AGBAYANI, Alyssa Mae

ALAR, Jed Emmanuel Gabriel

CARLOS, Ray Rogil Benedict
CHUA, Jed Lester
GARCIA, Charles Ian
QUINTO,Irika Angela
REMORCA, Francis Martin
SAN JUAN, Franchesca Lee

Part 1: Developing the Organization Structure

Pretend you are Victor Gomez. How would you address the problem of KMC? Determine

the business strategy you will take to turn around KMC. Then develop the organization structure

to match the business strategy you will have for KMC. Always provide an explanation of your

output for each step. After going through the steps of creating the structure and creating the org

chart, do not forget to describe the structure in terms of the six elements. At some point, you may

need to make an assumption or premise – you need to specify that you have a premise and that

you justify this premise. You are allowed to have as many assumptions / premises as would help

you make choices on models, configurations, and design. If you wish to combine organization

designs/structures, you may do so. Ensure you explain why there is a need to have a combined

design.

Premise:

● The company has been operating for more than 50 years and is already an established

wood cabinet manufacturer in the Philippines

● Victor Gomez is managing the Headquarters of the company.

● Due to new leaders and leadership style in the past 5 years, the company has lacked

supervision in some departments especially in the Operations Department

 AGBAYANI, Alyssa Mae
ALAR, Jed Emmanuel Gabriel
CARLOS, Ray Rogil Benedict
CHUA, Jed Lester
GARCIA, Charles Ian
QUINTO,Irika Angela
REMORCA, Francis Martin
SAN JUAN, Franchesca Lee

● The cause of the company losing 10 million in its operations is because the previous

general manager was corrupt wherein he buys cheaper materials for production and keeps

what’s left of the budget for himself. The previous general manager is also a relative of

the CEO as to why employees are afraid to make complaints

● Illness is caused by unsanitary working conditions(dust from cutting wood, company

does not provide masks, buys cheaper safety gears, etc.) and a hot environment

● Effects of high absenteeism include poor morale among employees who have to fill in or

do extra work to cover absent coworkers, safety issues, reduced productivity, etc.

Steps in Developing an Organization Structure:

STEP 1: Determine Extreme Model of Organization Design

Mechanistic Model

I. Strategy: Cost-minimization

The company has had a deteriorating reputation with their performance and history of

losing copious amounts of money. In the last five years, they almost lost P10M in their

operations. In terms of their workers, it has been observed that they are usually engaging in

conversations while working, each doing their task either too carefully or too slowly, and having
 AGBAYANI, Alyssa Mae
ALAR, Jed Emmanuel Gabriel
CARLOS, Ray Rogil Benedict
CHUA, Jed Lester
GARCIA, Charles Ian
QUINTO,Irika Angela
REMORCA, Francis Martin
SAN JUAN, Franchesca Lee

high absenteeism because of illness. In hopes of restoring what was lost, the general managers

hired Victor Gomez. Renowned for being able to “turn around dying companies”.

In order to achieve the most cost-effective way of delivering goods and services to the

required level of quality, the company must firmly control and minimize their costs and refrain

from incurring unnecessary expenses. The company must maximize the productivity and

efficiency of its resources and employees. Their production must be kept consistent, simplifying

processes, procedures and avoiding duplication. Their employee’s set of skills and materials

must contribute to the overall productivity and success of the company. Keeping their prices low

may help them attract more clients leading to increases in their profits.

II. Size: Large

KMC is a wood cabinet case manufacturing firm. Affiliated with a group of companies, it

was originally set up to support its group of companies’ main line of business. The company, as

with the other companies of the group, has a tie up with universities, colleges, and trade (also

known as vocational) schools for the students to do internship work with the company.

