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COLLEGE OF BUSINESS, ENTREPRENEURSHIP, AND ACCOUNTANCY
OPERATIONS MANAGEMENT DEPARTMENT
SMALL AND MEDIUM ENTERPRISES (SMEs) APPROACH IN FLEXIBLE
MANAGEMENT DURING PANDEMIC
An Undergraduate Thesis
Presented to the Faculty of the
College of Business, Entrepreneurship and Accountancy
RIZAL TECHNOLOGICAL UNIVERSITY
Maybunga, Pasig City
In Partial Fulfillment
Of the Requirements for the Degree
Bachelor of Science in Business Administration
Major in Operations Management
By
Bejar, Jade Daryl B.

Cerojales, Recem Cymon M.
Lignes, Rusell B.
Pansacala, Kristel Dianne B.
Yokota, Yuugi R.
November 2022
OPERATIONS MANAGEMENT DEPARTMENT ii
APPROVAL SHEET
This thesis entitled “SMALL AND MEDIUM ENTERPRISES (SMEs)

APPROACH TO FLEXIBLE MANAGEMENT DURING PANDEMIC,” prepared
and submitted by Bejar, Jade Daryl, Cerojales, Recem Cymon, Lignes, Rusell,
Pansacala, Kristel Dianne, Yokota, Yuugi, in partial fulfillment of the
requirements for the degree, Bachelor of Science in Business Administration
major in Operations Management, has been examined and is hereby
recommended for the corresponding ORAL EXAMINATION.
_________________________
Date JENNYLYN M. MARCELINO, MBA
Adviser
___________________________________________________________
PANEL OF EXAMINERS
Approved by the Oral Examination Committee with a grade of_______.
DR. CORAZON D. AUSTRIA

Chairperson
JEROME G. SISON , MBA KRISIA T. OLEDAN, MBA

Member Member
Accepted in partial fulfillment of the requirements for the degree,

Bachelor of Science Major in Operations Management.
_________________________
DR. LEONILA C. CRISOSTOMO
Date Dean, College of Business,
Entrepreneurship, and
Accountancy
OPERATIONS MANAGEMENT DEPARTMENT iii
ACKNOWLEDGEMENTS
The researchers would like to extend their profound gratitude and
sincerest appreciation to the following persons who have contributed and
extended their unselfish assistance and support in the completion of this
study:
The panel members of the Oral Defense Committee, for giving
thoughts, DR. CORAZON D. AUSTRIA, JEROME G. SISON, MBA, and
KRISIA T. OLEDAN, MBA and sharing their ideas and suggestions for the
improvement of the study;
JENNYLYN M. MARCELINO MBA, thesis adviser, for her patience,
motivation, enthusiasm, immense knowledge, and continuous support. Her
guidance helped the researchers in all the time of research and writing of this
study;
The researchers’ beloved parents and siblings for their kind
understanding, full support and sacrifices that gave them the greatest
inspiration and determination to finish the study;
To our Statistician SHIRLEY A. OPANDA, MAED, MAT who made the
computation of the results of statistical analysis possible.
To our Validators ARLIT JANRY C. PARLERO, HARVEY DAVE ONG
and NORIEL LASTROLLO, LPT, DBA who took a careful review of our paper
for the comments, corrections, suggestions resulting in a simpler and easier-
to-understand instrument structure.

OPERATIONS MANAGEMENT DEPARTMENT iv
All other friends and classmates whose names may not appear but
contributed so much to this endeavor, their profound thanks; and
Above all, the researchers are overwhelmed by all humbleness and
gratefulness of our Almighty God, our Savior, for the knowledge and wisdom
in completing the research despite this challenging situation.
J.D.B.B.
R.C.M.C
R.B.L.
K.D.B.P.
Y.R.Y.
OPERATIONS MANAGEMENT DEPARTMENT v
DEDICATION
This study wholeheartedly dedicated to our beloved parents, who have
been our source of inspiration and gave us strength and when we thought of
giving up, who continually provide their moral, spiritual, emotional and financial
support.
To our brothers and sisters, relatives, mentors, friends and classmates
who shared their words of advice and encouragement to finish this study. And
lastly, we dedicated this book to the Almighty God. Thank you for the guidance,
strength, power of mind, protection and skills and for giving us a healthy life. All
of these, we offer to You.
J.D.B.B
R.C.M.C
R.B.L.
K.D.B.P.
Y.R.Y.
OPERATIONS MANAGEMENT DEPARTMENT vi
ABSTRACT
Small and Medium Enterprises (SMEs) play a very important role in the
growth of the Philippine economy. However, due to the pandemic, they
experience challenges wherein it is difficult to delay products due to shortages
and logistics bottlenecks, lack of working capital and working with limited
resources. The researchers conducted this study to identify how flexible the
management of SMEs is during pandemic. Quantitative was used in collecting
and analyzing the information. Survey conducted through google forms and
printed questionnaires in a total of 30 respondents within Pasig City. The data
collected was analyzed and measured using Frequency and Percentage,
Average Weighted Mean and Pearson-r. The study used secondary data
analysis in accordance with a descriptive research design. Data revealed that
businesses have greatly been affected by the pandemic in their operation,
financial and strategies. However, there is sufficient evidence that there is no
significant relationship between the effect of pandemic and the SMEs flexibility
in management. The researchers formulated an action plan for approaches in
flexible management to survive in unforeseen crisis that could be beneficial to
the researchers contribute to the understanding of the business owners,
employees, government and future researchers.
Keywords: Flexibility in Management, Logistics Bottlenecks, Unforeseen

Crisis
OPERATIONS MANAGEMENT DEPARTMENT vii
TABLE OF CONTENTS
Title of Page………………………………………………………………… i
Approval Sheet……………………………………………………………… ii
Acknowledgement………………………………………………………….. iii
Dedication……….…………………………………………………………… v
Abstract………………………………………………………………………. vi
Table of Contents…………………………………………………………… vii
List of Appendices………………………………………………………….. ix
List of Figures……………………………………………………………….. x
List of Tables………………………………………………………………… xi
CHAPTER I – THE PROBLEM AND ITS BACKGROUND

Introduction………………………………………………………………..….. 1
Background of the Study…………………………………………………..... 1
Conceptual Framework……………………………………………………… 3
Research Paradigm………………………………………………………..... 3
Statement of the Problem…………………………………………………… 4
Hypothesis……………………………………………………………………. 5
Scope and Delimitation……………………………………………………… 5
Significance of the Study……………………………………………………. 6
Definition of terms……………………………………………………………. 8
CHAPTER II – REVIEW OF RELATED LITERATURE

Small and Medium Enterprises…………………………………………….. 9
Flexibility in Management…………………………………………………… 10
Covid-19 in the Philippines……………………………………………….. 10
Flexibility in Management done by SMEs during Pandemic………….. 11
Operation……………………………………………………………………. 12
OPERATIONS MANAGEMENT DEPARTMENT viii
Financial…………………………………………………………………….. 13
Strategies…………………………………………………………………… 14
Identifying Opportunities…………………………………………………... 16
Adapting to Change………………………………………………………... 18
Business Process Redesign……………………………………………… 19
Approaches of SMEs to Flexible Management………………………… 21
CHAPTER III – RESEARCH METHODOLOGY

Research Method…………………………………………………………... 23
Population and Sampling Scheme…………………………………………. 24
Description of the Respondents………………………………………….. 25
Research Instrument………………………………………………………. 25
Data Gathering Procedures……………………………………………….. 27
Statistical Treatment of Data……………………………………………… 27
CHAPTER IV – PRESENTATION, ANALYSIS AND INTERPRETATION

OF DATA
Results and Discussions of Data………….………………………………… 30
Proposed Action Plan for the Approach in Flexibility Management of
45
SMEs……………………………………………………………………………
CHAPTER V – SUMMARY OF FINDINGS, CONCLUSIONS AND

RECOMMENDATION
Summary of Findings………………………………………………………. 45
Conclusions………………………………………………………………….. 48
Recommendations…………………………………………………………… 49
References…………….....………………………………………………….. 51
OPERATIONS MANAGEMENT DEPARTMENT ix
LIST OF APPENDICES
Appendix A – Survey Questionnaire……………………………………… 56
Appendix B – Letter for Validation of Instrument……………………….. 61
Appendix C – Request for Conducting Survey……………………...…... 64
Appendix D – Letter for Respondents…………………………………..... 65
Appendix E – Validators Certificate………………………………………. 66
Appendix F – Request Letter for Statistician…………………………….. 69
Appendix G – Certification of Reliability and Validity…………………… 70
Appendix H – Certificate for Statistician………………………………….. 71
Appendix I – Certificate for Grammarian…………………………………. 72
Appendix J – Request Letter for the List of SMEs in Pasig City………. 73
Appendix K – Proof of Request Approval………………………………... 74
CURRICULUM VITAE………………………………………………………… 75
OPERATIONS MANAGEMENT DEPARTMENT x
LIST OF FIGURE
Figure 1: Research Paradigm……………..……………………………. 3
OPERATIONS MANAGEMENT DEPARTMENT xi
LIST OF TABLES
Table 1: Likert Scale Interpretations ……………………………………… 26
Table 2: Frequency and Percentage Distribution of Respondents
as to Nature of Business…………………………………….……. 30
as to Years in Operation……………………………………….…. 31
as to Capitalization…………………………………………………. 32
Table 5: Mean Result of the Effect of Pandemic to the SMEs
in terms of Operation……………………………………………… 33
in terms of Financial………………………..………………………. 34
in terms of Strategies……………………………………………… 35
Table 8: Mean Result of the Flexibility in Management of Selected
SMEs in terms of Identifying Opportunities…………………….. 37
SMEs in terms of Adapting to Change……………………………. 39
SMEs in terms of Business Process Redesign………………… 39
Table 11: Correlation Result on the Relationship Between the Effect of
Pandemic and the Approach in the SMEs Management……… 41
Table 12: Proposed Action Plan for SMEs in Adapting the
Changes………………………………………………………….. 43
CHAPTER I
THE PROBLEM AND ITS BACKGROUND
Introduction
The proposed study seeks to determine how the pandemic has affected
SMEs' performance and the main obstacles that must be solved through
flexibility management. Specifically, the way the firm strategizes it has
implemented to deal with the difficulties that SMEs are facing. The main goal of
the researchers is to gather enough information to be useful for their
beneficiaries. To be sufficient for the study's form, the researchers used a
variety of reliable internet sites to collect their data. All of the sources of data
and literature consulted for this manuscript are rich in substance. The
researchers made sure that the information they acquired was reliable and
honest throughout the entire investigation.
According to experts, small and medium-sized enterprises (SMEs) are
businesses that maintain their sales, assets, or personnel count below a specific
level. Small and midsize firms (SMEs), despite their modest size, are crucial to
the economy. The coronavirus pandemic has a variety of effects on SMEs, on
both the supply and demand sides. The unexpected and dramatic loss of
demand and revenue, which results in major financial limitations, significantly
impairs a SME's capacity to function danger according to Omar, Oyewale (2020)
As a result, for the time being, the majority of firms are focusing their
efforts on supply chain disruption management, risk identification, and

