time.

D. Span of Control

There are four section heads in a branch. The cash, microfinance, loans and
accounting. The following section heads control and supervise the employees assigned
to them. Then these section head reports and updates the manager of what is
happening, actions taken and many more. The manager also report to the president on a
monthly basis.

E. Centralization

Announcements and office orders are made by the higher management and
disseminated to the different branches for the strict compliance.

F. Decentralization

Since the managers are the one who encounter day to day transactions and
problems, they are given the discretion to decide what to do in a given scenario. They
have the voice in decision making.

G. Formalization

Jobs are done accordingly and according to the standards set by the bank. Strict
compliance is needed. There are rules and regulation to be follow.

VIII. How are Human Resources Functions Managed (Recruitment, Training and
Development, Job Contracting, Compensation and Benefits, etc …)

A. Recruitment:
1. Manpower Recruitment -determining the organization’s manpower requirements based
on existing manpower plans.
2. Personnel acquisition​- sourcing qualified and skilled candidates for the filling job,
3. Personnel Selection​- choosing the number of qualified candidates
4. Job Placement​- placement guidelines and standards and procedures in orienting hired
applicants, new employees of the job most suitable with their qualifications, action
 5. Monitoring of Employment Status​-refers to the action taken on the employment status
of an employer such as: expiration, termination, conversion of employment status and
final placement of the non- regular employee..

B. Training

Since it is a bank, more on customer care and training conducted by the Bangko
Sentral ng Pilipinas (BSP).

C. Job contracting

Some employees are project based and some employees are given six month
before becoming a regular employee.

D. Compensation and benefits

Employees are provided with monthly salary, enjoys 13​th​, 14​th​, 5​th​, 16​th​, 17​th
month pay, monthly supply of one sack of rice for each regular employee, quarterly
grocery allowance, medical allowance, vacation leave, birthday leave, corporate ring,
salary increase, free office uniform, anniversary bonus, loyalty pay, productivity pay,
midyear bonus, monthly laundry allowance, meal allowance, medical assistance,

IX. Operations Management

With the proper use of technology, right people on right places, training and
learnings from equipment and teamwork a good and quality banking service will be given
to all clients.

X. Leading Individuals and Teams

Section heads are assign to each section who directly supervised the team.
These section heads report directly to the managers and the manager reports directly to
the operations department and the president.

XI. Communication across the Organization

Communication are done through emails, letters, meetings and general

assembly.

XII. Employee Motivation

Our organization provides benefits and incentives, time for recreation, spirit of
belongingness in the organization. But most of all, nothing beats the value of
acknowledging people because they will feel that their efforts are seen and regarded as
important.

XIII. How is Organizational Performance Controlled?

 Organizational performance are controlled by means of rules and regulation. That
is applying the best practices and the highest code of conduct.

XIV. Ethics in the Organization

Code of ethic serves as guidelines to ensure that ethics is maintained such as

VIII. How are Human Resources Functions Managed (Recruitment, Training and
Development, Job Contracting, Compensation and Benefits, etc …) and punctuality,
dress code, sexual harassment, disciplinary and corrective actions. As for leaders,
managers should be honest.

PHILIPPINE NATIONAL POLICE

I. Interviewee: ​PSUPT. Joefel Felongco Siason

Chief of Police
Municipality of Isulan Police Station

II. ​Introduction:

The Philippine National Police is established through Republic Act 6975 entitled
An Act Establishing the Philippine National Police under a reorganized Department of
the Interior and Local Government and other purposes as amended by RA 8551
Philippine National Police Reform and Reorganization Act of 1998 and further amended
by RA 9708.

The PNP stand for their philosophy of Service, Honor and Justice, with their
guiding principles and core values of being Maka-Diyos (Pro-God), Makabayan
(Pro-Country), Makatao (Pro-People) and Makakalikasan (Pro-Environment).

Their vision is imploring the aid of the Almighty, and by 2030, PNP shall be a
highly capable, effective and credible police service working in partnership with a
responsive community towards the attainment of a safer place to live, work and do
business.

