De La Salle University - Manila

Ramon V. del Rosario College of Business

Department of Decision Sciences and Innovation

COURSE CODE: DSIOPMA (Operations and Technological Management)

Instructor: Willy Lim Cuason Contact Details:
Consultation hours: Class schedule: Tuesdays and Fridays
Term, AY:
Room/ Recurring Zoom link:

TYPE OF COURSE

Service learning ✓ Hybrid _ Fully online In-person

GENERAL COURSE DESCRIPTION

This course is an introduction to the concepts and practices of operations management. Emphasis is on analyzing,
improving, and managing production processes in a service or in a manufacturing organization. Topics include
operations strategy, competitiveness, productivity, process and service design, reliability, facilities location and
design, work design and inventory control.
SPECIFIC COURSE DESCRIPTION
To understand the course, the following shall form part to enable the learner to apply the concepts, techniques
and functions directly related to producing goods or providing services. The course shall present the primary
functions of the operations manager which is to guide the system by decision making. It shall also prepare student
in the development of an Operations Management Plan as one of its final requirements.

I. Systems Design – These are typically strategic decisions that usually require long-term commitment of
resources and those that determines parameter of system operation. Topics include product and service
planning, capacity planning, process selection, facility layout, design of work systems, and location planning.

II. Operating and Controlling the System - These are generally tactical and operational decisions of operations
managers on system operation decision which have a vital stake in system design. This involves, but not limited
to management of personnel, inventory management and control, scheduling, project management and quality
assurance.

Pre-Requisites: DSIMGTS (Prescriptive Analytics)

COURSE LEARNING OUTCOMES (CLO)

On completion of the course, the student is expected to be able to do the following:

ELGA1 Critical and PLO1 Articulate and discuss the
creative latest developments in the
thinker specific field of practice.
PLO2 Apply the proper decision
tools to critically,
analytically, and creatively
solve problems and drive
results.
ELGA2 Effective PLO1 Articulate and discuss the
communicator latest developments in the
specific field of practice.
CLO1 Criticize, evaluate, interpret,
and draw conclusions from
the most recent development
in the field of operations
management.
CLO2 Use quantitative tools of
operations management to
solve production/operations
problems.
CLO3 Map the implications of
production/operations by
providing and evaluating
economic and technically
feasible solutions that are
implementable and
economically sound.
CLO4 Present and explain solution
to operations management
problems and cases in class.

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Syllabus in DSIOPMA revised by Melvin V. Moraga
 PLO3 Effectively Communicate
orally and in writing using
both English and Filipino.
PLO6 Work effectively and
independently
multidisciplinary and
multi-cultural teams.
ELGA3 Reflective PLO8 Persist and anchor on
Life-Long personal values in
Learner collaboratively promoting
(RLL) positive change and social CLO6
change (Service of society
and poor).
ELGA4 Service- PLO6 Work effectively and
Driven independently in
Citizen multidisciplinary and
multi-cultural teams.
PLO10 Demonstrate corporate
citizenship and social
responsibility, and
exercise high personal
moral and ethical
standards.
ELGA5 Innovator and PLO1 Articulate and discuss the
constant latest developments in the
seeker of specific field of practice.
improvement PLO3 Effectively Communicate
orally and in writing using
both English and Filipino.
PLO5 Effectively and efficiently
use information and
communication
technology.
in
CLO5 Appreciate the importance of
team and collaborative
efforts in performing tasks.
Develop and recommend
operations/production
management solutions to
problems that is socially
relevant, considerate of legal,
environmental and social
implications putting
emphasis to social concern
and humanistic viewpoints as
advocated by the teachings
of the Catholic Church.
CLO7 Exhibit honesty, patience
and perseverance in solving
problems and performing
case analysis.
CLO8 Design and implement
operation/production systems
in an organization such as
product/service design,
layout, job designs and
inventory management.
CLO9 Use computer software in
solving
operations/production
management problems.