OPERATIONS MANAGEMENT DEPARTMENT 2
employee safety. This will be crucial for preserving incomes and employment,
preserving financial stability, and recovering growth by minimizing interruptions
to trade and the global supply chain. The primary challenges will be addressing
how to give small and medium-sized enterprises access to new business
strategies and management flexibility, allow them to enter new markets, and
promote their use of new technologies to establish stronger connections with
manufacturers, suppliers, and customers.
The researchers performed this study to help improve in developing
effective strategies during the pandemic. The findings of this paper, especially
the proposed action planned may be considered to be used by the SMEs
management and their employees who will mainly benefit in this study. The
contribution of this paper for the local government is that they will have an idea
regarding the situation of SMEs in the economy and with that they will identify
what could be their assistance for these businesses to survive in a pandemic.
For the future researchers, they could analyze the content of this paper to serve
as their guide and better analyze their research study.

Conceptual Framework
INPUT
PROCESS OUTPUT
Demographic profile of the
respondents.  Data gathering
through Online
 Business Type
Questionnaire Google
 Years of Operation Form and Printed
Action plan for
 Capitalization Materials
Approaches in
Effects of SMEs to Pandemic  Presentation of Data
Flexible
 Operation  Interpretation and
Management to
 Financial analysis of data
survive in
 Strategies unforeseen crisis.
Flexibility in Management
taken by SMEs
 Identifying Opportunities
 Adapting Change
 Business Process
Redesign
Significant relationship
between the effect of
pandemic and approach of
SMEs
Proposed Action Plan for
SMEs in Adapting the
Changes
Figure I. Research Paradigm
The illustrated figure 1 above shows the effective approach in operation
management amid pandemic. The researchers used an Input-Process-Output
Structural Framework in the shown paradigm. A system's various input,
intermediate, and output variables generate causal links in accordance with the
input-process-output structural framework (see Figure 1), which outlines this
process. There are four levels of abstraction in the structural framework:
paradigm, theory, model, and measurement. (Yu, n.a)

Statement of the Problem
The purpose of this study is to analyze the Small and Medium
Enterprises in Pasig City in the midst of a pandemic.
Specifically, it seeks to answer the following questions:
1. What is the demographic profile of selected businesses in terms of:
1.1 Nature of Business
1.2 Years of Operation
1.3Capitalization
2. How does pandemic affect the SMEs in terms of:
2.1 Operation
2.2 Financial
2.3 Strategies
3. What are the flexibility in management taken by SMEs in terms of:
3.1 Identifying Opportunities
3.2 Adapting to change
3.3 Business Process Redesign
4. Is there a significant relationship between the effect of pandemic
and the approach in the SMEs management?
5. What action plan can be proposed in SMEs for adapting the
changes?
Hypothesis
The hypothesis that the researchers had interfered had been tested at
0.05 level of significance:
H(0). There is no significant relationship between the effect of pandemic and
the SMEs flexibility in management.
Scope and Delimitation of the Study
This study focuses on the flexibility in management of SME within Pasig
City during pandemic. This research used Small and Medium Enterprises (SME)
as a model. The target respondent in conducting the research is 15 for small
enterprises and 15 for medium enterprises, equivalent to 30 selected SME in
Pasig City.
The survey questionnaires were distributed to the specified target
segment. It is distributed to those qualified individuals who provided the best
possible answers needed. The researchers decided to have a random owner
and manager as the respondents to answer the survey questionnaires for the
research study about Small and Medium Enterprises (SMEs) Approach in
Flexible Management During Pandemic.
The target respondents in various Small and Medium Enterprises for
which the research was conducted was 30 people who fill-out survey questions
using Google Forms and printed questionnaires. The expected time allotted in
conducting the survey took no more than 30 days. It is for the benefit of meeting
the real professionals for the study at various times throughout the day. The
researchers set aside one week in tabulating and analyzing the data.
Significance of the Study
The following statement contributed to the value of the paper as it served
as a guide for the beneficiaries to use it as their reference in order to effectively
gain sufficient knowledge and apply the strategies on their businesses, its
employees and management, as well as for the government to support SMEs,
which are crucial to the nation's economy. Together with the future researchers
who may explore the content of this paper for them to grasp an idea regarding
how SMEs were affected and strategize during pandemic and the approaches
that the researchers gathered was included to help them. This manuscript sole
purpose is to benefit the following party:
Small and Medium Enterprises Management
It will provide management with the experience of SMEs during the
pandemic and their techniques to continue their businesses' operations. Along
with the significant and useful information that can help them in finding a flexible
approach in management to maintain competitiveness and stability of their
business management.
Employees
This study will give employees an awareness and understanding regarding
the certain policies in the business that may be applied in situations that can
affect them. It can also help them identify the strengths and weaknesses that
their business has to improve and correct any potential issues about the effects
of pandemic in small and medium enterprises.
Local Government
This study will contribute to the idea of local government on how they can
help the economy to formulate strategies on saving businesses that may decline
in times of pandemic.
Future researchers
This study will give and expand knowledge applicable to the current and
future situations if another pandemic occurs. This paper can be used as a
reference for other researchers that will conduct the same or related studies, it
would help them make a well-developed research paper and be better
researchers in the future. Also, this may anticipate the processes involved in the
industry of SMEs.
Definition of Terms
For better understanding of this study, the following were the important
terms used with their respective operational meaning:
Business strategy - refers to specific plans and goals of the company.
Corporate Agility - refers to the adaption and innovation of the company.
Enhanced Community Quarantine (ECQ) - means a temporary
implementation of restrictions to the individual.
Flexibility - refers to the ability to quickly adapt to new situations as they arise.
Intermediaries - refers to the one who act as intermediaries between both
parties.
Operation - is the act of managing business activity so that it runs smoothly.
Pandemic - refers to the outbreak of an infectious disease caused by the SARS-
CoV-2 virus around the globe.
Profit Maximization - means the revenue of the business.
Proprietorship - refers to the individual who owned a business.
Resilience - refers to the business that quickly adapt the changers while
running a business.
Small and Medium Enterprises - based on Magna Carta for the capitalization.
CHAPTER II
REVIEW OF RELATED LITERATURE
This chapter presents the related studies conducted by individuals
pertinent to the study. These articles discuss the theories, concepts and
principles relevant to the research being undertaken by the researchers and
give synthesis of the reviewed literature and studies.
Small and Medium Enterprises
In order to influence sustainable growth in the sectors of trade,
production, and services, SMEs have an important role in the market growth of
each country domestically or even internationally.
The number of employees is the most common criterion for classifying a
company into one of a number of sizes. Entrepreneurship at a Glance
publication subdivided Small and Medium Enterprises according to their number
of employees. Businesses that have a less than 10 employees belong to small
businesses and those that have 50 - 99 employees belong to medium
businesses. The Magna Carta for Small and Medium Enterprises (SMEs)
classifies an enterprise as small if its asset size is between Php 3,000,001 and
15,000,000, and as medium if it is between Php 15,000,000 and 100,000,000.
Most of the SMEs have a proprietorship or partnership legal structure
and are run depending on the decisions of the owners and they rather focus on
maximizing their profit than expanding their business. In doing it , they use their
own resources to finance their companies because they value returns over
investments. H.K. Baker, S. Kumar, and P. Rao (2017)
Flexibility in Management
SMEs might not be as adaptable and resilient in coping with the
expenses of these shocks, preventive expenses and essential adjustments to
the working process. For instance, given the size of small enterprises, the
transition to telework might be relatively significant, but frequently the level of
digitalization is low and access to and use of technology is challenging. The cost
of unused labor and capital weighs heavier on SMEs than on large companies
because production declines as development advances. Additionally, it may be
more challenging for SMEs to obtain information on potential business plans,
government support programs, and steps to control the virus pandemic.
Covid-19 in the Philippines
Glory Dee A. Romo (2021) claims that while numerous countries enacted
measures like movement limitations to halt the virus from spreading, the
COVID-19 pandemic has had an effect on the entire planet. All industries have
suffered as a result of the decline in global economic activity. Due to the
pandemic's increased costs, lower sales, and labor-related problems like pay or
retrenchment, businesses have suffered.
Therefore, being adaptable requires being ready for change, especially
during unplanned and unforeseen events like the COVID-19 epidemic. Adopting
compensation to stop the negative effects of layoffs on an employee's

