LAS PIAS NATIONAL SENIOR HIGH SCHOOL DOA JOSEFA CAMPUS

Doa Josefa Avenue Almanza Uno, Las Pias City

ACCOUNTANCY, BUSINESS AND MANAGEMENT

Case Study
In 1988, Jaime Lerner announced his candidacy for mayor of Curitiba with only 12 days remaining
before the election. During his first term, Lerner implemented the Rede Integrada de
Transporte (also called Bus Rapid Transit), and continued to implement a host of social, ecological,
and urban reforms during his ensuing terms as mayor.
As mayor, Lerner employed unorthodox solutions to Curitiba's geographic challenges. Like many
cities, Curitiba is bordered by floodplain. Wealthier cities in the United States, such as New Orleans
and Sacramento, have built expensive and expensive-to-maintain levee systems on floodplain. In
contrast, Curitiba purchased the floodplain and made parks. The city now ranks among the world
leaders in per-capita park area. Curitiba had the problem of its status as a third-world city, unable to
afford the tractors and petroleum to mow these parks. The innovative response was "municipal
sheep" who keep the parks' vegetation under control and whose wool funds children's programs.
When Lerner became mayor, Curitiba had some barrios impossible to service by municipal waste
removal. The "streets" were too narrow. Rather than abandon these people or raze these slums,
Lerner began a program that traded bags of groceries and transit passes for bags of trash. The
slums got much cleaner.
Similarly, Curitiba has a nearby bay that was a dumping ground that would be extremely costly to
clean up. Lerner began a program that paid fishermen for any garbage they retrieved (by the pound).
This way, they can make money even outside fishing season, supplementing their income. The
savings to Curitiba is in the millions.
Lerner instituted many innovative social and educational programs. Barrio kids can be apprenticed to
city employees if they don't want to go to school. Although his term as mayor is not without
controversy, Curitiba does not have the gangs of much more populous cities such as Rio de Janeiro.
Perhaps the crown jewel of Curitiba's achievements is its Bus Rapid Transit system (called
"Speedybus"). Originally, the city was given federal money to build a subway (Curitiba is not a small
town), but Lerner discovered that "heavy rail" like a subway costs ten times the amount for "light rail"
(trolleys), which, in turn, costs ten times a bus system, even with dedicated bus ways. The "light rail"
savings usually touted to sway municipal decision makers occur because even trolleys can have
relatively fewer drivers than a 40-60 passenger bus. Lerner got Volvo to make 270
person Swedish articulated buses (300 Brazilians, says Lerner),[2] so that the problem of a lower
passenger-number-to-driver ratio was no longer an issue. The city built attractive transit stops with
the look and feel of train stations, and all with handicapped access equipment, inducing private firms
to purchase and operate the buses. A hierarchy of buses of six sizes feed one other. The city
controls the routes and fares, while the private companies hire drivers and maintain equipment.
Natural land-use patterns within the city of Curitiba support public transit systems. Buildings along
the dedicated bus ways are up to six stories tall, gradually giving way, within a few blocks, to single

LAS PIAS NATIONAL SENIOR HIGH SCHOOL DOA JOSEFA CAMPUS

Doa Josefa Avenue Almanza Uno, Las Pias City
ACCOUNTANCY, BUSINESS AND MANAGEMENT
story
homes. This mix of densities ensures sufficient user population within walking distance of bus stops.

I. Title of the case:

Managing a City
II. View Point:
"Cities are not the problem, they are the solution."
-James Lerner
Mayor of Curitiba, Brazil
III. Time Context:
1971
IV. Statement of the Problem:
As the city grows the population, unemployment rate,
traffic congestion and pollution are rapidly increasing.
V. Objectives:
Short Term Goal
>Converting retired buses into libraries and classroom.
>Transformation of a central historical boulevard into one of the
world's first pedestrian shopping malls.

LAS PIAS NATIONAL SENIOR HIGH SCHOOL DOA JOSEFA CAMPUS

Doa Josefa Avenue Almanza Uno, Las Pias City
ACCOUNTANCY, BUSINESS AND MANAGEMENT

Long Term Goal

>Redesigning the transportation system.

V. Areas of Consideration/SWOT Analysis:

VII. Alternative Courses of Action (ACA):

1. Converting retired buses into classroom and libraries.
Advantage:
Less traffic because less buses will going to roam the city.

LAS PIAS NATIONAL SENIOR HIGH SCHOOL DOA JOSEFA CAMPUS

Doa Josefa Avenue Almanza Uno, Las Pias City
ACCOUNTANCY, BUSINESS AND MANAGEMENT

Disadvantage:
Overcrowded because of the line.

2. Redesigning the transportation system.

Advantage:
For more and good transportation and being friendly user.
Disadvantage:
Pollution from the materials.
3. Conducting a good for trash program to reduce garbage.
Advantage:
In every 1 kg. collected, equals to 1 ticket. If it gets to 60
tickets, you can have a 1 month supply of food for the whole
family.
Disadvantage:
Dumpsites will overload.
VIII. Recommendation:
ACA #1
IX. Conclusion:
Managing a city is not as easy as it seems. There were

LAS PIAS NATIONAL SENIOR HIGH SCHOOL DOA JOSEFA CAMPUS

Doa Josefa Avenue Almanza Uno, Las Pias City
ACCOUNTANCY, BUSINESS AND MANAGEMENT

a lot
of problems that always arose as the time passes by and as the
city grows, more people are migrating from rural settings. Not
just the populations that are increasing but also the pollution, the
unemployment rate, and the traffic congestion are also
drastically increasing.