They adhere that PNP should enforce law, prevent and control crimes, maintain
peace and order, and ensure public safety and internal security with the active support of
the community.

They function as: 1) Law enforcers; 2) Maintain peace and order; 3) Prevents and
investigates crimes and bring offenders to justice; 4) Exercise the vested powers from
 the Philippine Constitution and Pertinent laws; 5) Detain an arrested person for a period
not beyond what is prescribed by law; 6) Implement pertinent laws and regulations on
firearms and explosive control; and 7) Supervise and control the training and operations
of security agencies.

The PNP is headed by the PNP Chief of Police under the direct supervision of
the Office of the President of the Republic of the Philippines. Under the PNP Chief are
the different deputy offices and directorate office on each division. The administrative
support units and operational support units are also directly under the office of the PNP
Chief.

The Regional Police Office headed by a regional director in each region is also
directly under the supervision of the PNP Chief. Directly under the Regional police
Office are the Provincial Police Office of the different Provinces of the region. Further
down the line after the PPO is the Municipal or Component City police Stations which
further subdivided into precincts.

The Isulan Police Station is a Municipal Police Station of the Municipality of

Isulan, Sultan Kudarat. The Municipal Police being under the supervision of the Local
Government Unit, and its head the Mayor of the said municipality.

Isulan Police Station is headed by PSUPT. Joefel Felongco Siason, PECE, as a

Chief of Police. He has been the COP of the Isulan Police Station for three years. Under
his office he has division unit headed by division unit head.

The divisions of Isulan Police Station are: 1) Administration Unit; 2) Intelligence

Unit; 3) Inventory Unit; 4) Operation Unit; 5) Finance Unit; 6) Supply Unit. There is a
special unit for Women’s and Children’s Desk where incident reports on Violence against
women and children are filed.

The MESPO Book is the head of all non-officer unit of the station and is directly
under the supervision of the office of the Chief of Police.

IV. Strategic/ Tactical planning Process:

Vision
Imploring the aid of the Almighty, by 2030, We shall be a highly capable, effective
and credible police service working in partnership with a responsive community towards
the attainment of a safer place to live, work and do business.

Mission
The PNP shall enforce the law, prevent and control crimes, maintain peace and
order, and ensure public safety and internal security with the active support of the
community.
 The programs of activities of the Municipal Police Station are in line with the
program of the Philippine National Police Head ​Office. The national directives are being
implemented down the line. The orders of the Heads are treated as legal and must be
followed.

Since the PNP adheres to the hierarchical order, all action they must undertake
should be within the framework of the national directives and orders. The Municipal
police station must formulate an operational plan and implementation plan within their
jurisdiction with the approval of the chief of police.

The chief of police would ask his division unit head to submit their program of
activities in their department. The unit head with the COP should then consolidate those
program of activities and together would formulate plans to implement directives from
national PNP.

V. Challenges in Planning:

The chief of Police faces many challenges in planning.

1.) Shortage of personnel. Isulan is the Capital town of Sultan Kudarat. Based on the
population of Isulan, the ratio of a police officer to the population is 1:1,200. It is
far from the ideal which is 1:500. At daytime Isulan became a trading center of
the neighboring municipalities and provinces, which results to the inflows of non-
Isulanons in the municipality. This has further decreases the ratio of police
officer per person.
2.) Budget. As budget allocations are limited, supplies become limited. The Chief of
police must be efficient enough to allocate limited funds for the various spending
the station needed to maintain the peace and order in the locality.
3.) Proper training of Personnel. Since the police officer has many task and functions
to attend to, he must be skilful enough to be an effective officer. The chief of
police had seen that personnel in his station have to be more skilful and
competent. Although measures are adapted to address the issue, at present he
sees that it is a challenge in his being a chief of police. Allocating proper
competent person to his division of his specialty.
4.) The overlapping of function among government agencies that affects the
organization. Examples of this are the cases of street children. It is the PNP who
are deputized to take them into custody and turn them over to the DSWD. The
DSWD, because they don’t have a proper facility to take care of the children
especially the erring children, they let the police keep the children in police jail, a
place not suitable for the children. The PNP being lacking of facilities for such
cases, would free the minor offenders which will result for them to commit
another offense. Instead of focusing on police matters, they do attend to the
duties of the DSWD personnel. This resulted to another weight on planning the
activities in the station.