household from spreading. Retrenchment may be the only way for a corporation
to survive a crisis in the worst-case scenarios because enterprise strategies are
dependent on financial performance.
Flexibility in Management done by SMEs during Pandemic
Pandemic was undeniably had a big impact on the management of the
business. According to De Nicola, Mattoo, and Timmis (2021). There are
businesses that had a long-term consequences on their productivity growth due
to its indebtedness and the investment was discouraged by the uncertainty.
Most firms loss their valuable intangible assets because they were forcely close
their business and reduce the number of their valued employees.
In spite of the way that most organizations find it harder to take on
computerized advances, online deals help various SMEs to continue generating
their income. Policy responses have been swift and forceful overall, helping to
avoid a wave of bankruptcies thus far. SMEs in the industries most affected by
lockdown measures, as well as those experiencing significant sales declines,
benefited disproportionately from government assistance within countries. The
financial situation of SMEs was generally favorable prior to the COVID-19 crisis.
In response to relatively weak economic activity, long-term interest rates were
historically low and monetary policy was becoming more accommodating.
SMEs suffer from the limitations placed on people's ability to engage in
social activities, which has a negative impact on business transactions and
public consumption. SMEs are threatened when demand declines because their
business models, like those of SMEs, are so dependent on the flow of money
from their sales. This kind of influence is important because SMEs rely heavily
on outside variables. SMEs must understand how successful they can be to
combat the crisis. They can use tactics and methods to assist their business
models endure the pandemic. (Serdar Ulubeyli, 2018).
Operations
Due to lockdowns implemented by governments in an effort to stem the
virus' transmission, the pandemic has continued to have an impact on
businesses and jobs after the Covid-19 breakout in early 2020. Data from the
Department of Trade and Industry (DTI) in the Philippines shows that during the
pandemic's peak in March–April 2020, 38% of businesses were forced to close.
(Crismundo Kris, 2021)
The COVID-19 pandemic has had negative effects, and SMEs have
begun deploying adaptable business solutions to counter these effects. Among
these are cost savings, product and service diversity, usage of non-cash
payment alternatives, and allowing staff to work from home. Digitalization is the
use of online platforms for commercial transactions. The majority of SMEs still
require aid to recover from their losses, despite these adaptable solutions.
Enrico Gaveglia, Officer-in-Charge of UNDP Philippines, stated that the
emergence of a new market sector online in the nation depends on its digital
infrastructure.
Since then, a lot of businesses of all sizes have used technology like
Zoom virtual meetings and other techniques to keep the economy going and
prevent a complete shutdown of the global economy. Prior to this global health
crisis, small businesses did not view the deployment of some technology as
essential (Ting; Webster, 2020). These technologies became one of the coping
techniques used by different levels of government during the COVID-19
pandemic lockdown of towns, allowing activities and projects to be managed
remotely or business meetings to be held without any direct physical contact
between participants (Vaccaro, Puddister& Small, 2020).
The pandemic and the ensuing lockdown, however, have accelerated
and exaggerated the impact that technology can have on some organizations'
economic models. Additionally, a lot of small businesses have had success
modifying and enhancing their business models using innovative techniques
(Puddister & Small, 2020; Vaccaro 2020).
Numerous businesses, including shops and industries, have closed as a
result of rules from the government, dwindling demand, poor health, and other
factors. Many of these closures may be permanent because the owners of many
of these enterprises are unable to pay ongoing expenses and survive the
shutdown. (Robert Fairlie, 2020)
Financial
Despite the unquestionable damage caused by COVID-19, our financial
sector is still strong, according to our evaluation of the market. According to BSP
Governor Benjamin Diokno, the movements we have seen are responses to
changes in risk aversion as opposed to fundamental flaws (Kris Crismundo,
2021). While looking for outside funding to bridge shortages in working capital,
the majority of businesses depended significantly on their own funds and/or kept
profit to maintain their operations.
When the COVID-19 crisis hit, small- and medium-sized businesses'
(SMEs) financial situation was mostly favorable, according to the OECD (2021).
Long-term interest rates were extraordinarily low by historical standards and
monetary policy was becoming more accommodative to account for the
relatively subdued economic activity. Credit conditions for SMEs had improved,
with credit rejection rates at low levels and loan portfolios gradually shifting to
longer-term maturities. To finance their operations and growth, many SMEs
continued to rely significantly on internal funding sources and bank loans,
making them particularly vulnerable to economic downturns.
Research examined how many small businesses are financially fragile
and how much the crisis is affecting them, according to Alexander (2020). They
found that 43% of the businesses in their sample, which is disproportionately
skewed toward the retail industry, employed 40% fewer workers.
Strategies
SMEs have begun applying adaptive business solutions to address the
negative consequences of the COVID 19 epidemic. This includes managing
companies through digitalization and online platforms, cutting expenses,

diversifying products and services, utilizing cashless payment alternatives, and
enabling staff to work from home.
According to Anna Brazas, one of the contributors to the US Chamber
Article, the COVID-19 pandemic has affected nearly all Americans' daily lives
and driven them to adapt and innovate as they transition into the new normal.
Small enterprises, which had to deal with declining customers and workers while
implementing new social segregation and public health standards, have been
among the most negatively impacted groups. When they questioned small
company owners across the nation about how the coronavirus had affected their
operations, they discovered that many of them had shown resilience and viewed
the difficulty as a chance to expand their operations and keep serving their
communities.
Additionally, according to a study by Zephier Editorial Team (2020), a
quarter of small business owners work irregular hours as a result of COVID-19's
consequences. Additionally, small business owners claim that while they
struggle to adapt to a quickly shifting economic environment, they
are working harder than ever to maintain the smooth operation of their company
with less resources. Nguyen, Ngo, and Tran claim that a study of 672
Vietnamese enterprises and the obvious a regression model to investigate how
different organizations choose their coping mechanisms based on their level of
financial distress, their profiles, their entrepreneurial variables, and the
exchanges between them.

Identifying Opportunities
Various government agencies, both existing and new, were made
available to help SMEs during the pandemic, including specific programs for
women-owned and led businesses. Some perspectives from SMEs in the food
manufacturing and food processing sectors, primarily from focus groups, on
how the crisis affected them and the assistance they were able to obtain. The
expressed needs of SMEs on the best way for businesses to recover from the
pandemic's impact were then addressed. It also incorporates the validation
workshop participants' observations. According to PWC, 2022, businesses
should look for and take advantage of opportunities as we move into the next
phase of the recovery from pandemic. This entails carrying out an "after-action
review" to gather data and insights on the lessons learned from the pandemic.
These insights will then be used to prioritize actions that will increase the value
of the business now and build strategic resilience for the future. As more
certainty and stability return, businesses that take these steps now will be better
able to take advantage of opportunities that arise during the recovery from
COVID-19 and keep winning in their markets.
The pandemic poses both opportunities and threats to small and
medium-sized businesses (SMEs). For instance, SMEs have joined the e-
commerce movement and now sell their goods online and accept cashless
payments, giving customers a safe and convenient way to shop. (BIMP-EAGE,
2020).
According to an entrepreneur Francisco Jay Bernardo III, every crisis
brings opportunities and dangers. Businesses must look for opportunities as
well as dangers and take advantage of those opportunities that can be beneficial
to businesses. Some of the opportunities include:
 Be creative
SMEs must look at their business plans as well as their position in the
market. They will be able to plan their recovery and remain resilient in
the long run on this foundation.
 Be ready to pivot
Businesses changed course because they saw an opportunity. They did
not hesitate to take action. They recognized their strengths and shifted
their strategy accordingly. They changed their minds or they picoted
 Find a corollary business
Setting up a corollary business is a good idea for businesses that deal
with crises. For instance, establishing a logistics arm to support the main
business as a new revenue stream is one way an agribusiness company
can diversify. An owner thinks that the logistics division can help other
businesses because so many of them are going online. They emphasize
that opportunities exist among the threats. That is why it is critical to
assess your competitive position. Businesses may discover advantages
or opportunities to take advantage of, as well as strengths you were
probably unaware you possessed.

Owners changed their business models in novel ways as they went along
to stay afloat. However, numerous small businesses have been unsuccessful.
Others have made it through and plan to use innovations developed during the
pandemic to boost their revenue and create new opportunities as the economy
recovers (Kathy Gurchiek, 2020)
Adapting to change
The pandemic has increased small and medium-sized enterprises'
(SMEs) interest in digital technology, according to the Philippine News Agency
(PNA) The Covid-19 recent World Economic Forum (WEF) report, but there are
many obstacles preventing them from adopting the technology required to
overcome pandemic-related challenges.
A recent WEF poll indicates that despite greater knowledge of the value
of digital technology, many SMEs have either halted or abandoned their efforts
to become digital because of budgetary limitations. Only 23% of SMEs,
according to the research, claimed the epidemic hastened their digitization
aspirations, demonstrating that there are still considerable impediments to using
digital technologies.
Lack of financial resources and access to them, a skilled labor force, and
infrastructure constraints to facilitate digitization are some of the obstacles.
Above increasing productivity and minimizing costs, which used to be the main
priorities for most businesses, agility and flexibility in operations have emerged
as top priorities. "In general, SMEs are becoming more interested in digital
solutions." Furthermore, the top objectives for digital technologies were those
that allow for remote work and communication.
The suitable technology and processes require a large financial
commitment to implement. It comes as no surprise that many SMEs are having
problems given the decreased customer demand. To respond to obstacles and
seize opportunities, entrepreneurs must have greater resiliency. Because it
enables organizations to comprehend how they respond to or resist change,
resilience is a crucial notion in entrepreneurial crisis management. The
resilience of SMEs, however, is also dependent on the resilience of their
ecosystems. Resilience includes the ability to pivot and change business activity
in response to market customers and need orientation by "applying creativity to
problems to obtain opportunities." Government support or public policy;
therefore, has a significant impact on promoting small business resilience as
well as more inclusive and sustainable growth. (International Trade Centre,
2020).
Resilience comprises the ability to adapt and pivot business operations in
accordance with the direction of the market's customers and demands.
Creativity is used to overcome obstacles and seize opportunities (Ratten, 2020).
Business Process Redesign
Philippine companies must adapt to the new normal by utilizing digital
transformation strategies and improving their business models, particularly the
customer experience. Since they were expected to accelerate their transition to

digital applications and platforms. Some firms began their journey, focusing
totally on promoting products and finding ways to gain enough revenue,
reaching out to potential customers and organizational services. (Reynaldo C.
Lugtu, Jr. 2021)
Venkatamaran and Garces (2020) stated that businesses from a variety
of sectors have started to plan and implement paradigm transformations in their
working practices as a result of the COVID-19 pandemic. Enterprises are
changing their old approaches and taking a fresh look at business processes,
people, technology, and risk. Prior to the pandemic, conventional business
procedures and the internal controls performed as expected. Today, businesses
have been facing limited resources as a result of the current crisis. Although,
the effectiveness of the improved procedures is being recognized by many
businesses. The established principles of the internal system and the risks that
need to be reduced have been brought into question by the company's
objectives as well as its new considerations in altering risk perceptions.
This is a great opportunity to assess how well business processes are
designed, to examine which procedures must be reduced and restructured to
help organizations become more flexible.
Small firms may consider a benchmark strategy for coping with the impact
of pandemic. Moreover, being aware of any potential changes in consumer
behavior during and after a pandemic and understanding how SMEs can
respond to the demands of the new society, wherein they can rethink their
operations and expand the use of digital technologies. For better preparation in
the potential crises are all functional that new knowledge models may help in
the quality of a business output (Ravindran & Boch, 2020).
Approaches of SMEs to Flexible Management
Many businesses, both medium and small, have had difficulties during
pandemic. Businesses all across the world have been forced to adjust to shifting
conditions and consumer behavior as well as look for possibilities during difficult
times. This required a lot of creativity, originality, and the development of fresh
business concepts. International Business School in Barcelona (2021), some
typical business tactics that organizations have used to thrive and survive the
pandemic are listed below.
1. Investing in innovation
The amount of money invested in technological innovation has increased. In
order for businesses to remain viable, they had to make sure that their
employees could continue working from home and those customers could buy
their products or use their services online. New software, digital platforms, and
communication methods had to be developed for this.
2. Taking businesses online
Online shopping, also known as ecommerce, is currently the most popular
method of shopping worldwide. However, a GoDaddy survey found that only 7%
of Spanish small businesses have a website that acts as a sales channel. This
suggests that many Spanish businesses must have e-commerce websites.

