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Antenor Position Paper For SP
Antenor Position Paper For SP
In Partial Fulfillment
Of the Requirement for the Subject
PA 601 Organization Design and Dynamics
Submitted to:
DR. RAZEL MELENDRES INGCO
By:
MARY ANN E. ANTENOR
July 2018
STRUCTURAL REORGANIZATION: REFRAMING NEW RESPONSIBILITIES
AND UNDERSTANDING NEW GOALS AND PRIORITIES
The Case of Batangas City Government Public Affairs and Assistance Division
INTRODUCTION
The governance paradigm has stressed the need for higher productivity and
efficiency of public organizations. This has led to the call for introducing changes
and reforms in the civil service. Such changes and reforms also call for the need to
adapt human resource development to the needs of the times. In response to this
call, a number of civil service reforms and changes have been initiated by the
central government. These have focused on reorganization or restructuring efforts
to make the public organizations more efficient in their operations; on
reengineering to make the systems and processes more flexible and customer-
friendly; and on Human Resource Development (HRD) strategies to enable the
government employees to be agreed to the introduced changes and thus, become
more productive and efficient civil servants.
BACKGROUND
Vision
Mission
One of the civil service reform strategies that has been adopted and applied
by the Philippine government is reorganization. The assumption is that
government or the bureaucracy has become very inefficient and ineffective
because of its size. Others would contend that it has become bloated with so many
personnel who cost much and did little. This has led to the effort of reducing the
size of the bureaucracy by abolishing structures or units that are seen to be non-
functional in terms of the vision and mission of the organization; by merging offices
or units to avoid duplication of functions and thus reduce cost; or by creating units
or offices that would cater particularly to specific concerns and needs of the clients.
The Case of Batangas City Government Public Affairs and Assistance Division
The PAAD consists of thirty four (34) employees. Only eleven (11) of those
are internally designated, while the other twenty seven (23) employees are detailed
or deployed at various offices of the City Government of Batangas including
Business Permits and Licensing Office (BPLO), Sangguniang Panlungsod,
Association of Barangay Chairman (ABC), Office of Senior Citizen Affairs (OSCA),
Youth Office, General Services Department (GSD), City Health Office (CHO), Colegio
ng Lungsod ng Batangas (CLB), Defense and Security Services (DSS) and Office of
the City Coliseum.
The plantilla positions and the employees who were detailed at various
offices before reorganization are as follows:
Recognizing the critical role of the PAAD in the provision of public services,
the Local Chief Executive (LCE) need to issue Executive Order (EO), to strengthen
the organizational set-up of the division with the end view of making the
organization more efficient and effective in delivering its mandated functions.
Based on the Executive Order, the reorganization of the division focused on the
following:
The Reorganization may took effect through four specific conditions. First,
the PAAD’s Division Chief can right her pleading through the Human Resource
Management and Development Officer for a Reorganization of the said division by
virtue of Lateral Movement of Personnel. This shall only comprise employees
currently re-assigned to other City Government Offices who holding minor
functions. Second, the HRMDO Officer will endorse the letter of the division chief
regarding the reorganization of the said division citing the name, position and
office of reassignment. Third, the Honorable City Mayor or the Local Chief
Executive, through the Honorable Sangguniang Panlungsod will then indorse the
letter of the HRMDO Officer regarding the request of the PAAD’s Division Chief for
the Reorganization of various employees including the stated positions.
Lastly, after the LCE indorsement, the Committee where this agenda will be
referred will conduct a committee hearing for this effect and after a thorough
discussions and findings, this item will be subject for approval and legislation.
Once, the resolution has been approved during the Sangguniang Panlungsod
regular session, the copy of the approved resolution will be distributed to all of
concerned with this matter and this will be published and posted in three (3)
conspicuous places on ten (10) days.
To have a better understanding on the four set conditions, the sample letter
requests to be made by those concerned on the reorganization is shown on the
next page.
I. Pleading for a Reorganization of the Public Affairs and Assistance Division
(PAAD)
Dear Mayor,
We respectfully forward our pleading for a Reorganization of the Public Affairs and Assistance
Division by virtue of Lateral Movement of Personnel. This shall consist employees currently re-
assigned to other City Government Offices who holds minor functions. Please be it known that
no additional budget shall be incurred in the process of transferring the employees.
The Civil Service Commission has ordered for the strictest implementation of the Strategic
Performance Management System. This proposed Reorganization shall give validation to the
Actual Duties and responsibilities of the employees. It will also be noteworthy of mention that
a good number of those included in the proposal spent their careers in their current places of
assignment, thus, a formalization of their entry into the plantilla of their host offices will
authenticate their tenure and will benefit them the privilege to complete for promotions in fields
of their expertise.