FINAL COURSE OUTPUT

As evidence of attaining the above learning outcomes, the student is required to do and submit the
following during the indicated dates of the term.
Learning Outcome Required Output Due Date
CLO1 • Case Analysis/Team-based Presentations • Weeks 3, 6
• Discussion Boards • Weeks 1, 3a, 5a, 10b
• Readings • Weeks 1-3, 5-7, 9-11
• Video Viewing • Week 3, 7, 9, 11
CLO2, CLO3, • Case Analysis/Team-based Presentations • Weeks 6, 7
CLO6 • Discussion Boards • Weeks 1, 3a, 5a, 10b
• Problem Solving • Weeks 2-3, 5, 6, 9, 10
• Quizzes/Final Exam • Weeks 4a, 8a, 12a, 14
• Term Project (Operations Management Plan) • Weeks 9b, 15b
CLO4, CLO5, • Case Analysis/Team-based Presentations • Weeks 3, 6
CLO8 • Term Project (Operations Management Plan) • Weeks 9b, 12b
CLO7 • Case Analysis/Team-based Presentations • Weeks 6, 7
• Discussion Boards • Weeks 1, 3a, 5a, 10b
• Problem Solving • Weeks 2-3, 5, 6, 9, 10
• Term Project (Operations Management Plan) • Weeks 9b, 12b
CLO9 • Case Analysis/Team-based Presentations • Weeks 3, 6
• Problem Solving • Weeks 2-3, 5, 6, 9, 10
• Quizzes/Final Exam • Weeks 4a, 8a, 12a, 14`
• Term Project (Operations Management Plan) • Weeks 9b, 12b

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Syllabus in DSIOPMA revised by Melvin V. Moraga
 RUBRICS FOR ASSESSMENT
For Final Paper:
Chapters/Parts Weight
1. Introduction/Background of the Company 10%
2. Problem Definition and Analysis 15%
3. Data Gathering and Development of Model (per Problem) 15%
4. Development of Proposed Solution (Using QM for 15%
Windows/Excel/or other software)
5. Analysis of Results 20%
6. Recommended Course/s of Action (to solve the problem/s that 20%
may include Sustainability and CSR issues, if applicable)
7. Others (Organization, Grammar and Formatting, APA, etc.) 5%
Total 100%

Notes:
• Data may be obtained via company visit, online interview and collection of secondary data.
• All formative and summative assessments will be facilitated face-to-face.
• First Submission (Chapters 1-3) - Week 9a
• Final Submission (All chapters) - Week 12b

For Discussion Board:

Exceed Meets Approaching Not Meeting Rating
Criteria Expectation Expectations Expectations Expectations
5 4-3 2 1-0
Relevance of Output is Output is Output is somewhat Output is unskilled
post exemplary, competent, inconsistent, and insufficient,
skilled, marked effective, accurate ineffective; shows a marked by
Expression of by excellence in and clear, but lack of consistent imprecision, lack
ideas within the clarity, lacks the competence is often of clarity,
Post accuracy, exemplary depth, unclear, imprecise, superficiality,
Promptness and precision, precision, and inaccurate, and illogicality, and
Initiative relevance, insight to exceed superficial. inaccuracy.
depth, breadth, expectations.
Delivery of Post logicality, and
(Structure, fairness.
Grammar,
Netiquette)

For Case Analysis:

Excellent Adequate Insufficient
(complete, thorough, (accurate/complete but (absent, lacking,
articulate, showing focus on separate points incomplete,
Criteria understanding of rather than integrating errors, Rating
relationships among or discussing the inconsistent)
parts) system) 1-0
5-4 3-2