X. Plan, Do, Check, Action (PDCA):

Plan: Gather all the old and abandoned buses in the city.
Do: Innovate: all the old buses into new one.
Check: Make an innovative design to recreate the buses into
new friendly and comfortable one.
Action: As long as possible, use all the recycled materials to
innovative the buses.
XI. References:
1.) http://www.google.com.ph./?gfc_rd=cr&ci=pFD2V5SAJUc8gFFP9ynDA#9=curitiba
2.) Book of Management
Group 5 (ABM-3)
Alfaro, Lester James P.
Sioco, John Mark

LAS PIAS NATIONAL SENIOR HIGH SCHOOL DOA JOSEFA CAMPUS

Doa Josefa Avenue Almanza Uno, Las Pias City
ACCOUNTANCY, BUSINESS AND MANAGEMENT

Cayetano, Rona Mae

Dacut, Nicca Cris
Dignadice, Carrie
Remedials
Dolina, Vincent
Solomon, Steven

Setting Goals and Making Plans

Goals- refer to the desired results or objectives that members in
an organization are pursuing. It also provides guidelines for
arranging resources, help to direct and motivate employees, and
provide criteria against which to evaluate performance.
Plans- describe the steps and actions that are required to achieve
goals.
Four basic steps of the goal setting and planning process
Steps
Set mission/vision
years

Top

very long term:5-10+

Set strategic goals/plans

Top/Middle

3-5 years

Set operational goals/plans

Middle/Lower

annually/quarterly

LAS PIAS NATIONAL SENIOR HIGH SCHOOL DOA JOSEFA CAMPUS

Doa Josefa Avenue Almanza Uno, Las Pias City
ACCOUNTANCY, BUSINESS AND MANAGEMENT

Monitor

Everyone

ongoing/monthly/
quarterly/annually

Two basic types of organizational goals and plans:

Ongoing Goals and Plans- guide the continuing activities
that are consistent with the basic purpose of the
organization.
Change Oriented Goals and Plans- refer to new
initiatives and changes to be made in organization
practices.

Mainstream Approach to Goals and Plans

The focus in mainstream planning is on
setting goals and making plans to enhance the
organization well-being.
Step 1: Develop the Organization's Overarching Mission and Vision

Mission statement- identifies the fundamental

purpose of the organization and it often describes
what the organization does, whom it serves, and
how it differs from similar organizations.

LAS PIAS NATIONAL SENIOR HIGH SCHOOL DOA JOSEFA CAMPUS

Doa Josefa Avenue Almanza Uno, Las Pias City
ACCOUNTANCY, BUSINESS AND MANAGEMENT

Nine different ideas are commonly mentioned in mission

statements:
1. Products/services
2. Customers
3. Organizational self-concept
4. Survival/growth/profitability
5. Employees
6. Markets
7. Philosophy
8. Technology
9. Public image

Vision statement- it describe what an organization is striving to

become and, in this way, provides guidance to organizational
members. Typically, the vision statement describes goals that an
organization hopes to achieve five or more years into the future.
Step 2: Develop Strategic Goals and Plans

Strategic goals and plans typically encompass all of

organization activities, and it often a three to five
year time horizon. The specific strategic goals and

LAS PIAS NATIONAL SENIOR HIGH SCHOOL DOA JOSEFA CAMPUS

Doa Josefa Avenue Almanza Uno, Las Pias City
ACCOUNTANCY, BUSINESS AND MANAGEMENT

plans that are considered will be determined by a

number of factors, including the strengths,
weaknesses, opportunities and threats in the
organization environments.
Step 3: Develop Operational Goals and Plans

Operational Goals- refers to outcome to be

achieved by an organizational department, work
group, or individual member. Operational goals,
which are typically set by mid- and lower level
managers and supervisors, spell out the practical
implication of strategic goals.
Step 4: Implement and Monitor Goals and Plans

As plans are implemented, managers, monitor for

either two possible outcomes:
1. Goals are met.
2. Goals are not met and there is a need to develop new plans or
goals.
Multistream Approach to Goals and Plans
Step 1: Develop the Organization Mission and Vision

The first step in the multistream approach is to involve a variety

of stakeholders in the development of organization mission and

LAS PIAS NATIONAL SENIOR HIGH SCHOOL DOA JOSEFA CAMPUS

Doa Josefa Avenue Almanza Uno, Las Pias City
ACCOUNTANCY, BUSINESS AND MANAGEMENT

vision statements. Stakeholders can include owners, employees,

suppliers, customers, and community members.
Step 2: Develop Strategic Goals and Plans

Multistream managers have a broader range of mission and

vision, and because their philosophy and values are more likely
to go beyond a sole concern for acquisitive economics.
Step 3: Develop Operational Goals and Plans.
Significant

The goal is challenging and engaging.

Meaningful
productivity.

The goal has meaning beyond simply maximizing

Agree- upon

The goal is developed participatively.

Relevant
stakeholder.

The goal is linked to important issues for a variety

Timely

The goal is appropriate for the times situation.

Step 4: Implement and Monitor Goals and Plans

The goals and plans developed in the third step of the goal
setting and planning process are living documents which
means that they are open to being revised when they are
revisited at regular intervals.