Dear Ma’am,
This is to respectfully endorse the request of Mrs. Evelyn D. Alcantary regarding the Reorganization of the
Public Affairs and Assistance Division by virtue of Lateral Movement of Personnel. The following positions are
included in the request;
Thank you.
AUREA R. CASTILLO
City Government Assistant Department Head I
HRMDO
III. Indorsement letter of the City Mayor to the Sangguniang Panlungsod
Republic of the Philippines
Batangas City
Office of the City Mayor
February 6, 2019
Dear Honorable:
This is to indorse to you the letter of Ms. Aurea R. Castillo, City Government
Assistant Department Head I, Human Resource Management & Development
Office dated February 4, 2019 regarding the request of Mrs. Evelyn Alcantara for
the reorganization of the Public Affairs and Assistance Division by virtue of Lateral
Movement, including the stated positions, copy attached.
The PAAD was headed by a division chief, a Community Affairs officer IV.
Before the implementation of the reorganization, the PAAD had a total of eleven
employees internally. After the implementation of the reorganization, the number
of employees has increased from 11 to 30. However, the other four (4) detailed
employees who hold major functions on their reassignment will still be considered
reassigned. The additional nineteen (19) employees are those who are transferred
back to PAAD as their host office because of their plantilla positions. The positions
were also aligned based on the specific functions per section. For instance, the
three (3) Community Affairs Officers will serve as the section chiefs of public
relation & barangay affairs section; administrative section and project and follow
up section. Most of the Administrative Aide I will be assigned on the first two
sections as these occupy major functions in the said division.
RESULTS
Effects or Impact of the Reorganization on the Employees
The changes in the organizational structure and the specific functions and
responsibilities in the PAAD have produced both positive and negative effects on
the work performance of the employees.
From the perspective of the division chief, the upgrading of their units to a
division level does not change the units’ functions. The internal employees still
have the same set of responsibilities. Although there are additional workloads, the
nature of their job remains the same. Thus, their level of work performance remains
the same. Nonetheless, some employees like those who are detailed, view the
additional workload negatively. In the case of IT personnel for instance, the
increased volume of work has not resulted in the increase of salary. In other words,
they view their salary to be not commensurate with the work that they are doing.
On the positive side, certain division chiefs see the restructuring as a factor
in developing the expertise of employees. For instance, under the three sections,
the employees get more focused on the operations and functions of which used
to be separated. As they get more focused on their job, they tend to develop their
expertise. In turn, this improves their job performance.
The set of section chiefs serve as those who see to it that the functions of
each section has done properly. But this representation realized that in the flow of
communication and reporting in the organization appears not to be welcomed by
many employees including the heads of division. Whereas before they could go
directly to the Division Chief in case of a work problem, the present communication
or reporting flow dictates that the employees has to report first to the section chief
before the communication reaches the desk of the Division chief. To many of the
employees, this flow tends to centralize information and decision-making
processes. It slows down the flow of work because the employees has to consult
first the section chief before making any decision.
CONCLUSION
This case study shows how the reorganization can be done and works on
the Public Affairs and Assistance Division of the City Government of Batangas. The
success of this change management, be it called as structural reorganization is in
improvements in the management and delivery of public services.
RECOMMENDATION
As depicted from the case study, there are certain lessons that can be drawn
from the implementation of reorganization, among which are the following:
2. The need to technically prepare the employees for the new jobs or functions
and responsibilities assigned to them. The preparation would entail a clear
understanding of their functions in relation to the overall goals and objectives of
the office. This would likewise include training on their part to enable them to
acquire the needed skills and knowledge before they assume their new jobs or
functions.
3. The need to orient and involve the employees in the processes contained in the
reorganization. As can be seen in the case study, the conduct of meetings with the
employees to explain the overall goals and objectives of the reorganization is
wanting. Thus, their lack of understanding of the principles and criteria involved in
the changes has given rise to certain fears and anxieties about the changes in their
work environment. These have contributed to the strong resistance of the
employees to the implementation of the reorganization strategies.
4. The need to create an enabling work environment for the implementation of the
reforms. A work environment where the introduced changes and reforms are
sustained and maintained by management could be seen as an enabling or
facilitative kind of environment. One way of maintaining and sustaining the
momentum for the implementation of the changes and reforms is the provision of
good equipment and facilities to aid the employees in their work. Even a
comfortable working place where the employees could work conveniently for
greater productivity appears to be a must.
5. The need for a strong “political will” to implement the reorganization. One of
the cited constraints in the implementation of the improvement strategies is the
lack of “political will” on the part of the management to push through all the
changes and reforms contained in the strategy. This gives the wrong message to
the employees that the management is not “sincere” in instituting reforms in the
organization. Thus, this contributes strongly to the disenchantment of the
employees on the whole process of innovation and reorganization.