VI. Allocation of Limited Resources:

 As allocated resources of the municipal PNP are limited, it is the constraints in
the planning process. The programs of activities of the station should be planned
efficiently to achieve the desired results.

The local government unit which oversee the station together with the different
barangays had been helping the policemen in the area. The barangay tanod for
example, helps the policemen in maintaining the peace and order situation in the
area. The also provide supplies of the station as well as other needed resources for
the station to function well.

VII. Organizational Design

A. Organizational Structure

The Philippine National Police has a tall or hierarchical structure. The

commander in Chief is the President of the Republic of the Philippines. As an
organization, it is headed by the PNP Chief.
The Isulan PNP municipal police station is headed by the Chief of Police (COP).
B. Specialization and Departmentalization

The division unit head in the municipal police station are being assigned by the
COP. They are assigned according to their competencies. The head of intelligence
division should be well trained in the field of gathering information needed by the station
to maintain the peace and order situation in the municipality. Other department heads
should also have the capability and expertise in managing their respective departments.
 Each department is headed by a division unit head which are directly under the
supervision of the COP and under the head are his/her subordinates. The department is
assigned to handle certain task within the organization.

C. Chain of Command and Span of Control

PNP is government controlled organization, hence the hierarchical order of power

are strictly observed. The command of the president is being implemented by the PNP
chief which covers the entire organization. Courtesy is observed especially in the
presence of officials.

In the municipal police station, the leader or person in the highest authority is the
chief of Police. He oversee all the division units and coordinates the function of each
division for the attainment of the goals of the station and PNP as a whole.

D. Human Resources Management

PNP personnel are hired centrally. The personnel assigned to the police station
are organized efficiently by the COP to address the pressing needs of the community.
As to the matter of erring police officer, the National Police Commission (NAPOLCOM)
handles the cases. They investigates, give proper recommendation and judgement.

For effectively managing the police officers, the COP coerce division unit head to
have outputs or action in their division. The unit head in return coerced his subordinates
to perform.

E. Operations Management

Operations in the police station are all controlled by the COP in coordination with
the directives of the PNP chief. Operations within and outside of the station are planned
by the designated head with the approval of the COP.

F. Decision Making

All planned action to be undertaken by the police officer must have the approval
of the COP especially when critical matters are at stake. The division unit head decision
is limited on the operations of his division. Moreover, decisions made by them is mostly
on the implementation of the directives of his COP.

G. Formalization

There is a high degree of formalization in the organization. Functions and duties are well laid in
written form. Also, jobs are specialized depending on the department the personnel is assigned.
VIII. How are Human Resources Functions Managed (Recruitment, Training and
Development, Job Contracting, Compensation and Benefits, etc …)

IX. Operations Management

X. Leading Individuals and Teams.

The COP is the leader of the police station. He firmly believes that he could best
lead his subordinates by being an example to them. When police officer observe the
practices of his superior , he can be easily persuaded to do the same thing. Leading by
example, that how the COP describes it.

XI. Communication Across the Organization

Communications within the organization are very important to achieve the

organizational goals. Proper coordination within the units in the station as well as across
stations are very important in the police organization especially in conducting operations.

When there’s a communication lapses, the goals cannot be achieved especially

in confidential operations.

XII. Employee Motivation

The COP believes that if he can lead his people by being an example to the, he
can motivate them as well to do the right things. He admitted that there are many
temptation lurking just behind , seeking opportunities to strike, so police officer should
always be motivated.

He always express encouragement and appeal to their personal values

especially in conducting operations.A well-motivated police officer performs well with
integrity and values.