Purpose and focus of identify purpose of case

purpose and focus no mention of
case (set context, focus, presentation and focus
clear with suggested purpose or focus for
and expectations): "The for discussion;
key issues and presentation,
purpose of this case overview
discussion is to..." highlights of case jumping right in
clear and thorough
clear and thorough
Brief description of coverage as well as
coverage of the no discussion of
theory (refresher to class noting why it was
theory, key terms, theory or how it
of main concepts) picked for this case
and how well it fits how it works works
Description and
description using
explanation of case
terms and concepts description of case
using theory (familiarity description of case
with emphasis on how using terms and
and appropriate use of but without using
they explain the case concepts
terms): "Using this terms and concepts
and are related to each appropriately
theory, here's what of theory
happened and why..." other
Intervention using clear intervention clear points of intervention
theory (use of theory in using terms, etc., with intervention using discussed but
suggesting solution to discussion of how terms, concepts, and unclear; terms,
concepts or
Syllabus in DSIOPMA revised by Melvin V. Moraga -3-
 problem): "Using this
theory, here are some
ways the situation could
have been prevented or
changed..."
Conclusion/evaluation
(consideration of use and
value of theory in
explaining and
intervening in this kind
of case): "Here's how
useful this theory was in
examining this kind of
case..."
Adapted from http://faculty.css.edu/dswenson/web/gradingrubrics/leadercasepresent.html
parts of problem and practices but with procedures not used
intervention are separate parts of the well
related and might problem
affect each other
strengths and
strengths and
weaknesses identified, no conclusion or
weaknesses of
and alternate theories utility of theory
theory applied to
or additional needs discussed
case identified
suggested

For Presentation Skills Rubric:

Excellent Adequate Insufficient
(complete, thorough, (accurate/complete (absent, lacking,
articulate, showing but focus on separate incomplete, errors,
Criteria understanding of points rather than inconsistent) Rating
relationships among integrating or 1
parts) discussing the
3 system)
2
clear, legible, attractive
Graphics (quality, graphics but hard to
graphics that add value
appropriateness, and read, interpret, or do
no graphics to presentation by
added value of audio- not clearly follow
clarifying or
visuals) explanation
summarizing
members present
Presenter's role
each member separately but show
(evident teamwork,
not all members make presents separate smooth transitions and
collaboration and
presentation section of how they are related;
practice in
presentation may contribute
presentation)
mutually
audible, clear,
interested but
barely audible,
Presenter's style lacking practiced coherent, articulate,
awkward speech or
(verbal and nonverbal smoothness and enthusiastic, confident,
gestures, distracting
skill in presentation) enthusiasm; good appropriate nonverbals
habits or mannerisms
eye contact &
matching gestures
Online discussion elicits questions and
(involving class in presents questions for
little or no effort to elicits questions
discussion of case, discussion to class
elicit questions or lead from class and
theory, application, regarding case or
discussion discusses them
utility, strengths & theory; good facilitation
weaknesses, etc.) skills
Reflection (thinking
back on your
thorough consideration
presentation, how you
limited suggestions of how presentation,
prepared, delivered it,
little or no discussion of how presentation graphics, teamwork,
and how you worked
of reflection might have been and other presentation
together-- what you
improved efforts could have been
might have done
improved
differently to improve
it)
Adapted from http://faculty.css.edu/dswenson/web/gradingrubrics/leadercasepresent.html

OTHER REQUIREMENTS AND ASSESSMENTS

Aside from the final output, the student will be assessed at other times during the term by the following:
Class Participation: Discussion Board, Recitations
Quizzes and Final Examination
Case Analysis/Group Presentation

Syllabus in DSIOPMA revised by Melvin V. Moraga -4-

 GRADING SYSTEM
The student will be graded using the following components:
Components Weight Remarks
Individual Quizzes (3) 20% Synchronous format; 50% concept questions and 50%
problem solving questions
Class Participation: Discussion 10% 4 required discussion boards
Boards (Recitations may be added as
incentive)
Individual Assignment 10% Chapter Problem Solving and/or Other Type of
Assignments
Individual Final Exam 20% Synchronous format
(Departmental) • 80 items
• 50% concept questions/ 50% problem solving
questions
Group Term Project 20% Refer to Group Term Project Rubric above
Peer Evaluation 5% Midterm and Term-end evaluation
Group Cases/Video Presentation 15% ≥ 2 cases/video submission
TOTAL 100%
PASSING GRADE: 70%