The company currently has a small organization size. Having 60 rank-and-file workers,

mostly carpenters. Around 10 were helpers. 20% went to carpentry apprenticeship school. The
 AGBAYANI, Alyssa Mae
ALAR, Jed Emmanuel Gabriel
CARLOS, Ray Rogil Benedict
CHUA, Jed Lester
GARCIA, Charles Ian
QUINTO,Irika Angela
REMORCA, Francis Martin
SAN JUAN, Franchesca Lee

rest learned the craft in the company. Mostly were town mates of the former general manager –

around 85%. With their age brackets being; 18 – 30 years old: 20 people; 31 – 40 years old: 15

people; 41 – 55 years old: 25 people. They must change their organization size into a large

organization in order to have a good work force.

With the objective of achieving the most cost-effective way of delivering goods and

services to the required level of quality, the company requires a large organization. With a large

organization, there are more people to divide tasks among, resulting in a higher degree of work

specialization. Large organizations have taller structures, having a longer, more structured chain

of command that results in highly structured jobs that are governed by many rules and

regulations.

KMC needs to have a lot of manpower in order to produce better results. Being more

formalized will aid them to produce more, work faster and better. Formal guidelines provide

directions for the workers, helping the workers focus more on their task at hand.

III. Technology
 AGBAYANI, Alyssa Mae
ALAR, Jed Emmanuel Gabriel
CARLOS, Ray Rogil Benedict
CHUA, Jed Lester
GARCIA, Charles Ian
QUINTO,Irika Angela
REMORCA, Francis Martin
SAN JUAN, Franchesca Lee

Given that KMC, as also implied by their company name, is a business that is engaged

with the manufacturing of goods, specifically wood case cabinets. There are a number of

equipment that are being used to produce the said goods. As mentioned in the case, the

employees make use of wood sawing machines which looked as if they were producing

rust. Sanding machines or “Sanders” are also being used by the workers to smoothen the

wood to be used in producing the wood case cabinets. The process involves a number of

different machineries. With that being said, their activities can be considered as a routine.

We believe that what they can do is further enhance their approach on routineness. Since

the majority of their workers under the production department are approaching

retirement, and that the strategy that we have in mind is cost minimization, we shall adapt

replacing the employees that would retire with machines that will make the woodworking

process more standardized and autonomous. The employees that will remain may focus

on the operation of the said machines and to enforce quality control.

IV. Environment

a. Abundant

There is abundance in terms of the capacity of the business’ environment to

facilitate it’s growth. There are many opportunities in which the company may take
 AGBAYANI, Alyssa Mae
ALAR, Jed Emmanuel Gabriel
CARLOS, Ray Rogil Benedict
CHUA, Jed Lester
GARCIA, Charles Ian
QUINTO,Irika Angela
REMORCA, Francis Martin
SAN JUAN, Franchesca Lee

advantage of by implementing the necessary changes in their processes and approach to

work.

b. Dynamic

Since the main source of raw materials that the company needs are trees, their

environment can be considered as dynamic. The wood that they use are sourced from the

Philippines which is a tropical country located near the pacific ocean. The country is

often hit with floods which shall affect the supply of wood that the company may avail

of. There may also be concerns towards the Excessive cutting of trees due to climate

change which may bring about further regulation from the Government. Due to this, there

is a demand for flexibility and urgency in terms of decision making to keep up with the

changes accompanying KMC’s dynamic environment.

c. Simple

The company’s operations shall be mostly routine as changes with regards to the

operations are looking to be implemented, making it automated and standardized. There are also

no rapid changes occurring within the existing elements of KMC’s environment. With that being

said, we believe that KMC’s environment is simple considering also its predictability.
 AGBAYANI, Alyssa Mae
ALAR, Jed Emmanuel Gabriel
CARLOS, Ray Rogil Benedict
CHUA, Jed Lester
GARCIA, Charles Ian
QUINTO,Irika Angela
REMORCA, Francis Martin
SAN JUAN, Franchesca Lee

STEP 2: Determine Structural Configuration (Francis and Prince)

Mintzberg’s model

Mintzberg’s model suggests breaking down management roles and responsibilities and

organizing the workplace to simplify complex factors. With all the roles and work being

simplified, it would lessen the plates off the workers’ shoulders which gives them the

opportunity to be more focused on their work. This model helps to organize KMC into a more

efficient culture, as it allows each member to develop their own skills. When it comes to

managerial roles, managers are engaged in interpersonal, informational, and decisional roles.