XIII. Organizational Performance Controlling

Organizational performance are controlled through division unit heads. The police
officer reports to his unit head, the unit head reports to the COP, Cop reports to the
Provincial Office head, etc… By properly observing the process of control or the chain of
command, it is easier to control how police officer performs.

XIV. Ethics In Organization

All government employees conduct and behaviour are governed by Republic Act
no. 6713, Code of Conduct and Ethical Standards for Public Officials and Employees.
 The police organization adheres to this RA and the provisions provided by the
civil service commission in the ethical standards and conduct becoming of the police
officer.

The Isulan station COP added that in the station , he sees that the personnel do
not overlapped his responsibility to the scope of his colleagues assigned task. As he
emphasizes that, in every organization there are always competitions among its
members. That is professional rivalry. It is allowable but should be friendly. Showing
respect and courtesy not only to the officials but among each and everyone in the
organization.

GOVERNMENT INSTITUTION

I. Interviewee: Rictoniel T. Reginio

Chief Trade Industry Development Specialist
Department of Trade and Industry XII
South Cotabato Provincial Office

II. Background of the Organization

The DTI has seven (7) major functional groups composed of bureaus that provide support to
DTI's line agencies and are involved in line operations, which deliver business and consumer
services directly to the stakeholders and the public. These functional groups are:

Office of the Secretary (OSEC) - ​Provides full support and efficient coordination of information
to the DTI Secretary and among the functional groups of the Department

Competitiveness and Ease of Doing Business Group (CEODBG) - Established in support of

Agenda 3 of the President's 0+10 socio-economic agenda to increase competitiveness and
ease of doing business.

Consumer Protection Group (CPG) - In-charge of the enforcement of laws to protect

consumers, consumer education, and formation of consumer groups.

Industry Development and Trade Policy Group (IDTPG) - Responsible for trade and industry
policy formulation and implementation of the Manufacturing Resurgence Program.

Management Services Group (MSG) - Delivers effective, adequate, and timely services to
clients in the shortest possible time and at the least cost. It also provides industry policies and
coordinates and monitors the implementation of the operating plans and programs of the
agenda provides an overall information and communication support.

Regional Operations Group (ROG) - Responsible for the field operations of the DTI in the
regions and provinces.
Trade and Investments Promotion Group (TIPG) - Responsible for DTI's export and
investment development program.

The DTI South Cotabato Provincial Office is under the ROG 12.

III. Approaches to the 4 Functions of Management (Planning, Organizing, Leading,

Controlling)
Planning is done in the early part of the year. Sometimes it is done in the later
part of the preceding year. All the plans and quality objectives are developed, finalized
approved prior to implementation. The organizing portion is done during the
implementation of every program/activity/project (PAP). The availability of all resources
(human, machines, money) are ensured prior to the implementation. Delegation of tasks
and responsibilities and ensuring smooth implementation is the leading portion.
Alternatives are considered and executed should there be deviation in the original
implementation plan. The use of the measurable indicators are among the control
mechanisms. The attainment or the shortfall on these indicators shall signal how the
project implementers fare in the performance.

IV. ​Strategic / Tactical Planning Processes

PROSPERITY PLAN FOR ALL: PLAN 2022

Anchored on the Values of Passion, Integrity, Creativity, Competence, Synergy,

and Love of Country, and our Mission as the government's main economic catalyst in
Enabling innovative, competitive, job-generating, inclusive business, and Empowering
consumers. These we do in order to achieve our Vision 2022 of "A more inclusive and
prosperous Philippines with employment and income opportunities for all.”

Mandate

The DTI is responsible for realizing the country's goal of globally competitive and
innovative industry and services sector that contribute to inclusive growth and
employment generation.