Attendance in research-oriented webinars and trainings of DLSU’s The Libraries will be incentivized.
Grades will be recorded in Canvas using percentage scores and translated to the final grade using the
conversion below:
• 97.00 – 100 4.0
• 93.00 – 96.99 3.5
• 89.00 – 92.99 3.0
• 85.00 – 89.99 2.5
• 80.00 – 84.99 2.0
• 75.00 – 79.99 1.5
• 70.00 – 74.99 1.0
• Below 70 0.0

LEARNING PLAN
This course is three units, which translates into, at least, 105 hours of workload for the entire term.
This means that you are expected to spend roughly 7.5 hours, on average, per week on this course.
This includes 1.5 to three hours of lectures and 4.5 to six hours of “out of class” (asynchronous) time
spent on preparatory readings, studying time for exams as well as time spent on preparing your
assignments.
LEARNING TOPIC WEEK NO. REQUIRED LEARNING
OUTCOME READINGS ACTIVITIES
AND/OR
ONLINE
MATERIALS/
LINKS
CLO1, CLO2 I. Systems Design Week 1 • Chapter 1 • Session 1A (1.5 hrs.)
CLO6, CLO7 Sept. 5-9 Course Orientation
Course • Hazel Case (Face-to-Face)
Orientation
• Session 1B (1.5 hrs.)
Chap 1- Lecture
Introduction to Synchronous via
Operations Zoom/Canvas
Management Conference)

Asynchronous (4.5 hrs.)

• Chapter Reading
• Discussion Board
No. 1

Syllabus in DSIOPMA revised by Melvin V. Moraga -5-

 CLO1, CLO2 Chap 2- Week 2 • Chapter 2 • Session 2A (1.5
CLO3, CLO6 Competitiveness, Sep. 12-16 hrs.)
CLO7, CLO9 Productivity and • Homestyle Lecture Part 1
Strategy Cookies (Face-to-Face)
• Session 2B (1 hr.)
Lecture Part 2
Synchronous via
Zoom/Canvas
Conference

• Asynchronous
Activities
• Chapter Reading
• Book Article
Reading
• Problem Solving 1
for Chapter 2
• Initial Discussion of
Group Term Project
Work
CLO1, CLO3 Chap 3- Week 3 • Chapter 3 • Session 3A (1.5
CLO6, CLO7 Forecasting Sep. 19-23 hrs.)
CLO9 a. Features and • Forecasting in Lecture Part 1
Elements of a Business (Face-to-Face)
Good Forecast • Using QM for
b. Steps in Windows
Forecasting • Session 3B (1 hr.)
c. Qualitative Lecture Part 2
Forecasting Synchronous via
Techniques Zoom/Canvas
d. Quantitative Conference
Forecasting
Techniques Asynchronous (6 hrs.)
(Time-Series- • Chapter Reading
Moving Ave, • Video Viewing
Weighted,
• Discussion Board
Linear Trend,
No. 2
Exponential
Smoothing • Group Case 1
only) • Problem Solving 2
e. Accuracy and for Chapter 3
Control of • Review for exam
Forecasts • Discussion of Group
Term Project Work
CLO2, CLO3 Quiz 1 Week 4 • Session 4A (1.5
CLO6, CLO9 Sep. 26-30 hrs.)
Formative
Assessment
Coverage:
Chapters 1-3
Face-to-Face

• Session 4B
Research Day
(Brainstorming of
Final Term Paper,
Data Collection,
Group Discussion)

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Syllabus in DSIOPMA revised by Melvin V. Moraga
 CLO1, CLO2 Chap 4 - Product Week 5 • Chapter 4 • Session 5A (1.5
CLO3, CLO4 and Service Design Oct. 3-7 hrs.)
CLO5, CLO6 a. Design Issues, • Regal Marine Lecture Part 1
CLO7, CLO8 Methods and Video (Face-to-Face)
CLO9 Techniques • Fuji Xerox Eco
b. Reliability Theory Manufacturing • Session 5B (1 hr.)
Lecture Part 2
• Krafts Foods’ Synchronous via
Recipe… Zoom//Canvas
• China Clamps Conference
Down on
Recyclables Asynchronous (6 hrs.)
• Domino’s • Chapter Reading
Pizza (To be • Video Viewing
given in
• Discussion Board No.
class)
3
• Problem Solving 3
for Chapter 4
Supplementary
(Reliability)
CLO1, CLO2 Chapter 5 - Capacity Week 6 • Chapter 5 • Session 6A (1.5
CLO3, CLO4 Planning Oct. 10-14 hrs.)
CLO5, CLO6 a. Measuring Lecture Part 1
CLO7, CLO8 Capacity (Face-to-Face)
CLO9 b. Determinants of
Effective Capacity
• Session 6B (1 hr.)
c. Developing
Synchronous via
Capacity Strategies
d. Constraint Zoom/Canvas
Management Conference
e. Evaluating
Alternatives Asynchronous (6 hrs.)
• Chapter Reading
• Video Viewing
• Problem Solving 4

