Aklan State University

COLLEGE OF TEACHER EDUCATION

Graduate School
Banga, Aklan

An Organizational Analysis

Presented to
Dr. Gemma P. Rasco

In Partial Fulfillment
of the Requirements for the Course
Human Behavior in Organization

FRIA ANNE N. SALCEDO

&

MARY ROSE NACION-ENRIQUEZ

June 2022
I. Introduction

The Libacao National Forestry Vocational High School is the only Secondary School in
the country offering a forestry curriculum. The school has two campuses found at Rizal Street.
Poblacion, and Barangay Guadalupe, Libacao Aklan.

It was created through Batas Pambasa Blg. 140. The Conversion of the school was
approved by former president Ferdinand E. Marcos on February 8, 1982 from Libacao Municipal
High School to Libacao National Forestry Vocational High School. From the date of
nationalization, the school has been under the supervision of an officer-in charge Dr. Renato Z.
Gepty until June 14, 1991 when a full pledge secondary school principal II in the person of Mr.
Samuel C. Ruzgal was designated to run the school in 1989, then a change in the leadership with
the transfer of Mr. Ruzgal to the promotion of Mr. Peter S. Soriano former Head of the
Vocational Department as secondary school principal II. After his retirement to present, Dr.
Zenas V. Nicolas takes over as the school principal III. Thus, new vision and directors were
defined clearly for the development of the school through its long term and Medium-Term
Development plans with the K-12 curriculum.

Because of the school’s vast and significant change in leadership, undertaking an

organizational analysis is beneficial so that the management and its members will be able to:

1) Appraise the growth, personnel, operations, and work environment;

2) Identify areas of weakness and then find approaches for eliminating the problems;

II. Methods

In this study, the Organizational Diagnosis Questionnaire or ODQ by Robert C. Preziosi

will be used as the Data Gathering instrument. This is based on Weisbord’s practitioner-oriented
theory. The ODQ generates data in each of Weisbord’s suggested six areas as well as in a
seventh, attitude toward change. This item was added as a helpful mechanism for the person
involved in organizational diagnosis. In attempting any planned-change effort in an organization,
it is wise how changeable an organization is. Thirty-five items compose the ODQ, five in each
of the seven variables. Respondents are asked to indicate their current views of their organization
on a scale of 1 to 7, with a score of 4 representing a neutral point. Scoring the questionnaire may
be done in more than one way. Aggregate data will be most useful; an individual’s set of
responses is not significant. A self-scoring sheet is provided for each individual. Individual
scoring sheets could then be tabulated by the consultant, an assistant, or, for large-scale studies, a
computer. Processing the Data Once aggregate data have been collected, they must be processed.
The first task is to prepare a bar or line graph (or any similar technique) to present the data so
that they can be readily understood. The consultant/facilitator should present the data first to the
organization’s president or the work unit’s supervisor (whichever is applicable) to establish
understanding, commitment, and support.

This ODQ will be administered to a random sample of a work unit (the Libacao National
Forestry Vocational High School in the District of Libacao, Libacao, Aklan, Philippines). The
administrators of the said questionnaire must emphasize to the respondents the value of openness
and honesty. If they are not, data that yield an inaccurate assessment of the organization on any
or all of the seven variables may be produced.

Libacao National Forestry Vocational High School is composed of (1) School Principal
II, (2) Head Teacher III, (70) Junior & Senior High School Teachers with different teaching
positions, (1) administrative officer IV, (4) ADAS, (2) AO I, (1) School nurse, (1) School
librarian, (1), Security Guard, (2) AIDE, (2) Watchmen, (3) Utility Aide, Total of 70 teaching
and 17 non-teaching personnel.

But for this study 40 will be randomly assessed due to limited time and access to
respondents.

The data that will be gathered in this study are analyzed through a crucial consideration.
The simplest diagnosis would be to assess the amount of variance for each of the seven variables
in relation to a score of 4, which is the neutral point. Scores above 4 would indicate a problem
with organizational functioning. The closer the score is to 7 the more severe the problem would
be. Scores below 4 indicate the lack of a problem, with a score of 1 indicating optimum
functioning.
III. Results and Discussion
By summing up the scores of the 40 respondents in every area/variable and dividing each
sum by five, the study revealed that majority of them found the area of “helpful mechanisms” as
the most functioning from the rest. Since it is a process that every organization must attend to in
order to survive: planning, control, budgeting, and other information systems that help
organization members accomplish their respective jobs and meet organizational objectives.

However, poor result occurred on area of “Attitude Toward Change”. The results were in
the expected direction showing negative correlations between occupational stressors and
attitudes to change, indicating that highly stressed members demonstrate decreased commitment
and increased reluctance to accept organizational change interventions.

Thus, a manager attempting to change an individual employee’s attitudes should keep in

mind that the attitude change depends on following factors:

1. The characteristics of the communicator

2. The method of communication
3. The characteristics of the person to be influenced
4. Situational factors
5. New Experiences

IV. Conclusion
Indeed, studying the different characteristics of the organization and determining
how it is organized, you can compare structures, examine weaknesses and identify
strengths. Such an analysis lets you propose changes in the organizational structure to
improve performance.