Interpersonal roles involve being a source of inspiration for the whole team, acting as their

leader, and engaging in liaison activities between the group and other groups.

There are 5 key parts of an organization namely; strategic apex, technostructure, middle

line, support staff and operation core. In KMC, Victor Gomez is one of the strategic apex that

ensures that the organization follows its mission and manages its relationship with its
 AGBAYANI, Alyssa Mae
ALAR, Jed Emmanuel Gabriel
CARLOS, Ray Rogil Benedict
CHUA, Jed Lester
GARCIA, Charles Ian
QUINTO,Irika Angela
REMORCA, Francis Martin
SAN JUAN, Franchesca Lee

environment. The technostructure are the managers such as technicians, engineers, etc that would

be hired in the organization to help manage the working process. One part of the organization is

the middle line manager, KMC production manager is Roger he is with the company since its

inception he is also the one who assigns designated work for each employees in the production

line, the next key part of the organization is the operating core this employees specifically

assigned to do the products they are the carpenters they are one of the most important members

of the group since they are the group who do basic work necessary for the production operations,

support staff are the one who manage in each department that is related to the steps in the

production line.

One of the 5 generic structures of MINTZBERG’S model is Professional Bureaucracy

which shows that organizations can be bureaucratic without being centralized. This model

perfectly fits the needs of KMC because the goal of this model is to innovate and provide high-

quality services which can help improve the company. This emphasizes the power of expertise,

so with Victor Gomez being the general manager, the workers would have to obey and follow

the rules of Mr. Gomez since he’s got the upper hand based on his experiences and knowledge.

As mentioned also in the case, the workers tend to spend as much time talking to each other as

they did sanding the cabinets. With this model, it would prevent them from doing so and will be

more focused on doing their work.

 AGBAYANI, Alyssa Mae
ALAR, Jed Emmanuel Gabriel
CARLOS, Ray Rogil Benedict
CHUA, Jed Lester
GARCIA, Charles Ian
QUINTO,Irika Angela
REMORCA, Francis Martin
SAN JUAN, Franchesca Lee

STEP 3: Choose Organization Design (SJ)

When redesigning an organization, it is best to start with a common organization for it is

well, common and both old and new employees are knowledgeable of this design. The

Bureaucracy design is best fitted for KM because with new equipment and employees, it is best

to have a narrow span of control for it provides better supervision between managers and their

employees.. Most specially the fact that KM will continue to grow due to its connections with

other companies, schools and colleges. With this bureaucratic and hierarchical design, it’s easier

to manage and supervise even those in training considering these students or new employees will

have to reach the company standard. Manufacturing companies are more routine based, for each

step of creating their products should be exactly the same, this goes the same as each department

rules and regulations to promote safety and efficiency in the manufacturing process. These

protocols allow employees to know their job, the importance of their job and the standards of

their job.

STEP 4: Draw the Organization Chart (Charles)

 AGBAYANI, Alyssa Mae
ALAR, Jed Emmanuel Gabriel
CARLOS, Ray Rogil Benedict
CHUA, Jed Lester
GARCIA, Charles Ian
QUINTO,Irika Angela
REMORCA, Francis Martin
SAN JUAN, Franchesca Lee

Board of
Directors
CEO

General
Manager
Plant
Operations

Operatio Finance HR Logistic Sales &

ns Departm Departm s Marketin
Departm
Operatio ent
Finance ent Departm
Logistic g Dept.
Head of
ent HR
ns Manage ent
s Sales &
Assistan Manage
Manage r t r Manage Marketin
Project r Mainten Finance r g Dept.
Accounti
Manage ance Controll HR Recruit Quality Producti
ng Analyst Advertis
r Crew er Analyst ment Control on
Carpent Staffs Auditor ement
ers Staffs Staffs Plannin
Inventor Staffs Staffs Staffs
y g
Staffs Account
ant Staffs