CLO1, CLO2 Chap 6 - Process Week 7 • Chapter 6 • Session 7A (1.5

CLO4, CLO5 Selection and Oct. 17-21 hrs.)
CLO6, CLO7 Facility Layout • Process Lecture Part 1
CLO8, CLO9 a. Process Selection and (Face-to-Face)
Selection Facilities
b. Facilities Layout Layout • Session 7B (1 hr.)
c. Line Balancing • Grocery layout Synchronous via
d. Designing design Zoom/Canvas
Process Layout • Mega Sardines Conference
(Minimizing Factory
Transportation
Asynchronous (6 hrs,)
Cost and • Case Reading: • Chapter Reading
Closeness Foxconn Shifts
Rating) • Video Viewing
Its Focus to
• Group Case 2
Automation

CLO2, CLO3 Quiz 2 Week 8 • Session 8A (1.5

CLO6, CLO9 Oct. 24-28 hrs.)
Formative
Assessment
(Face-to-Face)
Coverage:
Chapters 4, 5 & 6

• Session 8B
Research Day
(Finalizing Project
Paper Part 1
Submission, Data
Analysis)

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Syllabus in DSIOPMA revised by Melvin V. Moraga
CLO1, CLO2 Chap 7 - Design of Week 9 • Chapter 7 • Session 6A (1.5
CLO3, CLO6 Work Systems Oct 31-Nov. 4 hrs.)
CLO7, CLO9 a. Principles of • Chicharon Lecture
Work Design Process Video (Face-to-Face)
b. Measurement of • Gordon
Work Ramsay
c. Developing Cheese Burger
Standard Costs

Final Project Paper

Part 1 Submission
(Chapters 1-3)

CLO1, CLO2 Chap 7s - Learning • Chapter 7S • Session 6B

CLO6, CLO7 Curves Asynchronous
• Building
Strategy on Asynchronous (6 hrs.)
Experience • Chapter Reading
Curve • Problem Solving No.
• Where 5
Companies Go • Video Viewing
Wrong with Book Article
Learning and Readings (Choose 1)
Development
• Sullivan’s Auto
world (To be
given in class)

CLO1, CLO3 II. Operating and Week 10 • Chapter 12 • Session 10A (1.5
CLO6, CLO7 Controlling the Nov. 7-11 hrs.)
CLO9 System Case (Any 1): Lecture Part 1
• Tai Din Fung (Face-to-Face)
Chap 12 - Inventory and Sons Pte
Control Ltd • Asynchronous (6 hrs.)
a. Nature and • Cafe Kibbe • Chapter Reading
Importance of
• Case Reading
Inventory • Inventory • Video Viewing
b. ABC Classification Management
• Discussion Board No.
System
c. EOQ, EPQ, ROP, 4
• EOQ Sample
Quantity • Problem Solving 5
Calculation
Discounts for Chapter 12
• Project Paper Data
Set Analysis &
Write-up of
chapters 4-6
CLO3, CLO5 Feedback Part 1 • By team • Session 10B (1 hr.)
CLO6, CLO8 Submission of representation Synchronous via
Term Project Zoom/Canvas
Conference
CLO1, CLO3 Chap 8 - Location Week 11 • Chapter 8 • Session 11A (1.5
CLO6, CLO7 Planning and Nov. 14-18 hrs.)
CLO9 Analysis Lecture Part 1
a. Need and (Face-to-Face)
Nature of
Location • Session 11B (1 hr.)
Decisions Synchronous via
b. Procedure and Zoom/Canvas
Factors for Asynchronous (6 hrs.)
Making
• Chapter Reading
Location
• Video Viewing
Decisions
• Alternative Class
c. Evaluating
• Finalization of Term
Location
Alternatives Project

