The Management of a New Department

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A Case Analysis Presented to Prof. Teofisto P. Arenas, MBA, CPA Graduate Studies Universidad de Manila Mehan Gardens, Manila

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In Partial Fulfillment of the Requirements in MPMG 203: Management Theory

By

Ms. Claridel M. Sarol February 2, 2013

CASE: MANAGEMENT OF A NEW DEPARTMENT The Social Service Agency Division employed about 125 personnel harmoniously working together. The agency runs smoothly only that they can only serve less number of clientele. Then it was elated as a department and became Social Services Agency Department in year 1990, with numerous vacancies mostly high positions, in need of 600 employees for its full operation. The conflict arose when the Civil Service Commission allow any four year course graduate with professional Civil Service eligibility apply and be promoted as Social Welfare Officer which before could only be given to Social Work Board passers or RSW (Registered Social Worker). The job requires counselling, home visitations, dealing with poor persons, case study reports as evaluator to any discounted or free government or non-government services. Their task also involves organizer to poor urban communities under their jurisdiction for members he eventually become self-sufficient and productive citizen of the place they call home, to name a few. The job calls for no emotional attachment to any of their clients. Because of that ruling from the Civil Service Commission, many among those who are already employed were promoted to a higher position including Division Chief or Social Welfare Officer V intended only before for RSWs. There was one under board social work graduate long before employed as Social Welfare Assistant (SG-9), who only got 70% in the professional civil service examination, applied her 10% veteran preference from her veteran father, just to get a passing 80% mark. The particular person was promoted also as SWO V (SG-24) with many among her contenders more eligible considering their work experiences and being social work board passers. The managements moved in promoting non-social work graduate into high positions changed the relationship among employees. RSWs felt they are more qualified and contest on the promotions management of the agency. They even complain on demoralization and are very much affected. Sometimes, clients witnessed verbal arguments between RSWs and non-RSW inside their workplace. The atmosphere in their agency is no longer civil, its like all of them holds on a flame ready to be ignited causing huge fire, and that they should be the one to help other persons but indeed in that particular time they, the RSWs are the one in need of emotional and spiritual support in the event a disaster tends to explode anytime. Hence, the management stands firm that their decision is final, that the CSC ruling was their concrete basis with regards to the matter. Should the CSC ruling on promoting SWOs continues, the adverse effect will not only be to those presently employed social workers, much to the enrolees and new graduates of the course. How do you think the promoted non-RSW perform as social workers without proper education on their designated job? What should be the managements next move? How can we address the problem? Will the harmony before the CSC ruling be felt again in the agency?

I.

TITLE:

The Management of New Department Management Sometime in year 1990 Managements Mass Promotion of Non-Social Work Graduate The stand of management to their decision based on CSC Ruling

II. POINT OF VIEW: III. TIME CONTEXT:

IV. STATEMENT OF THE PROBLEM: V. STATEMENT OF THE OBJECTIVE:

VI. AREAS OF CONSIDERATION: 1. STRENGHTS That many among those who already employed was promoted to higher position That the management moved in promoting non-social work graduate into high position That the Civil Service Commission ruling was their concrete basis 2. WEAKNESS That the department is in need of 600 employees for full operations That the conflict arise when Civil Service Commission allow any four year course graduate to be promoted That the relationship among employees are already changed 3. OPPORTUNITIES That the said department has numerous vacancies mostly high position That the Civil Service Commission allow any four years course graduate with professional eligibility to be promoted That the management stands firm to their decisions 4. THREATS That there are more eligible considering their work experiences and being social work board passers That the atmosphere in their agency is no longer civil That the RSWs are the one in need of emotional and spiritual support VII. ASSUMPTIONS A. The management should explain the Civil Service Commission Ruling to the person concern with regards to promotion B. The person concern should consider also the Civil Service Commission Ruling as part and basis of the management

VIII.

ALTERNATIVE COURSE OF ACTION ACA 1: Call for an emergency meeting and tackle the issue

Advantages: - so that the management may explain the ruling of promotion - so that the person/employees involve may voice out their feelings - so that the management may get their attention regarding the issues Disadvantages: - If the management may not explain the ruling of promotion accurately - If these person/employees involve did not voice out what is their feelings regarding the issues - If the management dont get the attention of the person/employees concern and did not attend the meeting ACA 2: Invite a representative from CSC and conduct seminar regarding CSC ruling

Advantages: - so that the people/employees concern may fully understand the basis of promotion of management is implementing - so that the people/employees concern will find answer to their question with regards to promotion - so that there will be an open forum for these who have questions and clarifications Disadvantages: - If the people/employees concern did not trust the management - If the people/employees concern will not be convinced with the answer to their questions - If the people/employees concern did not cooperate to the open forum ACA 2

IX. FINAL DECISION

X. PLAN OF ACTIVITIES

Activities
1. Set a schedule of seminar 2. Inform people/employees concern thru issuance of memorandum

Objectives
To be able to identify the date in conducting a seminar To be able to inform the theme of the seminar as well as the schedule

Person Responsible
Officer-In-Charge of the Management - OIC of the management - Individual Person/Employee

Time Frame
30 mins.

1 day

3. Invite a guest speaker from CSC that will discuss the issue 4. Conduct the seminar on the said schedule

To be able to inform a guest speaker on what is the seminar all about To be able to explain the issues and topic

- OIC of the Management - Guest Speaker from CSC - OIC of the management - Individual Person/Employee - CSC Guest Speaker

1 day

1 day