Describe the Structure in Terms of the Six Elements:

I. Work Specialization

Illustrated by Victor Gomez’ notes, the company, KMC, operates through

a division of labor where the work process is separated into a number of tasks that

are located in each section of the two-story building. The company intended to
 AGBAYANI, Alyssa Mae
ALAR, Jed Emmanuel Gabriel
CARLOS, Ray Rogil Benedict
CHUA, Jed Lester
GARCIA, Charles Ian
QUINTO,Irika Angela
REMORCA, Francis Martin
SAN JUAN, Franchesca Lee

improve workflow by disseminating pieces of work so that the burden wouldn’t

fall on one person at the end of the work process. Although it is an efficient way

to maximize output, KMC is plagued with the drawbacks of specialization. To be

more specific, since Victor observed that workers spend an equal amount of time

chatting among themselves as they sanded the cabinets that were ready for

varnishing. It was found that there is low productivity in the assembly line

consequently slowing down the process. Aside from this, there is a high rate of

absenteeism due to the poor working environments and because of work

specialization the employees return to the same environment whenever they come

back to work. There is no rotation of jobs that would help prevent workers from

prolonged exposure to the hazardous working environment.

II. Departmentalization

KMC is divided into different departments that handle the necessary

functions to operate. The company utilizes a functional type of

departmentalization where activities are grouped together based on the functions

they perform. KMC is comprised of five (5) departments, specifically,

Engineering, Finance, Human Resources, Logistics, and lastly, Sales and

Marketing. Departmentalization allows coordination within the company and

 AGBAYANI, Alyssa Mae
ALAR, Jed Emmanuel Gabriel
CARLOS, Ray Rogil Benedict
CHUA, Jed Lester
GARCIA, Charles Ian
QUINTO,Irika Angela
REMORCA, Francis Martin
SAN JUAN, Franchesca Lee

without these functions the company would fail to operate properly. Each

department is responsible for their line of work; however, they are also

responsible for coordinating with other departments in case of overlapping

functional activities. There would be a significant increase in efficiency and

accuracy since employees would not be bombarded with numerous tasks. They

only need to focus on the tasks they specialize in. In the event of overlapping

functional activities, there should be a smooth transition of work considering the

tasks have gone through the proper processes throughout the different concerned

departments.

III. Chain of Command

Chain of Command is an official hierarchy of authority that dictates who

is in charge of whom and who has the authority to make decisions. It is a line of

authority that extends from the top to the lowest ranks of the organization. Each

rank is accountable to whoever is directly superior to them. The chain of

command exists to distribute power throughout the organization and distribute

responsibilities to the different employees under them. KMC has a

straightforward chain of command where authority follows a top-down approach.

Having multiple layers of authority, employees follow the unity-of-command

 AGBAYANI, Alyssa Mae
ALAR, Jed Emmanuel Gabriel
CARLOS, Ray Rogil Benedict
CHUA, Jed Lester
GARCIA, Charles Ian
QUINTO,Irika Angela
REMORCA, Francis Martin
SAN JUAN, Franchesca Lee

principle to allow clear communication through the ranks. Although decision

making is mostly centralized, heads of the different departments have a degree of

authority that enables them to supervise the work of the employees and keep them

in line. They make sure that employees are not wasting company resources and

performance is at the most efficient.