3. Responding to demands in logistics
Ecommerce has increased dramatically over the past year, which has
increased demand for reliable and effective logistics. Smaller firms in particular
have felt the pressure to react quickly to logistical demands in order to ensure
their survival throughout the pandemic.
4. Changing the business model
To survive, businesses must be strong, flexible, and creative. Agile business
modeling is a new corporate strategy born out of the epidemic. Business agility
is the capacity of an organization to quickly respond to new situations, be
inventive, push change, and maintain its competitive advantage. If a company
can keep its adaptability during these times, its prospects of success and
survival are greatly boosted.
5. Rebranding the company image
Companies can differentiate themselves from the competition by updating
their brand image or launching fresh products in response to current trends. By
rebranding, businesses can take advantage of psychological techniques. This
is because it affects how consumers see the brand and encourages them to
engage with it.

CHAPTER III
RESEARCH METHODOLOGY
This chapter presents a description of the method used by the researcher
in this study. The presentation includes the research design, sampling scheme,
description of the respondents, instrumentation, validation of instrument, data
gathering procedure and statistical treatment of data.
Research Method Used
The descriptive approach was used to analyze and answer the questions
in this study. This includes gathering data and information, which lead to data
interpretation and aid researchers developing a solution to a problem.
A descriptive study's objective is to meticulously and accurately
characterize a population, circumstance, or event. In order to give context and
explanation for readers, quantitative research necessitates thought on the part
of the researchers both before and during the study process. In order for readers
to more easily understand the filters through which questions were posed, data
will be gathered and analyzed, and findings will be reported, systematic
researchers will take into account and clearly articulate their position and
subjectivities rather than just ignoring or avoiding their own biases.
Bias and subjectivity are defined up front in a clear and understood way
for readers since while they are not necessarily bad things, they are
inescapable. Researchers strive to reduce any potential risk to the participants
while also maximizing their own personal gain. Respect is shown for each
research participant as well as the rules governing data and personal
information confidentiality.
Secondary data was also utilized by researchers. This information has
already been gathered and is available from other sources without difficulty.
This secondary information can be found in a variety of places, such as books,
industry studies, updated databases, and electronic information systems. It is
simpler and more practical to gather information from secondary sources in
such circumstances.
Population Frame and Sample
This study will involve thirty (30) random owners of small and medium
sized enterprises, 15 for small enterprises and 15 for medium enterprises in
Pasig City. Researchers used random sampling techniques to be criteria for the
selection of family-owned businesses or any businessman that leads to a
downfall due to the pandemic falls to the SME category offering products or
services.
Participants who can provide in-depth information about the topic being
studied are sought out using this strategy. The quantitative researchers who set
the requirements that each participant must satisfy in order to be included in a
research study determine this, which is highly arbitrary.

Description of the Respondents
The study respondents are owners and managers under SMEs in Pasig
City. The researchers were divided into 15 small and 15 medium-sized firms to
balance the results and better understand how the recent economic crisis
affected the business in question.
The business under study will cover either service, merchandising or
manufacturing products. Selected SMEs were chosen randomly from Pasig City
where the business is in operation during the pandemic .
Research Instruments
The research-designed questionnaire on the Small and Medium
Enterprises (SMEs) Approach in Flexible Management During Pandemic was
the research instrument employed in this study.
1. Survey - (Open and Closed-Ended)
For this study, researchers used online survey-questionnaire
instruments such as google forms and printed questionnaires in order to collect
information from our population of interest. A Google form was sent online and
printed questionnaires were administered in-person to connect with some
companies of the selected SMEs in Pasig City. The questionnaire was given to
the owners or managers of enterprises that are open-ended that will require an
answer in their experiences. The survey questionnaire was self-made based
on the statement of the problem. The research instrument was composed of
two parts to get the proper data needed.

Part 1. In this part, researchers gathered respondents’ demographic profile of
selected businesses such as their nature of business, years of operation and
capitalization to be a qualified respondent.
Part 2. In this part, the researchers used another set of questions, a Likert
scale multiple choice questions. It covers the effects of pandemic and
flexibility in management taken by SMEs. The questionnaire was created to
limit the respondents' options to a number range.
Part 2 was quantified using the following relative values:
Table 1
Likert Scale Interpretations
Scale Range Verbal Interpretation
4 3.50 – 4.49 Strongly Agree
3 2.50 – 3.49 Agree
2 1.50 – 2.49 Disagree
1 1.00 – 1.49 Strongly Disagree
Furthermore, the information gained by closed-ended questions allowed
researchers to categorize respondents into groups based on the options they
selected.
After the formulation of the questionnaire, it was then submitted to the
adviser and validators for comments and validation. Further revisions and
refinement have been made for final drafting before distribution. After
revisions of the questionnaire, researchers conduct a reliability test for

10respondents before conducting the actual survey to assess the quality of
the measurement procedure used to collect data.
Data Gathering Procedures
The first step used was to ask permission from the researcher adviser
regarding conducting the survey questionnaire. The researcher sought from
the respondents and the managers of the selected SMEs in Pasig City through
a letter of request to conduct this study. To clearly identify the small and
medium businesses in Pasig City, researchers sent a request letter to the LGU
Pasig to have a copy of the registered SMEs. In distributing the questionnaires,
researchers made sure that they complied with RA 10173, also known as the
Philippine Data Privacy Act of 2012, that they were providing a consent letter
first to the respondents before answering the survey in voluntary participation.
Researchers made sure that all the information from the respondents were kept
confidential and for academic purposes only. After the researchers already had
a list and the approval to conduct a survey, the questionnaires were distributed
to the respondents through google form and printed questionnaires to gather
the relevant data. Retrieval of questionnaires followed and the retrieved forms
were analyzed, tabulated, and interpreted as indicated in the next chapter.
Statistical Treatment of Data
After the researcher collected the survey data, relevant data was
tabulated and arranged with the following statistics that provided the place to
interpret data effectively. This study utilized descriptive analysis to some
problems in this study, including the researcher’s frequent distribution.
The researchers tallied and tabulated the data using Microsoft Excel in
order to proceed in statistical analysis.
1. Frequency and Percentage
This was used to help the researchers to make inferences about the
population. Through utilizing the frequency and percentage, it helps the
researcher to describe the profile of the respondents according to the research
problem provided in the statement of the problem number 1. The symbol %
was used to show that a number is a percentage and in frequency distribution
the individual class frequencies are expressed as a percentage of the total
frequency.
Formula:
Relative Frequency(rf) = Frequency(f) ÷ Number of Observations(N)

𝐹
and % = 𝑁 x 100
Where:
% - Percentage
F - Frequency
N = Total Number of Respondents

2. Average Weighted Mean
This was used to determine the assessment of the respondent switch
regard to their business profiles.
Formula:
𝐹𝑥
X =𝑁
X= Weighted Mean
F = Frequency
x = Weight of each Item
N = Number of Respondents
3. Pearson R.
This is a measure to determine the relationship between flexibility in
management in terms of Innovation, Labor Force, Supply Chain and the effects
of pandemic to SMEs Operations, Financial and Strategies.
Formula:
Where:
r = correlation coefficient
xi = values of the x-variable in a sample
x = mean of the values of the x-variable
yi = values of the y-variable in a sample
y = mean of the values of the y-variable

CHAPTER IV
PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA
This chapter covers the results, findings, analysis and interpretation of
the data gathered by the researchers and in accordance with the research
problem. Presented data were studied and documents were examined to
answer the questions communicated in the statement of the problem. The
analytical procedures are arranged according to the sequence of specific
questions in Chapter 1.
1. Demographic Profile of Business
Table 2
Frequency and Percentage Distribution of Respondents as
to Nature of Business
Nature of Business Frequency Percentage Rank

Manufacturing 5 16.67 3
Merchandising 12 40.00 1
Service 10 33.33 2
Hybrid business 3 10.00 4
Total 30 100.00
Table 2 shows the frequency and percentage distribution of respondents
in terms of the nature of business they owned. It is significant to note that the
"majority of the respondents were merchandising owners " with a frequency of
12 or 40% followed by the service with a frequency of 10 or 33.33%;
Manufacturing with 5 or 16.67%; and the least is the hybrid business with only
3 or 10%.
According to Kujtim Hameli (2018), The retail industry, which deals
directly with consumers, is likely the most significant sector of the economy. All
businesses that provide goods and services to the final customer for domestic
and personal use are included, from kiosks and local grocers to national grocery
chains and shopping centers.
1.2 Years in Operation
Table 3
Frequency and Percentage Distribution of Respondents as
to Years in Operation
Years of Operation Frequency Percentage Rank