Pursuant to the Philippine Development Plan (PDP) 2017-2022, we shall

endeavor to reduce inequality and poverty by expanding economic opportunities in
industry and services, and by increasing the access particularly of micro, small and
medium enterprises (MSMEs), cooperatives and overseas Filipinos (OFs) to these
opportunities. To attain these sector outcomes by 2022, we need to:

1. Increase local and foreign direct investments;

2. Increase competitiveness, innovativeness and resilience of industries and services;
3. Improve access to finance, to production networks, and to markets;
4. Enhance productivity, efficiency, and resilience; and
5. Ensure consumer access to safe and quality goods and services.

These should be accomplished by the following major final outputs (MFOs):

 MFO 1: Trade and Industry Policy Formulation Services;
MFO 2: Trade and Investment Promotion Services;
MFO 3: Technical Advisory Services;
MFO 4: Consumer Protection Services;
MFO 5: Business Regulation Services.

What had been done and what are still needs to be achieved. Adjusts with or
conforms to what is the current situation. If so requires the change in approach for
business development, or technology upgrading, we should conform to the calls of times.
Focus on priorities and the achievable with bigger impact. Consider the available
resources

V. Challenges in Planning

Diverse client requirements. There are occasions that client requests are beyond
the capability or mandate of the organization. Yet, all efforts are exerted just to satisfy
the clients’ requirements.

VI.​ ​Allocation of Limited Resources. How?

Prioritization. Make sure that priorities are within the established scorecard and
translated into individual dashboard of the personnel/associates.

VII. Organization Design

DTI South Cotabato Organizational Chart

A. Specialization
People are assigned in the different core functions or areas. However, in a
specific core function, there are various roles that one has to perform. This requires one
to become more generalist or diversified.

B. Departmentalization
Every division have its own defined roles or functions. Personnel assigned in
every division or section work according to their roles or mandate. However in some
occasions, they complement with other divisions just to achieve the general goal or
purpose of the organization.

C. Chain of Command
The organizational structure shows that every person has only one supervisor.
However it could not be avoided that in some occasions, higher authority directly instruct
anybody in the organization. This happens when there is need for immediate action.

D. Span of Control
Supervisors’ control are confined to their respective divisions. Management has
overall control of the organization

E. Centralization / Decentralization of Decision Making

Everybody has level of decision depending on the gravity of the situation. Project
level decisions can be done by rank and file personnel. Decisions that require major
changes in the organization or would entail modest resources shall be at the level of the
management

F. Formalization
Being in authority, management decisions are final and executory.

VIII. How are Human Resources Functions Managed (Recruitment, Training and
Development, Job Contracting, Compensation and Benefits, etc …)
It is a function lodged in the administrative division. Hiring process are being
done in the regional level. However, there are positions which are job order in nature
and at short term employment whose hiring are being done in the provincial level. There
are programs for training and development which are initiated by the regional office.
Some team building activities are done by the provincial offices.

IX. Operations Management

The provincial office has the autonomy in managing its operation. It has its own
annual objective targets to accomplish and to be measured periodically. These targets
contribute to the overall targets at the regional level.

X. Leading Individuals and Teams

Division levels have their own team to manage. In the course of project
implementation, division supervisors are responsible for its team achievement of targets.

XII. Communication Across the Organization

 Open communication. Everybody can communicate to anybody on office and
interpersonal concerns.

XIII. Employee Motivation

Monetary and non-monetary rewards. Everybody receives performance bonuses.
Those who are exemplary performers receive better monetary rewards or equivalent e.g.
salary step increment. Staff trainings and exposures in other locations are forms of
incentives. Promotions are based on performance evaluation.

XIV. How is Organizational Performance Controlled?

Through the use of Performance Governance Scorecards (PGS). The practice of
Quality Management System (QMS) makes the measurement and evaluation systematic
and simplified. Individual contributions are being rated through individual dashboards.

XV. Ethics in the Organization

There are established core values(​Passion, Integrity, Creativity,
Competence, Synergy, and Love of Country) of the organization that one has to
conform with. An ethics committee oversees the behavioral concerns of the people of
the organization.