-8-
Syllabus in DSIOPMA revised by Melvin V. Moraga
CLO2, CLO3 Quiz 3 Week 12 • Session 12A (1.5
CLO6, CLO9 Nov. 21-25 hrs.)
Face-to-Face
• Session 12B
Asynchronous (6 hrs.)
Submission Final
Term Project (Parts • Finalization of Term
1 & 2) Project

Final Paper Week 13 • Session 13A

Presentation Nov. 28-Dec 2 (1.5 hrs.) Face-to-
Face
• Session 13B
Asynchronous
Review Final
Examination

CLO3, CLO6 Final Exam Week Week 14 Coverage: All chapters

CLO9 Dec. 5-9 covered during the term

4th Hour Activities –

Maybe assigned to include attendance in conferences, workshops, seminars, and lectures;
and/or watching of films related to the topic.

TEACHING STRATEGIES
The teaching of the course shall be anchored on active learning with the following techniques employed:
Problem-based Teaching
Utilization of Discussion Boards
Group/Team-based Discussion and Assessments
Research-based Activities

REFERENCES
MAIN TEXTBOOK
Stevenson, W. (2021). Operations Management (14th edition). New York: McGraw-Hill Education.

PRINTED VERSION available via C & E Publishing, Inc. University Mall Outlet
Phone: 8928 2940/ 4250 or Register to e-commerce of www.cebookshop.com

CONNECT E-BOOK VERSION, Php 710 one-year access. ISBN-10: 1260242358; ISBN-13:
9781260242355; Copyright: 2021. https://www.mheducation.com/highered/connect.html
Check with your instructor for ordering details

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Syllabus in DSIOPMA revised by Melvin V. Moraga
 ALTERNATIVE EDITIONS / ONLINE RESOURCES
ISBN10: 1259667472; ISBN13: 9781259667473; Copyright: 2018

SUPPLEMENTAL REFERENCES:
Chase, Richard B., F. Robert Jacobs, and Nicholas J. Aquilano. (2006). Operations Management for Competitive
Advantage. New York: McGraw-Hill.
http://highered.mcgraw-hill.com/sites/0072983906/information_center_view0/

Russel, Roberta S., and Bernard Taylor III. 2010. Operations Management. New Jersey: Prentice-Hall, Inc.

Heizer, Jay and Bernard Taylor III. 2010. Operations Management. New Jersey: Prentice-Hall, Inc.

Stevenson, W. (2014). Operations Management (12th edition). Rochester Institute of Technology

http://highered.mheducation.com/sites/0078024102/student_view0/index.html

Stevenson, W., Sum, C. (2014). Operations Management (2nd edition). Rochester Institute of Technology
http://highered.mheducation.com/sites/1259007995/student_view0/index.html