1-4 years 9 30.00 2
5-9 years 11 36.67 1
10-14 years 3 10.00 4
over 15 years 7 23.33 3
Total 30 100.00
Table 3 shows the frequency and percentage distribution of respondents
with regard to years in the operation of their business. "Most of the respondents
have been operating from the span of 5-9 years " with the frequency of 11 and
36.67%. Followed by 1-4 years of operation with the frequency of 9 and 30%,
over15 years of operation with 7 and 23.33%, 10-14 years operation with 3 and
10% and the shortest span of operating a business was less than 1 year having
a 0 frequency and percentage. UP-ISSI Diliman (2020) cites data showing that
62.9% of the workforce in the Philippines was employed by 99.62% of SMEs in
2017.
1.3 Capitalization
Table 4
Frequency and Percentage Distribution of Respondents
as to Capitalization
Capitalization Frequency Percentage Rank
₱3,000,001 - ₱10,000,000 6 20.00 3
₱10,000,001 - ₱15,000,000 9 30.00 2
₱15,000,001 - ₱25,000,000 12 40.00 1
₱25,000,001 and above 3 10.00 4
Total 30 100.00
Table 4 shows that 50% of the respondents are small businesses with
capital ranging from ₱3,000,001 - ₱10,000,000 having 20% and ₱10,000,001
- ₱15,000,000 having 30% , and the other 50% of the respondents are coming
from medium businesses with capital ranging from ₱15,000,001 - ₱25,000,000
having 40% and ₱25,000,001 and above having 10 %.
According to Chris Crismundo (2021) The majority of businesses relied
largely on their own cash and/or maintained profits to keep their operations
running while looking into external funding to bridge any shortages in working
capital.
2. Effects of Pandemic in SMEs

2.1 Operations
Table 5
Mean Result of the Effect of Pandemic to the SMEs
in terms of Operation
Verbal
Operations Mean Interpretation Rank
1. Demand for numerous types of 3.03 Agree 3
products is dropping.
2. Difficulty in production and raw 3.00 Agree 4
material suppliers.
3. Due to shortages and logistics 3.17 Agree 1
bottlenecks, it is becoming more
difficult to send and receive
products on time.
4. Experiencing sales activity 3.13 Agree 2
disruption
5. Activities of business were being 2.90 Agree 5
closed by the government at the
height of the pandemic in March
to April 2020.
Average Mean 3.05 Agree
Legend: Strongly Disagree (SD) = 1.00-1.49, Disagree(D) = 1.50-2.49, Agree(A) = 2.50-
3.49 and Strongly Agree (SA) = 3.50-4.49
Table 5 shows that "due to shortages and logistics bottlenecks, it is
becoming more difficult to send and receive products on time ” and the rated
mean is 3.17 followed by experiencing sales activity disruption with the
rated mean of 3.13, the demand for numerous types of products dropping with
the mean of 3.03, the difficulty in production and raw material suppliers; at the
least, activities of business were being closed by the government at the height
of the pandemic in March to April 2020 with the mean of 2.90. The respondents
“Agree” that some areas in the selected SMEs have been affected by the
pandemic in terms of Operations with the overall weighted mean of 3.05.
Variety of enterprises, including stores, factories, and many more, have
shut down due to government regulations, declining demand, ill health, or other
reasons. Because the proprietors of many of these businesses are unable to
cover ongoing costs and survive the shutdown, many of these closures might
be permanent. (Robert Fairlie, 2020).
2.2 Financial
Table 6
in terms of Financial
Verbal
Financial Mean Interpretation Rank
1. Sudden decrease in sales and 2.93 Agree 2
revenues.
2. Increasing costs on creation and 3.03 Agree 1
delivering the products to the
consumers.
3. Over indebtedness or numerous 2.60 Agree 4
credit loans to support financing
4. Simultaneous liquidity crisis, a 2.93 Agree 2
lack of cash or easily-
convertible-to-cash assets on
hand.
5. Availability of purchases of 2.93 Agree 2
inventory on payable.
Average Mean 2.88 Agree 3
Legend: Strongly Disagree (SD) = 1.00-1.49, Disagree(D) = 1.50-2.49, Agree(A) =
2.50- 3.49 and Strongly Agree (SA) = 3.50-4.49
Table 6 shows that the "increasing costs on creation and delivering
the products to the consumers" with the rated mean of 3.03 followed by the
simultaneous liquidity crisis, a lack of cash or easily-convertible-to-cash assets

on hand, availability of purchases of inventory on payable and sudden decrease
in sales and revenues with the rated mean of 2.93; at the least of over
indebtedness or numerous credit loans to support financing with the mean of
2.60.
According to Alexander (2020), research analyzed how many small firms
are financially vulnerable and how much the crisis is affecting them. They
discovered that 40% fewer people were employed and that 43% of the
enterprises in their sample, which is heavily weighted toward the retail industry.
2.3 Strategies
Table 7
in terms of Strategies
Verbal
Strategies Mean Interpretation Rank
1. Strategies worked with limited 3.30 Agree 3
resources
2. Lack of flexible work strategies 2.97 Agree 5
for employees
3. An evident retrenchment, cutting 3.03 Agree 4
back or a reduction of employees
to get back within budget.
4. Continuous act to preserve 3.37 Agree 1
ongoing activities with the aim of
maintaining the existing state of
the business.
5. Has been able to engage in 3.33 Agree 2
innovative strategic renewal and
explore opportunities.
Legend: Strongly Disagree (SD) = 1.00-1.49, Disagree(D) = 1.50-2.49, Agree(A) =
2.50- 3.49 and Strongly Agree (SA) = 3.50-4.49
Table 7 in the previous page shows that they "continuously act to
preserve ongoing activities with the aim of maintaining the existing state of the
business " with the rated mean of 3.37 followed by they have been able to
engage in innovative strategic renewal and explore opportunities with the rated
mean of 3.33. Followed by the strategies worked with limited resources with
the mean of 3.30. Followed by an evident retrenchment, cutting back or a
reduction of employees to get back within budget with the rated mean of 3.03;
and at the least the lack of flexible work strategies for employees with the mean
of 2.97. The average score is 3.20, demonstrating that the responders have a
strategy in place for dealing with a pandemic.
SMEs suffer from the limitations placed on people's ability to engage in
social activities, which has a negative impact on business transactions and
public consumption. SMEs are threatened when demand declines because their
business models, like those of SMEs, are so dependent on the flow of money
from their sales. This kind of influence is important because SMEs rely heavily
on outside variables. SMEs must understand how successful they can be to
combat the crisis. They can use tactics and methods to assist their business
models endure the pandemic (Serdar Ulubeyli, 2018).

3. Flexibility in Management taken by SMEs
3.1 Identifying Opportunities
Table 8
Mean Result of the Flexibility in Management of
Selected SMEs in terms of Identifying Opportunities
Verbal
Identifying Opportunities Mean Interpretation Rank
1. Was able to reassess their 3.40 Agree 1
growth opportunities in the new
normal.
2. Those opportunities can 3.27 Agree 3
reallocate their capital more
efficiently.
3. The business looks for an 3.30 Agree 2
income strategy to adjust their
operation amidst pandemic.
4. Examined the industry trends 3.17 Agree 4
and insights.
5. Focused to the needs and 3.03 Agree 5
desires of its customer.
Table 8 shows that "the respondents were able to reassess their growth
opportunities in the new normal " with the rated mean of 3.40 followed by the
business looking for income strategy to adjust their operation amidst pandemic
with the mean of 3.30. Followed by the opportunities can reallocate their capital
more efficiently with a rated mean of 3.27. Followed by the examined the
industry trends and insights with the mean of 3.17; at the least was to focused
to the needs and desires of its customer with the mean of 3.03. 60% of the
respondents strongly agreed and the remaining 40% respondents agreed on

the flexibility in management of selected SMEs in terms of Identifying
Opportunities with the average mean of 3.23.
Small and medium-sized businesses (SMEs) must consider
opportunities as well as the threats posed by the coronavirus disease (COVID-
19) pandemic. Some SMEs, for example, have jumped on the e-commerce
bandwagon to sell their products online and accept cashless payments,
providing customers with a safe and convenient way to shop (BIMP-EAGE,
2020).
Table 9
Selected SMEs in terms of Adapting to Change
Verbal
Adapting to Change Mean Interpretation Rank
1. Adapted successfully to a rapidly 3.40 Strongly Agree 2.5
changing business environment.
2. Adopted advanced technology. 3.40 Strongly Agree 2.5
3. Sustained protection systems. 3.23 Agree 4
4. The business adjusts their 3.43 Strongly Agree 1
workforce necessary for operation
and to cut down expenses.
5. Had new partnerships, both within 2.83 Agree 5
and outside of the industry.
Average Mean 3.26 Strongly Agree
Table 9 shows that "the business adjusts their workforce necessary for
operation and to cut down expenses " with the mean of 3.43 followed by the
adapted successfully to a rapidly changing business environment and adapted
advanced technology with the rated mean of 3.40.
Implementation of creativity to difficulties to get opportunities resilience
includes a sense of creative and innovative ability to pivot and adjust company
activity in accordance with the orientation of the market's customers and
demands (Ratten, 2020).
Table 10
Selected SMEs in terms of Business Process Redesign
Verbal
Business Process Redesign Mean Interpretation Rank
1. Was able to set up clear goals and 2.97 Agree 5
objectives for processing the
adoption of a new business model.
2. Observed current performance of 3.20 Agree 2
the business and identified areas
that have gaps.
3. Applied new ideas in redesigning 3.10 Agree 4
and developing changes that solves
areas that are lacking.
4. Had continuously monitored 3.13 Agree 3
business performance as a result of
the new design.
5. Analyzed the results of gathered 3.23 Agree 1
information in the current process
and decide if it will be continued or
stopped.
Table 10 shows that "they analyzed the results of gathered information
in the current process and decided if it will be continued or stopped " with the
mean 3.23 followed by the observed current performance of the business and
identified areas that have gaps with the mean of 3.20. Followed by that they
had continuously monitored business performance as a result of the new design
with the mean of 3.13. Followed by they applied new ideas in redesigning and
developing changes that solves areas that are lacking with the mean of 3.10; at
the least they were able to set up clear goals and objectives for processing the
adoption of a new business model with the rated mean of 2.97 and with the
average mean of 3.13.
According to Venkatamaran and Garces(2020), firms from all sectors
have started to plan and put into practice paradigm reforms in their business
practices in response to the COVID-19 pandemic. Businesses are changing
how they approach traditional approaches and taking a fresh look at people,
technology, risk, and business processes.