Curriculum Vitae

RICTONIEL TANATE REGINIO

Department of Trade and Industry – South Cotabato Office
nd​
2​ Floor, Del Rosario Bldg., Gen. Santos Drive, Koronadal City
Tel. # (083) 228-2659; Cellphone # 0999-884-9831;
Email: ric.reginio@dti12.org

PERSONAL CIRCUMSTANCES

Date of Birth : July 3, 1962

Place of Birth: Ampatuan, Maguindanao
Civil Status : Married
Languages / Dialects Spoken: English, Pilipino, Ilonggo,
Cebuano, Ilocano

PRESENT ASSIGNMENT

Position : Chief, Trade Industry Development

Specialist
Office : Department of Trade and Industry – South
Cotabato
SUPERVISORY EXPERIENCES

Position Office Inclusive Dates

From To

Operation Cabadbaran 01/01/89 12/30/89

Manager Mining Dev’t.
Corporation

Provincial Trade DTI-Sultan 10/03/90 12/31/91

& Industry Kudarat
Officer (PTIO)-
CARP

Chief Trade DTI-South 05/01/08 To Date

Industry Cotabato
Development
Specialist

EDUCATION AND CREDENTIALS

Degree University Year

Completed

BS Civil Mindanao State 1986

Engineering University -Marawi City

Master in Notre Dame University 2001

Business -
Administration Cotabato City

Master in Rural University of Southern 2003

Dev’t. Mindanao - Kabacan,
Management North Cotabato

ELIGIBILITY

Career Executive Service (CES) Eligible

CESB Resolution No. 813
Dated: September 10, 2009
 RELIGIOUS INSTITUTION

I.​ ​Interviewee: Russel Palmejar

Pastor
Hope Community Church

II.​ ​ ​Short History of the Organization

III. Approaches to the 4 Functions of Management (Planning,

Organizing, Leading, Controlling)

Rev. Russel Palmejar- the Pastor of Hope Community Church, has

only one major goal before he takes over a dying church that is to revive
them and be the lighthouse of the needy, helpless and the poor. Rev.
Palmejars’ effort in reaching out to the community leads to the revival of
the church he oversees. As a pastor of a small but flourishing church he
leads the congregation by empowering the members, molding them into a
better Christians of the community, encouraging them in church activities
and instilling the value of volunteerism and wholeheartedly giving. Just
like other organizations, the church has a clearly defined goals which was
set by the whole organization. They maintain a roadmap of their goals to
be accomplished in 4 or 5 years. To ensure that the plan on achieving the
goal are on track Rev. Palmejar said that he regularly calls out a quarterly
meeting to evaluate the status of their plans. They talk on how to tackle
and resolving the issues that affects the achievement of their goals. The
church organizational structure is composed of the pastor as a figure
head, the officers or the officials that monitors the financial aspect of the
church and the members at the bottom. Although, the member of the
congregation is at the bottom, Rev. Palmejar said that he respects the
ideas of the members. Infact, almost all decisions are made by consulting
the members. For example, if Mr. Palmejar has an idea that he wanted to
implement or introduce activities or program he asks the decision decision
of the members if they wanted it or not or if they have a better idea than
his and vice versa.

Part of the church dynamics is the creation of teams among

members. These teams are specialized in certain tasks (e.g. praise and
worship team, men, women, discipleship, etc.) According to Rev. Palmejar
 the specialization of task by teams leads to productivity, active
participation of members and effectivity and efficiency on the conduct of
the activities. If mr. Palmejar were to ask about his management style, he
said that he emphasizes the value of servant leadership which is a
paradox of service influence , that is others before their own
(selflessness). Thus, he believes that if followers put first then positive
outcome will soon emerge.

IV.​ ​Strategic/Tactical Planning Process

The congregation is founded by a mission and vision that is clearly

communicated and understood by all the members. A roadmap has been
set for them to have a time based plans with specific solutions to achieve
those goals. It is made to illustrate the elements to consider when making
strategy actionable. As a pastor and a figurehead of the organization, Mr.
Palmejar makes sure that the church’s decision agrees or in line with their
church mission and vision.