IV. Span of Control

In order to turn around KMC, each department must be supervised

especially when the new design includes different departments that the company

didn’t have before like the Sales and Marketing department for example. The span

of control of KMC is vertical since there are other levels of middle management

between the board of directors, CEO, and of course the staff like the carpenters. In

a vertical dimension, the carpenters are indirectly reporting to the general

manager ,who in turn reports to the CEO of the company, wherein they have to

report first to the production manager before information and extent of

communication reaches top management. In the context of width, there is a

narrow span of control wherein a single supervisor oversees a few number of

subordinates. This is evident in each department wherein there is specialization as

seen in the organizational chart. This allows KMC to focus and gives managers
 AGBAYANI, Alyssa Mae
ALAR, Jed Emmanuel Gabriel
CARLOS, Ray Rogil Benedict
CHUA, Jed Lester
GARCIA, Charles Ian
QUINTO,Irika Angela
REMORCA, Francis Martin
SAN JUAN, Franchesca Lee

better control especially when the company is originally set up to support its

group of companies’ main lines of business. Lastly, in the context of height, the

company has a tall structure as there are many levels in an organization. There is

high absenteeism among employees and tight supervision is needed in order to

monitor and address why employees are getting sick and so that what happened

with the previous general manager won’t happen again.

V. Centralization and Decentralization

Following the mechanistic model, KMC is highly centralized even though

it may not necessarily be reflected on the organizational chart. The flow or the

intent of decision making is translated wherein lower level personnel reports to

the top management. From the organizational chart of KMC, it could be seen that

a clear chain of command and rigid departmentalization is present. For example

the staff reports to the HR analyst then he/she reports to the HR manager and the

final report would move up the ladder until it reaches top management. Since the

company was built in the mid- 1970s and is still currently operating until today, it

is assumed that the company has grown over the years and is already in later

stages of development. It was also mentioned in the determinants of structure that

 AGBAYANI, Alyssa Mae
ALAR, Jed Emmanuel Gabriel
CARLOS, Ray Rogil Benedict
CHUA, Jed Lester
GARCIA, Charles Ian
QUINTO,Irika Angela
REMORCA, Francis Martin
SAN JUAN, Franchesca Lee

KMC is involved in routine activities wherein control is centralized and the

degree of decision making is concentrated at a single point in the organization

which is the board of directors.

VI. Formalization

In relation to KMC’s centralized structure and mechanistic model, the

company has high formalization wherein the degree of jobs within the

organization are standardized. Since the company is a wood cabinet

manufacturing firm, carpenters get to cut wood, put it together, sand it in order to

smoothen the surfaces, and finish it with varnish. They get to do this every time

for production, especially since the company has been operating since the mid-

1970s even though there are some machineries involved to make the job somehow

easier and more efficient. It was also in Victor Gomez’s notes that the former

general manager refused an arrangement from a customer to accept a bulk order

for a furniture set especially since the company had a skilled carpenter in

intricately carving designs. Accepting the arrangement would be considered a

customized undertaking since the company does not usually take special orders

and only standardized ones. High formalization also reduces ambiguity and
 AGBAYANI, Alyssa Mae
ALAR, Jed Emmanuel Gabriel
CARLOS, Ray Rogil Benedict
CHUA, Jed Lester
GARCIA, Charles Ian
QUINTO,Irika Angela
REMORCA, Francis Martin
SAN JUAN, Franchesca Lee

provides direction to employees especially that there is lack of supervision in

some departments as stated in the premise.

Part 2: Work Design

Plan how you will design the work of your operating core to enable it to be a productive

and efficient workforce. Provide the following details:

I. The factor (organizational, environmental, or behavioral) that would be most

relevant for consideration.

Organizational

The organizational factors will be able to address needed adjustments that will allow

KMC to function more effectively. This involves organizing and combining several tasks into a

single job or a series of jobs, as well as dividing the tasks between two or more working teams

that can collaborate closely. It also aims to improve employees' health by allowing them more

control on the job and thereby reducing the work-related stress which may result in serious

health problems and illnesses. This results in a more engaged, healthy and productive employees,

and these outcomes would benefit both employees and organisations.

The various factors under organisational factors include work nature, workflow,

ergonomics, and culture.