4. Is there a significant relationship between the effect of pandemic
and the approach in the SMEs management particularly in
operations?
Table 11
Correlation Result on the Relationship Between the
Effect of Pandemic and the Approach in the SMEs Management
Effects of Flexibility in Pearson Sig. (2- Alpha Significance

Pandemic Management R tailed)
Operation Identifying .235 .211 0.05 Not
Opportunities Significant
Adapting to .119 .530 0.05 Not
Change Significant
Business .077 .685 0.05 Not
Process Significant
Redesign
Financial Identifying .031 .871 0.05 Not
Opportunities Significant
Adapting to .349 .059 0.05 Not
Change Significant
Business .159 .402 0.05 Not
Process Significant
Redesign
Strategies Identifying .782 .000 0.05 Significant
Opportunities
Adapting to .680 .000 0.05 Significant
Change
Business .491 .006 0.05 Significant
Process
Redesign
Note: If p-value is less than or equal to the level of significance (0.05) reject Ho, otherwise
fail to reject Ho.
Table 11 shows "correlation results between Effects of Pandemic in
SMEs and Flexibility in Management taken by SMEs. " Researchers used
Pearson R or product-moment correlation to determine the relationship between
the effects of pandemic in terms of Operation, Financial and Strategies, and the
Flexibility in Management taken by SMEs in terms of Identifying Opportunities,
Adapting to Change and Business Process Redesign. The table above
summarizes the results of the correlations, as well as their significance and
interpretation.
Hence, based on the values presented above, the "null hypothesis was
failed to reject for the variables effects of pandemic " in terms of Operation,
Financial and Strategies, and the flexibility in management taken by SMEs in
terms of Identifying Opportunities, Adapting to Change and Business Process
Redesign. The researchers will conclude that "there is no significant relationship
between the effect of pandemic and the SMEs flexibility in management. "
According to De Nicola, Mattoo, and Timmis (2021), the findings of the
study are in conflict. Small and medium-sized businesses (SMEs) have
allegedly been disproportionately impacted. The pandemic will have a long-term
effect on productivity development because firm debt and greater uncertainty
discourage investment and cause business closures and job losses that result
in the loss of important intangible assets.

5. What action plan can be proposed in SMEs for adapting the
changes?
Table 12
Proposed Action Plan in SMEs for Adapting to the Changes
Performance Strategy Time

Needs Needs to Strategy to be Utilized Frame
Improvement be
Improved
Financial Business Debt-related financial risk One-year
Process Owners of businesses must be
Redesign mindful of their debt. Avoid
taking out any loans or
borrowing money that can
lower the future net worth of
your company. High interest
rates, fees, and severe loan
repayment terms are some
indicators of bad debt;
therefore, business owners
should think about their future
cash flow for the expansion
and success of their
enterprises.
Adapting new profitable 6 months
technology
Making digital investments
encourages collaboration
among actively involved
employees, improves
decision-making, and
increases profitability. Many
businesses can be productive
and efficient for their clients
and owners by embracing
social media and e-commerce.
The use of digital marketing
technology can improve a
company's online visibility.
They can keep track of all the
required paperwork, invoices,
and deductions using modern

technology. Technological
developments demonstrate to
your clients that you are aware
of their needs. You may
advertise your product online,
and customers can purchase it
from your website or another
social media account.
Table 12 outlines the plan that business owners must follow "in order to
develop their operations without taking out loans or borrowing money and by
putting money into new technologies that will help them to make a profit. " These
tactics are based on the average weighted mean, which reveals that business
owners have the lowest performance in finance and business process redesign.
Therefore, the study developed a plan that could help them generate a profit
and give them knowledge about this research.

CHAPTER V
SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS
This chapter outlines the study on Approach in Flexible Management of
Small and Medium Enterprises during pandemic. It emphasized the result of the
quantitative data analysis to come up with findings and conclusions drawn from
the research that serve as the basis for the recommendations.
Summary of Findings
The following observations were drawn from the result of the
questionnaires and interview:
1. Demographic Profile of Business
According to the data, merchandising is the majority of SMEs in
Pasig City. The stores that offer goods and services to the final consumer
for domestic and personal use fall under this kind of business.
1.2 Years in Operation
According to the data gathered, most of the selected SMEs in
Pasig have an experience varying from 5-9 years and 1-4 years in
operating their business, while the remaining selected SMEs have 10
years and up business operations. With less than 1 year in operation, none
of the respondents have this period of experience.

1.3 Capitalization
According to the result of the data, SMEs around Pasig City. In
terms of small enterprises' capitalization, commonly ranging from 3 million
to 14 million. On the other hand, Medium Enterprises are still common at
the city stated, but in different range of capitalization.
2. Effects of Pandemic in SMEs
2.1 Operations
Small and medium-sized firms have reported that the pandemic's
consequences are more apparent in their day-to-day operations, and they
concur that these effects include lower demand for a number of product
categories and disruptions in sales activity.
2.2 Financial
Confirming the result, respondents agreed that the pandemic
financially impacted some areas of selected small businesses. The
pandemic's impact on businesses was huge and decreased their sales
and profits.
2.3 Strategies
According to the result, the respondents strongly agreed that the
pandemic will require creative methods and possibilities in addition to
restricted resources and business continuity. And agreed due to the lack
of strategies for staff and the reductions.

3. Flexibility in management taken by selected SMEs
3.1 Identifying
Opportunities According to the data collected, the majority of the
chosen SMEs in Pasig highly agreed, and the remaining agreed, that they
were able to have a flexible approach in their management and had
identified opportunities within their company.
As stated in the data gathered, the highly significant factor is the
adjustment to their workforce necessary for the operation and adapting to
the new technologies. This shows the company's response to the
importance of adjusting and adopting new technologies during the
pandemic.
In business process redesign, small and medium enterprises
prioritize on observing their current performance and identifying the areas
that they have gaps. On top of that, they analyze the results of the
information they gathered in their current process during the pandemic and
then tend to decide if they will continue it or stop.
4. Is there a significant relationship between the effect of pandemic and
the approach in the SMEs management particularly in operations?

All of the variables in the flexibility in management were considered
by the surveyed companies not significantly related to the effect of
pandemic and the flexibility approach in SMEs.
5. Proposed Action Plan for SMEs in Adapting the Changes
The researcher proposed the plan of action for SMEs for the performance
that needs to improve based on the result of findings where businesses may
utilize the proposed strategy in times of an unforeseen crisis.
Conclusions
Based on the foregoing findings, the following conclusions were drawn:
1. Merchandising is the most common type of business establishment in Pasig
City that buys finished products and resells them to consumers, such as
grocery stores, drug stores, and other businesses that sell products to
individuals and buy in small quantities, with the majority operating for less
than five to nine years. Since the pandemic, a large number of SMEs have
suffered financial, operational, and strategic problems.
2. Lack of supplies and operational bottlenecks make it more challenging for
small and medium-sized businesses to send and receive goods on time. In
terms of their business finances, businesses most likely suffer increased
costs on their creation and providing their products to their consumers.
3. Selected SMEs in Pasig City have applied a flexible approach and
strategized effectively in their management during the pandemic. However,

implementing additional strategies is encouraged to have enough
preparation that may affect the quality of their business processes.
4. There is sufficient evidence to prove that there is no significant
relationship between the Effects of Pandemic and Flexibility in
management taken by Small and Medium Enterprises in Pasig City.
5. The proposed action planned goal consists of strategies for the SMEs to
successfully adapt to changes regarding the effect that the pandemic
caused in the operations of their businesses.
Recommendations
The recommendations listed below are based on the findings and
conclusions and are provided:
1. Small and medium-sized businesses must reassess their visions, aims,
and objectives to take into account, among other things, changes in their
clients, competitors, and other circumstances. One aspect of this is the
exponential growth of digital communications and transformation, which is
a significant factor for businesses.
2. In order to retain the business during a pandemic, small and medium
business owners should be flexible as possible and search for ways to
support both the company and its employees. They may also need to
balance their products and services at this time. A contingency plan is
also needed, to look for renegotiating and fixing the expenses.

3. Government must conduct more business seminars on how to survive the
business in unforeseen crises to encourage businesses in accessing and
considering different flexibility in management that will help them to
survive in a pandemic while managing the risk.
4. The researchers' suggested action plan for small and medium-sized
businesses is presented in Table 11 and was developed in consideration
of the study's findings. This action plan is designed to assist business
owners in reorganizing their business processes and improving their
financial situation.
5. Future researchers can also widen the location of study from Pasig City,
to Metro Manila. They may also shift from Small and Medium Enterprise
to Macro to Micro business. Considering other variables in flexibility in
management to have other information that can help them identify a
relationship on the effect of pandemic in terms of operation, financial and
strategy.
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Adam, N. A., &Alarifi, G. (2021, May 27). Innovation practices for survival of
small and medium enterprises (SMEs) in the COVID-19 times: The
role of external support. SpringerOpen. https://innovation-
entrepreneurship.springeropen.com/articles/10.1186/s13731-021-
00156-6
ART TIBALDO CONSUMERS ATBP. (2019, February 18). Sucuri website
firewall. SucuriWebSite Firewall - Access Denied.
https://www.sunstar.com.ph/article/1793081/baguio/opinion/tibaldo-
the-magna-carta-for-micro-small-and-medium-
enterprises#:~:text=The%20Magna%20Carta%20for%20MSMEs,bus
iness%20environment%20conducive%20for%20MSMEs
Beglaryan, M., &Shakhmuradyan, G. (2020, September 15). The impact of
COVID-19 on small and medium-sized enterprises in Armenia:
Evidence from a labor force survey. Small Business International
Review. https://sbir.upct.es/index.php/sbir/article/view/298
DTI. (2021, August 31). MSME resources. Department of Trade and Industry
Philippines. https://www.dti.gov.ph/negosyo/msme-
resources/?gclid=CjwKCAiAyfybBhBKEiwAgtB7fmP8wYR4uVjAHmC
CQj3C_WKSCQbafPoAXsZBf-veKkv1LsBXlhu7exoCitQQAvD_BwE
DTI. (2022, August 8). Useful articles for MSMEs during COVID-19 crisis.
Department of Trade and Industry Philippines.
https://dti.gov.ph/covid19/tech-tools/msmes-articles/
Duke. (n.d.). Entrepreneurship. Front Page | Continuing Studies.
https://learnmore.duke.edu/certificates/entrepreneurship?gclid=CjwK
CAiAyfybBhBKEiwAgtB7fuHtuK9ZHioROtBNTruWrR_nu0Mj6_2nMo
kdQgo3hqZ5ydidzTIK5RoC1f4QAvD_BwE
Estremera, R. (n.d.). "Organizational resilience and impacts of the COVID-19
pandemic on Philippine businesses". Home.
https://www2.upmin.edu.ph/index.php/news-sp-5975/5288-
organizational-resilience-and-impacts-of-the-covid-19-pandemic-on-
philippine-businesses
Fairlie, R. (2020, August 27). The impact of COVID‐19 on small business
owners: Evidence from the first three months after widespread social ‐
distancing restrictions. PubMed Central (PMC).
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7461311/
Global Economic Prospects. (2022, January). Global Outlook. Open
Knowledge Repository.
https://openknowledge.worldbank.org/bitstream/handle/10986/36519/
9781464817601-ch01.pdf
Hameli, K. (2018, October). Directory of open access journals. Directory of
Open Access Journals – DOAJ.
https://doaj.org/article/dd68d85178954aee803b9b1b5a4f1ef3
Harel, R. (2021, September 3). The Impact of COVID-19 on Small Businesses’
Performance and InnovationVol.8(1). Global Business Review.
https://journals.sagepub.com/doi/full/10.1177/09721509211039145
Mirkhalili, T. A., &Mahmoudabadi, H. K. (2018, January 8). The effect of
financial flexibility on financial behavior of companies listed in Tehran
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Nguyen, H. H., Ngu, V. M., & Tran, A. N. (2021, February 2). Financial
performances, entrepreneurial factors and coping strategy to survive
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Onwuegbuzie, H. N., &Agwu, M. E. (2018, September 26). Effects of
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0093-4
Venkatamaran, C. (2022, January 18). How business process redesign in 'New
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new-normal-can-help-maximize-value/
Wilmoth, D. (2021, March). The Effects of the COVID-19 Pandemic on Small
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content/uploads/2021/03/02112318/COVID-19-Impact-On-Small-
Business.pdfv
APPENDICES
(Appendix A – K)
APPENDIX A
Survey Questionnaire
Small and Medium Enterprises (SMEs) Approach in Flexible Management
During Pandemic
Name (Optional):_______________________________________________
Business Name (Optional):______________________________________
Position of the Respondent:______________________________________
PART I. DEMOGRAPHIC PROFILE OF THE BUSINESS RESPONDENTS
Instructions: Please check the appropriate box provided below.
A. Nature of Business
Manufacturing
Merchandising
Service
Hybrid Business
Others (please specify):_
B. Years in Operation
Less than 1 year