V.​ ​Challenges in Planning

“Disagreement, criticism and crab mentality are common and

normal in any churches”, said Mr. Palmejar. These are the reasons why
he is trying to avoid them whenever is possible. Nevertheless, he
always emphasizes to his members the importance of patience over
criticism of others work. He encourages them to see first the result
before complaining. Mr. Palmejar takes on challenges in planning that
revolves on his principle which is “you can never tell whether it's
successful or not unless it has get done”.

VI.​ ​Allocation of Limited Resources

Pastor Palmejar is aware that small churches always operate with

insufficient funds and limited resources but for him its not a hindrance in
achieving their goal. He emphasizes the importance of faith. For him more
than the financial resources, what is important and truly matters are the
relationships built in the process.

VII.​ O
​ rganizational Structure
 A.​ S
​ pecialization

In the spiritual aspect of the church, the pastor ministers while in the
management aspect he is an organizer and a leader. Under him are the
church officials: the secretary prepares the church’s paper works and
administers the minutes of the meeting, the treasurer who is in charge with
the church’s money and an auditor who audits the church’s finances. The
church’s members are encourage to join the different teams wherever their
calling is. They can be with the praise and worship team, bible school
teachers, men and women, etc. .

B.​ D
​ epartmentalization

Church departmentalization is seen in the teams or committees

created to oversee and perform specific tasks every Sunday worship or as
the need arises depending on the demands of an upcoming events or
activities. These means that a certain member can be part of one or more
teams or committee.

C.​ C
​ hain of Command

The pastor is the implementer of the decision agreed on the church’s

consultation process. However, in terms of Spiritual aspect Pastor Palmejar
has the sole authority (e.g. preaching, teaching, etc.).

D.​ S
​ pan of Control

The pastor controls only his officer or the working committee in terms
of the management aspect of the church.

E.​ C
​ entralization/ Decentralization-Decision Making

Baptist churches are autonomous organization (Decentralization).

F.​ F
​ ormalization

Hope Community Church has their constitution and bylaws.

VIII.​ M
​ anagement of Human Resources Functions

The church officials don’t have an existing compensation and

benefits package. The officials and the leaders of the church are appointed
by the Pastor base on his observation on the individual’s talents and
capabilities. Training and Development of the members is conducted by
the pastor or are outsourced from skilled individuals. Budget for these
trainings are solicited to people who have the heart to give.
IX.​ ​Operations Management

Operations are monitored and evaluate based on their financial

report given by the treasurer or base on the actual experience of the
person involved. Also, implementation of the project is on incremental
basis due to lack of resources.

The church does not invest heavily on musical instrument,

therefore, operational cost are not really that high.

X.​ ​Leading Individuals and Teams

Mr. Palmejar way of leading is individualistic regardless of teams or

individuals because he believes that every person have different needs
and coaching them must be personal instead of being general.

XI.​ ​Communication across Organization

Information goes directly to the members of the congregation

because of the weekly announcement every Sunday. Also, with the help of
technology, pastor Palmejar can send a message to members who weren’t
able to attend the Sunday worship. From time to time, he does home
visitation to the members.

XII.​ E
​ mployee Motivation

Mr. Palmejar being the head of the church, motivates his members
through coaching, home visitation, member empowerment and ensuring
that good relationship among members is healthy.

XIII.​ H
​ ow is organization Performance is Controlled?

Quarterly meetings are set to evaluate the church conducted

events in order to ensure that planned activities are being accomplished
and the progress can be measured. Church planning is a group activity
wherein the pastor, the officers of the church and the congregation
conducts quarterly meeting to check and evaluate the progress of their
plan.

XIV. Ethics in an Organization

It is important to be aware of the “choice of words” especially in

dealing with different mix of people. The value of mutual respect and
dignity should be uphold in the congregation regardless of individuals
background. The church also conducts their Corporate Social
Responsibility (CSR) to help the street beggars and displaced Badjao in
Koronadal City through feeding programs.