 AGBAYANI, Alyssa Mae
ALAR, Jed Emmanuel Gabriel
CARLOS, Ray Rogil Benedict
CHUA, Jed Lester
GARCIA, Charles Ian
QUINTO,Irika Angela
REMORCA, Francis Martin
SAN JUAN, Franchesca Lee

a. Work Nature

The internal structure of a job consists of three elements, namely;

● Planning- This requires deciding the course of action in which timing and resources are

required. The general managers may set and delegate a deadline for each task and worker

in order to maximize efficiency and productivity.

● Executing- With KMC having different job areas, the general managers may design a

suitable workplace for the workers in order to carry out a smoother and safer execution of

work.

● Monitoring- In terms of monitoring performance, Supervisors may be hired to oversee

the production staff at KMC. This requires managing and monitoring production

processes and staff and ensuring that the process is as efficient as possible without

sacrificing employee safety.

● Controlling- In KMC, monitoring and controlling production or operation may aid the

company in meeting their goals. This requires taking corrective action when required in

order to ensure quality, efficiency and productivity. This later improves customer

satisfaction and the potential for the business to retain and have repeat customers over

long periods.

A completely integrated job will include all these elements for each of the tasks involved.

The workers (or group of workers) must be given goals and objectives in terms of output,
 AGBAYANI, Alyssa Mae
ALAR, Jed Emmanuel Gabriel
CARLOS, Ray Rogil Benedict
CHUA, Jed Lester
GARCIA, Charles Ian
QUINTO,Irika Angela
REMORCA, Francis Martin
SAN JUAN, Franchesca Lee

quality, and cost targets, decide on how the work is to be done, assemble the resources, perform

the work, and monitor output, quality, and cost standards. Some functions or tasks can be split

between a team working closely together. If the jobs are more complex, individuals may carry

out one main task, each with a number of functions or these tasks may be allocated to a group of

workers and the work may be divided among them.

b. Workflow

As KMC is a wood cabinet case manufacturing firm, their wood cabinet production

influences the sequence of jobs in the company. Their production process can be costly, time-

consuming, and requires a large labor force.

In order to perform work in an effective and efficient manner, avoid unmotivated

workers, and minimize errors, the tasks involved in a job needs to be sequenced and balanced

amongst workers. Their work and work area must be arranged strategically. In KMC, the

sequences of tasks must be determined, and then the balance between tasks is established.

c. Ergonomics

The use of the concept of ergonomics helps in designing a job by providing clues as to

how social, technical, and individual characteristics can be matched. It deals with the alteration
 AGBAYANI, Alyssa Mae
ALAR, Jed Emmanuel Gabriel
CARLOS, Ray Rogil Benedict
CHUA, Jed Lester
GARCIA, Charles Ian
QUINTO,Irika Angela
REMORCA, Francis Martin
SAN JUAN, Franchesca Lee

of the location of tools, switches, and other facilities, keeping in view that the handling of the job

is the primary consideration.

In designing and shaping a job, the job requirements must match with the worker's

physical abilities to perform their job effectively. According to Victor Gomez’s notes,

● Their Age brackets of rank-and-file staff:

18 – 30 years old: 20 people; 31 – 40 years old: 15 people; 41 – 55 years old: 25 people

● They have highly skilled craftsmen among the senior staff (40’s) leaving him to question

other skilled carvers and how many others of the carpenters have this skill.

The worker’s strengths must be maximized, making sure the assigned task is suitable for

their expertise, abilities and skills. Optimizing the abilities and skills of the workers may reduce

absenteeism and illnesses of the workers, contributing to KMC’s efficiency, productivity and

better motivational job designs.

d. Culture

While designing jobs, culture must be taken into consideration. Organizational culture

determines the way tasks are carried out at the workplaces. Practices are methods or standards
 AGBAYANI, Alyssa Mae
ALAR, Jed Emmanuel Gabriel
CARLOS, Ray Rogil Benedict
CHUA, Jed Lester
GARCIA, Charles Ian
QUINTO,Irika Angela
REMORCA, Francis Martin
SAN JUAN, Franchesca Lee

laid out for carrying out a certain task. These practices often affect the job design especially

when the practices are not aligned to the interests of the unions. Culture aids in shaping the

organizational structure.