1 – 4 years
5 – 9 years
10 – 14 years
15 years and above
C. Capitalization
₱3,000,001 - ₱10,000,000
₱10,000,001 - ₱15,000,00
₱15,000,001 - ₱25,000,000
₱25,000,001 and above
PART II. EFFECTS OF PANDEMIC IN SMALL AND MEDIUM

ENTERPRISES
Instruction: Please indicate the level of effect of pandemic in your business

with each of the following statements. Put check (/) on the number based on
the following scale.
Rate Meaning Description
4 Strongly Agree It means that you strongly agree, and
(SA) that the indicated statement was
definitely applied to your business
during the pandemic.
3 Agree (A) It means that you agree, and that the
indicated statement was somehow
applied to your business during the
pandemic.
2 Disagree (D) It means that you disagree, and that
the indicated statement was not
pandemic.
1 Strongly Disagree It means that you strongly disagree
and that the indicated statement was
(SD)
definitely not applied to your business
A. Operations 4 3 2 1
(SA) (A) (D) (SD)
1. Demand for numerous
types of products is
dropping.
2. Difficulty in production and
raw material suppliers
3. Due to shortages and
logistics bottlenecks, it is
becoming more difficult to
send and receive products
on time
4. Experiencing sales activity
disruption.
5. Activities of business were
being closed by the
government at the height
of the pandemic in March
to April 2020.
4 3 2 1
B. Financial (SA) (A) (D) (SD)
1. Sudden decrease in sales
and revenues
2. Increasing costs on
creation and delivering the
products to the consumers.
3. Over indebtedness or
numerous credit loans to
support financing
4. Simultaneous liquidity
crisis, a lack of cash or
easily-convertible-to-cash
assets on hand
5. Availability of purchases of
4 3 2 1
C. Strategies (SA) (A) (D) (SD)
1. Sudden decrease in sales
and revenues
2. Increasing costs on
creation and delivering the
products to the consumers.
3. Over indebtedness or
numerous credit loans to
support financing
4. Simultaneous liquidity
crisis, a lack of cash or
easily-convertible-to-cash
assets on hand
5. Availability of purchases of
PART III. FLEXIBILITY IN MANAGEMENT TAKEN BY SMEs
Instruction: Please indicate the level of flexibility in management of your

business during pandemic with each of the following statements. Put check (/)
on the number based on the following scale.
Rate Meaning Description
4 Strongly Agree It means that you strongly agree, and
(SA) that the indicated statement was
definitely applied to your business
3 Agree (A) It means that you agree, and that the
indicated statement was somehow
pandemic.
2 Disagree (D) It means that you disagree, and that
the indicated statement was not
pandemic.
1 Strongly Disagree It means that you strongly disagree
and that the indicated statement was
(SD)
definitely not applied to your business
A. Identifying Opportunities 4 3 2 1
(SA) (A) (D) (SD)
1. Was able to reassess their growth

opportunities in the new normal
2. That opportunities can reallocate

their capital more efficiently.
3. The business looks for income

strategy to adjust their operation
amidst pandemic
4. Examined the industry trends and

insights.
5. Focused to the needs and desires

of its customers.
60
4 3 2 1
B. Adapting to Change (SA) (A) (D) (SD)
1. Adapted successfully to a rapidly

changing business environment
2. Adopted advanced technology.
3. Sustained protection systems.
4. The business adjusts their

workforce necessary for operation
and to cut down expenses
5. Had new partnerships, both within

and outside of the industry.
4 3 2 1
C. Business Process Redesign (SA) (A) (D) (SD)
1. Was able to set up clear goals

and objectives for processing the
adoption of a new business
model.
2. Observed current performance of

the business and identified areas
that have gaps.
3. Applied new ideas in redesigning

and developing changes that
solves areas that are lacking.
4. Had continuously monitored

business performance as a result
of the new design.
5. Analyzed the results of gathered

information in the current process
and decided if it will be continued
or stopped.
APPENDIX B
Letter for Validation of Instrument
Rizal Technological University

Brgy. Maybunga , Pasig City
August 17, 2022
Dear Ms. Parlero:
Greetings!
We, the researchers, are 4th year BSBA Major in Operations
Management student at Rizal Technological University are currently
undertaking research entitled, “SMALL AND MEDIUM ENTERPRISES (SME)
APPROACH IN FLEXIBLE MANAGEMENT DURING PANDEMIC”
With your expertise, we are humbly asking your permission to validate
the attached survey questionnaire for our study.
Thank you very much for your cooperation and for accepting our request.
May God bless you.
Respectfully Yours,
Bejar, Jade Daryl Pansacala, Kristel Dianne B.

Reseacher Researcher
Cerojales, Recem Cymon M. Yokota, Yuugi R.

Researcher Researcher
Lignes, Rusell
Researcher
Noted by:
Jennylyn M. Marcelino, MBA

Thesis Adviser

62

August 22, 2022
Dear Mr. Lastrollo:

Greetings!
May God bless you.
Respectfully Yours,


Lignes, Rusell
Researcher
Noted by:

Thesis Adviser

September 06, 2022
Dear Mr. Ong:

Greetings!
May God bless you.
Respectfully Yours,


Lignes, Rusell
Researcher
Noted by:

Thesis Adviser
APPENDIX C
Request for Conducting Survey
Dear Sir/Madam:
Greetings!
We are 4th year students of Rizal Technological University taking up
Bachelor of Science in Business Administration Major in Operations
Management and as a requirement for our program, we are currently
undertaking a thesis entitled, "Small and Medium Enterprises (SME)
Approach in Flexible Management During Pandemic".
In line with this, we would like to humbly ask for your cooperation and
time in answering our survey questionnaire, which are relevant to the objectives
of our study. The survey would last only about less than 10 minutes of your time
to accomplish. The participation in the survey is entirely voluntary and there is
no known or anticipated risk to participation in this study. Rest assured that your
answers will be treated with utmost confidentiality and will only be used for
academic purposes.
Your approval to conduct this study will be greatly appreciated. Thank
you in advance for your interest and assistance with this research.
Respectfully Yours,


Lignes, Rusell
Researcher
Noted by:

Thesis Adviser
APPENDIX D
Letter for Respondents

[Date]
Dear Respondents:
We, the researchers, conducting a research study entitled, “SMALL AND
MEDIUM ENTERPRISES (SME) APPROACH IN FLEXIBLE MANAGEMENT
DURING PANDEMIC ”, as a course requirement for the degree of Bachelor of
Science in Business Administration Major in Operations Management.
This complies with RA 10173, also known as the Philippine Data Privacy
Act of 2012. We are providing you with this letter to inform and secure your
consent. We shall be grateful if you could take a few minutes of your time to
answer the following questions on the survey questionnaire. Please be assured
that your responses will be treated with utmost confidentiality, and it will be used
for academic purposes only.
Respectfully Yours,


Lignes, Rusell
Researcher
Noted by:

Thesis Adviser
APPENDIX E
Validators Certificate


APPENDIX F
Request Letter for Statistician

September 10, 2022
Dear Ms. Shirley A. Opanda, MAED, MAT,

Good Day!
We are 4th Year, Bachelor of Science in Business Administration Major
in Operations Management students from Rizal Technological University- Pasig
Campus. We are currently conducting a research paper as part of our partial
fulfillment of the requirements entitled “Small and Medium Enterprises Approach
in Flexible Management during Pandemic”.
In accordance with this, we would like you to be our research statistician
May this letter merit your kind consideration and approval. Thank you and
Godless.
Respectfully Yours,


Lignes, Rusell
Researcher
Noted by:

Thesis Adviser
APPENDIX G
Certification of Reliability and Validity
This is to certify that this study had undergone Pilot Testing and passed the
Reliability Test and Validity test.
Thesis Title:

During Pandemic
Researchers:
Jade Daryl B. Bejar
Recem Cymon M. Cerojales
Rusell B. Lignes
Kristel Dianne B. Pansacala
Yuugi R. Yokota
Date Issued:
October 07, 2022
SHIRLEY A. OPANDA, MAED, MAT

Printed name and Signature
APPENDIX H
Certificate for Statistician
CERTIFICATION
This is to certify that appropriate statistical treatment of data was applied by
the undersigned to the thesis listed below to ensure valid and reliable results.
Thesis Title:

During Pandemic
Researchers:
Jade Daryl B. Bejar
Recem Cymon M. Cerojales
Rusell B. Lignes
Kristel Dianne B. Pansacala
Yuugi R. Yokota,
Date Issued:
October 07, 2022
SHIRLEY A. OPANDA, MAED, MAT

Printed name and Signature
APPENDIX I
Certificate for Grammarian
CERTIFICATION
This is to certify that I, Gemmarie E. Belardo, LPT had checked and
edited all through the pages of the thesis entitled “SMALL AND MEDIUM
ENTERPRISES(SMEs) APPROACH IN FLEXIBLE MANAGEMENT DURING
PANDEMIC” of Jade Daryl B. Bejar, Recem Cymon M. Cerojales, Rusell B.
th
Lignes, Kristel Dianne B. Pansacala and Yuugi R. Yokota all 4 year students
under Bachelor of Science in Business Administration Major in Operations
Management of Rizal Technological University.
Signed this 25thday of December in the year of our Lord, 2022 at Rizal
Technological University.
Gemmarie E. Belardo, LPT

Grammarian
Licensed Number: 1365595
APPENDIX J
Request Letter for the List of SMEs in Pasig City

November 25, 2022

Pasig City Hall
Caruncho Ave, Barangay
San Nicolas, Pasig City
Sir/Madam:
In partial fulfillment of the requirements of BSBA Major in Operations
Management students in Thesis at Rizal Technological University - Pasig
Campus, we are conducting research entitled, “Small and Medium Enterprises
(SMEs) Approach in Flexible Management During Pandemic”
We write this letter to request for proof that we asked for a copy of the
list of SMEs in Pasig City registered in LGU. We used the list for us to identify
the businesses that can be part of our research paper and can gather
information from them through survey questionnaires.
We would greatly appreciate your consent at our request.
Thank you for your time and positive action.
Respectfully Yours,


Lignes, Rusell
Researcher
APPENDIX K
Proof of Request Approval
CURRICULUM VITAE
JADE DARYL B. BEJAR

Brgy. Navarro General Trias Cavite
+6301 5459 2115
2019-202561@rtu.edu.ph
OBJECTIVE: EDUCATION
To make use of the skills and abilities TERTIARY:

that I currently have, gain more
knowledge and experience that I can 2019 - Present
utilize in order to benefit the Rizal Technological University-
company. Pasig
Bachelor of Science in
PERSONAL DATA
Business Administration
Birthdate: November 23, 2000
Age: 22 years old
Height: 5’2 SECONDARY:
Civil Status: Single
Citizenship: Filipino 2017 - 2019
Religion: Born Again APEC Schools – Pateros
Christian Senior High School
Language: Filipino & English Accountancy, Business and
Management (ABM)
SKILLS AND COMPETENCIES
 Communication Skills 2013-2017
 Organizational Skills Tipas National High School
 Technical Skills Junior High School
 Marketing Skills
JADE DARYL B. BEJAR

Signature Over Printed Name
RECEM CYMON M. CEROJALES

955 Kamias St. Napico Brgy. Manggahan Pasig, City
+6392 0129 2717
2019-202414@rtu.edu.ph
Make the most of my training and TERTIARY:

skills while ensuring a responsible
career opportunity that can make a 2019 - Present
significant contribution to the Rizal Technological University-
company’s success. Pasig
PERSONAL DATA
Birthdate: March 02, 2001
Age: 21 years old
Height: 5,5 SECONDARY:
Civil Status: Single
Citizenship: Filipino 2017 - 2019
Religion: Christian San Jose Senior High School
Language: Filipino & English Senior High School
Technical- Vocational Livelihood
(TVL)
 Time Management
 Decision Making 2013-2017
 Communication Skills San Isidro National High School
 Good at Multitasking Junior High School
RECEM CYMON M.
CEROJALES
RUSELL B. LIGNES
Block 7 Lot 9 P. Cruz Villa Bambang, Taguig City
+6391 5791 7523
2019-202244@rtu.edu.ph
Secure a responsible career TERTIARY:

opportunity that will allow me to
fully utilize my training and skills 2019 - Present
while also making a significant Rizal Technological University-
contribution to the company’s Pasig
success. Bachelor of Science in
PERSONAL DATA Business Administration
Birthdate: April 19, 2001
Age: 21 years old SECONDARY:
Height: 5’4
Civil Status: Single 2017 - 2019
Citizenship: Filipino Arellano University – Pasig City
Religion: Roman Catholic Senior High School
Language: Filipino & English Accountancy, Business and
Management (ABM)
 Problem Solving 2013-2017
 Time Management Gen. Ricardo Papa Sr.
 Experienced in Using Memorial High School
Junior High School
Microsoft Word, Excel &
Powerpoint
 Transferable Skills
RUSELL B. LIGNES
KRISTEL DIANNE B. PANSACALA

Blk 13 Road 26 Planters Brgy. San Andres Cainta, Rizal
+6395 1672 0530
2019-202100@rtu.edu.ph
To obtain a position where I can TERTIARY:

enhance my skills and abilities and
to have a great experience while 2019 - Present
improving my personal Rizal Technological University-
development and career growth. Pasig
PERSONAL DATA
Birthdate: June 16, 2001
Major in Operations
Age: 21 years old
Management
Height: 5’3
Civil Status: Single SECONDARY:
Citizenship: Filipino
Religion: Roman Catholic 2017 - 2019
Language: Filipino & English Apec Schools – C. Raymundo
Senior High School
Accountancy, Business and
 Computer Literate Management (ABM)
 Time Management Skills
 Multi-tasking Skills 2013-2017
 Communication Skills Rizal Experimental Station and
 Knowledgeable in Using MS Pilot School of Cottage Industries
Junior High School
Word, Excel & PowerPoint
KRISTEL DIANNE B. PANSACALA

YUUGI R. YOKOTA
Green Heights Subd. Nangka Marikina 1808
+ 6395 2601 1003
2019-202244@rtu.edu.ph
I want to be part of an organization TERTIARY:

that promotes career growth and
where I can showcase my talents 2019 - Present
and passion. Rizal Technological University-
Pasig
PERSONAL DATA
Birthdate: September 15, 2000
Age: 22 years old
Height: 5’7
Civil Status: Single SECONDARY:
Citizenship: Filipino
Religion: Roman Catholic 2017 - 2019
Language: Filipino & English STI College –Marikina City
Senior High School
Accountancy, Business and
 Experienced in Using Management (ABM)
Microsoft Word, Excel &
PowerPoint 2013-2017
 Communication Skills Parang High School
 Good in Multitasking Junior High School
 Good at Convincing People
YUUGI R. YOKOTA

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COLLEGE OF BUSINESS, ENTREPRENEURSHIP, AND ACCOUNTANCY

OPERATIONS MANAGEMENT DEPARTMENT

SMALL AND MEDIUM ENTERPRISES (SMEs) APPROACH IN FLEXIBLE

MANAGEMENT DURING PANDEMIC

Bejar, Jade Daryl B.

OPERATIONS MANAGEMENT DEPARTMENT ii

This thesis entitled “SMALL AND MEDIUM ENTERPRISES (SMEs)

DR. CORAZON D. AUSTRIA

JEROME G. SISON , MBA KRISIA T. OLEDAN, MBA

Accepted in partial fulfillment of the requirements for the degree,

OPERATIONS MANAGEMENT DEPARTMENT iii

The researchers would like to extend their profound gratitude and

sincerest appreciation to the following persons who have contributed and

extended their unselfish assistance and support in the completion of this

The panel members of the Oral Defense Committee, for giving

thoughts, DR. CORAZON D. AUSTRIA, JEROME G. SISON, MBA, and

improvement of the study;

JENNYLYN M. MARCELINO MBA, thesis adviser, for her patience,

motivation, enthusiasm, immense knowledge, and continuous support. Her

The researchers’ beloved parents and siblings for their kind

inspiration and determination to finish the study;

To our Statistician SHIRLEY A. OPANDA, MAED, MAT who made the

computation of the results of statistical analysis possible.

To our Validators ARLIT JANRY C. PARLERO, HARVEY DAVE ONG

for the comments, corrections, suggestions resulting in a simpler and easier-

to-understand instrument structure.

OPERATIONS MANAGEMENT DEPARTMENT iv

contributed so much to this endeavor, their profound thanks; and

Above all, the researchers are overwhelmed by all humbleness and

in completing the research despite this challenging situation.

OPERATIONS MANAGEMENT DEPARTMENT v

This study wholeheartedly dedicated to our beloved parents, who have

To our brothers and sisters, relatives, mentors, friends and classmates

of these, we offer to You.

OPERATIONS MANAGEMENT DEPARTMENT vi

growth of the Philippine economy. However, due to the pandemic, they

experience challenges wherein it is difficult to delay products due to shortages

management of SMEs is during pandemic. Quantitative was used in collecting

printed questionnaires in a total of 30 respondents within Pasig City. The data

collected was analyzed and measured using Frequency and Percentage,

analysis in accordance with a descriptive research design. Data revealed that

businesses have greatly been affected by the pandemic in their operation,

financial and strategies. However, there is sufficient evidence that there is no

in management. The researchers formulated an action plan for approaches in

flexible management to survive in unforeseen crisis that could be beneficial to

the researchers contribute to the understanding of the business owners,

employees, government and future researchers.

Keywords: Flexibility in Management, Logistics Bottlenecks, Unforeseen

OPERATIONS MANAGEMENT DEPARTMENT vii

CHAPTER I – THE PROBLEM AND ITS BACKGROUND

CHAPTER II – REVIEW OF RELATED LITERATURE

OPERATIONS MANAGEMENT DEPARTMENT viii

CHAPTER III – RESEARCH METHODOLOGY

CHAPTER IV – PRESENTATION, ANALYSIS AND INTERPRETATION

CHAPTER V – SUMMARY OF FINDINGS, CONCLUSIONS AND

OPERATIONS MANAGEMENT DEPARTMENT ix

OPERATIONS MANAGEMENT DEPARTMENT x

OPERATIONS MANAGEMENT DEPARTMENT xi

OPERATIONS MANAGEMENT DEPARTMENT

flexibility management. Specifically, the way the firm strategizes it has

the researchers is to gather enough information to be useful for their

beneficiaries. To be sufficient for the study's form, the researchers used a

honest throughout the entire investigation.