CLASS POLICIES
COURSE SPECIFIC POLICIES:
• The specific statistical software/s will be chosen based on productivity and availability as deemed by the
professor of the course.
• The homework, problem sets and quizzes will be weighted based on the total number of points, not equally.
• It is the responsibility of the student to be mindful of his/her absences/tardiness and performance in an online
discussion including collaboration with other students within the course.
• Specific class policies on attendance, make-up quizzes, academic honesty, grading system, dress code,
classroom management, netiquettes and others not mentioned above, are to be discussed by the faculty
member on the first day of classes.
• The faculty will communicate and respond to students within 24 hours from the receipt of the inquiries.
• Properly observe the online learning decorum from the AnimoSpace Manual which can be found in your
AnimoSpace account, including the netiquettes reiterated below.
DEPARTMENT POLICIES:
• If there are conflicts in the final examination schedule, follow the University policies on order of priority.
• Please observe the virtual consultation hours/schedule of the faculty member.
• For student concerns regarding the BSA program or the course, please set an online appointment with the
Department Vice Chair through email.
• For all other inquiries, please email the Department Chair at manuel.tanpoco@dlsu.edu.ph.
NETIQUETTE
When posting on the discussion boards and chat rooms, it is important to understand how to interact with one
another online through netiquette. Your AnimoSpace Manual enumerates the netiquettes below:
• Treating other users with respect. Remember that you are talking with human beings behind the screen.
• Always using your professors’ proper title. Unless specifically invited, do not refer to them by first name.
• Reading all messages in a discussion thread before replying so as not to repeat someone else’s post without
adding something of your own to it
• Using clear and concise language with correct spelling and grammar
• Keeping discussion posts brief but thorough, on topic and within the scope of the course material
• Reviewing your posts before sending to ensure you are avoiding slang terms, texting abbreviations and caps
lock
• Being open minded of other’s opinions even when they differ from your own
• Muting your microphone in a conference if it is not your time to talk in order to minimize background sound
• Sending private messages to individuals instead of flooding the public chat

RVRCOB CODE OF ETHICS

As a business leader I recognize my role in society.
• My purpose is to lead people and manage resources to promote human development and the common good
and to create value that no single individual can create alone.
• My decisions affect the well-being of individuals inside and outside my enterprise, today and tomorrow.
erefore, I promise that:
• I will manage with loyalty and care and will not advance my personal interests at the expense of my
enterprise or society.
• I will promote socially useful products and services which serve human development, keeping in mind
reasonable access for the poor and underprivileged.
• I will understand and uphold, in letter and spirit, the laws and contracts governing my conduct and that of
my enterprise.
• I will refrain from corruption, unfair competition, or business practices harmful to society.
• I will respect the human rights and dignity of all people affected by my enterprise, and I will oppose

Syllabus in DSIOPMA revised by Melvin V. Moraga - 10 -

 discrimination and exploitation.
• I will promote a humane and enabling work community within my organization.
• I will promote the just allocation of resources for all stakeholders of the company.
• I will respect the right of future generations to advance their standard of living and enjoy a healthy planet.
• I will report the performance and risks of my enterprise accurately and honestly.
• I will invest in developing myself and others, helping the management profession continue to advance and
create sustainable and inclusive prosperity.
• In exercising my professional duties according to these principles, I recognize that my behavior must set an
example of integrity, eliciting trust and esteem from those I serve. I will remain accountable to my peers and
to society for my actions and for upholding these standards.

Adapted from:
The Global Business Oath (http://theoathproject.org/?page_id=47 )
Vocation of the Business Leader (http://www.stthomas.edu/cathstudies/cst/VocationBusinessLead/)

COVENANT FOR SHARED PROSPERITY

We therefore pledge and commit to:
Recruit, train and develop our employees and managers to be the best that they can be irrespective of
gender, alma mater, age, ethnicity and religion; provide just compensation and benefits; promote
meritocracy and encourage work-life harmony;
Provide only quality products and services that are of continuing value to our customers;
Treat our goods, service and funds providers fairly, ethically and with respect as we expect them to treat
their own workers in their supply chain the same way;
Be actively involved in the communities where we operate in with particular attention to the needs of the
disadvantaged in those communities;
Protect and preserve the environment for the benefit of current and future generations by employing
environment friendly technologies in all aspects of business operations; and
Deliver reasonable and just returns to and fair treatment of our controlling and non-controlling
shareholders.

Adapted from: Philippine Business Group's Covenant of Shared Prosperity (November 5, 2020)

Prepared by:

Mr. Jayme C. Ignacio

Subject Coordinator

Noted by:

Mr. Patrick Hariramani

Vice Chair, Department of Decision Sciences and Innovation

Approved by:

Dr. Manuel R. Tanpoco Dr. Emilina R. Sarreal

Chair, Department of Decision Sciences and Innovation Dean, RVR-College of Business

Syllabus in DSIOPMA revised by Melvin V. Moraga - 11 -