KMC acquires an organizational culture where the company values are not very strong

and not accepted by all workers. This resulted in their instability, lack of innovation, motivation,

low customer focus and high attrition. According to Victor Gomez’s notes, the workers have a

poor working environment in which the workers would spend as much time talking to each other

as they did working, various groups of men, each doing his task either too carefully or too

slowly, and high absenteeism because of illness. This resulted in an inefficient, and unimproved

organization.

KMC must promote a strong culture that provides clear expectations for employees about

their jobs and behavior. With a strong culture, the workers and management understand what is

required of them and they will try to act in accordance with the company core values, goals and

objectives. With a chain of command, it aids in fostering a sense of well-being in employees and

helps them to work towards the greater good of the company. Being built on a clearly defined set

of core values, policies being consistently applied, the workers may use their strong culture as a

source of competitive advantage. Motivation, favorable policies, decision-making, and

 AGBAYANI, Alyssa Mae
ALAR, Jed Emmanuel Gabriel
CARLOS, Ray Rogil Benedict
CHUA, Jed Lester
GARCIA, Charles Ian
QUINTO,Irika Angela
REMORCA, Francis Martin
SAN JUAN, Franchesca Lee

communication may aid in achieving employee satisfaction, employee engagement, individual

creativity, collaboration, and innovation that leads to the strength and success of the company.

II. The theory (Herzberg’s, Taylor’s, or Hackman and Oldham’s) that you would use

as the base of the design of jobs. Explain your answers.

Theory: Frederick Winslow Taylor’s scientific management theory.

Since there is set to be an emphasis on standardization of the organization’s operations, the focus

will be on the processes itself. Thus, we shall address the aforementioned factors through the

engineering approach using Taylor’s scientific management theory. We believe that

implementation of the said theory will be the most beneficial as it is also aligned with the

company’s strategy of cost minimization. By giving the staff specific instructions on how they

can and should perform their given tasks in accordance with the principle “science not rule of

thumb”, the company can cut costs and time as well as avoiding unnecessary expense of

resources. Since it was mentioned that Roger, the production manager, allocates the jobs, he can

be trained to further enhance his skills in allocating the said jobs by making them more skill

specific and specialized. Workers shall be put into the jobs that fit their skills the most. With

regards to the principle of “harmony not discord”, there shall also exist respect and a friendly
 AGBAYANI, Alyssa Mae
ALAR, Jed Emmanuel Gabriel
CARLOS, Ray Rogil Benedict
CHUA, Jed Lester
GARCIA, Charles Ian
QUINTO,Irika Angela
REMORCA, Francis Martin
SAN JUAN, Franchesca Lee

relationship between the labourers and the managerial staff. Based on Victor Gomez’s

experience, it is something that may have been absent in the organization as the workers paid

him no attention despite being the General Manager. Unhealthy conflict within an organization

may further disrupt its operations which may result in further losses considering that KMC is a

manufacturing company. Since KMC is a large company, it is also important that its employees

help each other perform their best in order to achieve the company’s goals in accordance with the

principle of “cooperation not individualism”. The employees must see the importance of

cooperation towards achieving the same goals. The employees may be considered as the cogs of

the clockwork that is the organization. All of its cogs shall play a part within the company’s

operations. If one fails, the others follow and thus will cause greater problems for the company.

Lastly, considering the principle of “development of every person to his or her greatest efficiency

and prosperity”, there shall be training implemented as well as jobs designed to enhance the

workers’ skills and overall productivity. As employees are the heart of any organization, any

improvement from them shall contribute to the overall growth of the company which shall then

benefit both the employees and the organization.