I. Company
Background
The Regional
Tripartite Wages and Productivity Boards (RTWPBs) is an attached
agency of the Department of Labor and Employment (DOLE). It is a key policy making bodies on wages,
incomes, and productivity and have the following
mandates:
- Fix minimum wages on regional, provincial,
and/or industry levels.
- Promote productivity improvement and
gainsharing.
Under Republic Act No. 6971, the
"Productivity Incentives Act of 1990," they are also mandated to
provide the necessary studies and technical assistance to enable workers and
employers to conclude productivity agreements.
It is tasked to implement
the wages, incomes, and productivity policies and programs in their respective
regions. They are thought to be in the best position to determine the most
appropriate minimum wage levels in their respective areas of jurisdiction,
taking into account regional/area-specific socio-economic differences and
industry peculiarities.
The RTWPB is composed of the following:
- DOLE Regional Director as ex-officio Chairman;
- Regional Directors of the NEDA and Department
of Trade and Industry as ex-officio Vice Chairmen; and
- Two representatives each from the worker and
employer sectors (appointed by the President for a term of five years) as
Members.
The boards are assisted by their
respective secretariat.
The Secretariat composed of six
plantilla positions with one casual and one contractual.
II. Diagnosis
The
following were identified problems of the organization that needs to be
addressed through OD intervention process:
1.
No teamwork. Competitive
environment.
-
Most of the employees in the
organization have the crab mentality of pulling down the one who are climbing
to the top irregardless if it will reflect the organization as a whole.
-
There’s no teambuilding because
of budget constraint although it could have been allotted but it’s not the main
focus.
2.
Delayed reports.
-
RTWPB Region X is known to
submit accomplishment and/or other reports except for financial reports beyond
the deadline or none at all. The main
reason that could be heard for those who are working on it is that because of
the multi-tasking function.
-
It could be observed also that
most of the personnel has poor time management. Almost all the time renders overtime but
with no clear accomplishment. It might
be also because of lack of control and monitoring of overtimes.
3.
Encroachment of functions and
designations.
-
It is so funny at times that
some of the personnel encroach on the other personnel’s job without doing their
own job and when asked to submit their own reports, they will use as an excuse
that they are doing another jobs. It is
like studying another person’s lessons without really studying your own and
when asked by the teacher about their lesson, the concerned person could not
answer because he is not really studying although spent most of his time
reading another’s lessons. The analogy
appropriately applies in our own organization.
4.
Tardiness.
-
most of the personnel has a
constant problem of tardiness and undertimes.
It was not given any focus but should have been considering that there
is a limited personnel and any tardiness and/or undertimes from the other would
cause delay to another’s job and still this one was not given any focus or
solution. This problem has been going on
for almost ten years.
5.
Lacks respect to higher
authority.
-
It is only in this organization
you could observe that the subordinates could say “No, I will not do it” when
asked to do something by the higher authority.
And still this was turned deaf ears and it is as if that it is part of
the culture of the organization. Hello?
They tend to forget their own place or is it already their own place to say so because
it was not given any attention? Geez, I could not think on how will they
survive outside the government organization?
6.
Overdraft financial standing.
-
It is also one of the vicious
cycle occurring in our own organization.
We know that we will incur overdraft but still keeps on repeating the
same problem every year. Spending more
than we could afford at the expense of the benefit of the personnel. It must be with the administration.
7.
Lacks willpower to implement
corrective measures.
-
A lot of corrective measures
were given to personnel who committed mistakes or lapses in the operation due
mostly to negligence. A memo is always
given but it only stops there. No
follow-ups of what happened to the memo given whether it was answered and what
has been done to avoid the same problem.
In other words, no feedback was given.
There must be something wrong with the memo or the personnel who should
be doing the follow-ups.
8.
Lacks coordination.
-
Most of our operations and
training turned into a fiasco because of lack of coordination on who should be
doing whom, who should be bringing whom.
It might be because most of the personnel are preoccupied with their own
concerns and even the manager who should manage it is also busy with his
personal concerns.
III. Objectives
The objectives of the OD
intervention were as follows:
1.
To train and develop managers
in skills that enable them to deal effectively with the multiple issues within
an organization.
2.
To get a person committed to
the goals, values and culture of the organization.
3.
To establish good, working
face-to-face relationships in functional teams.
4.
To extend the knowledge and
coordinate the functions of complex working divisions.
5.
To set a condition to have a
unified effort in an organization towards the end of making the organization
improved, growth-oriented, and functional in its external environment.
IV. Action Plans
A. Individual
The organization shall conduct a retreat for this so that it will
allow them to reflect on their reactions to past behavior and feelings. It
should be from their own progress through the life, work and family cycles in
order to assess their own development and identify the key feelings associated
with each stage in their experience. The reflection will help them see that an
individual's experience is only one part of a bigger picture and so the need to
understand others' experience to complete the picture. The individual's self-reflection opens the
door to bringing emotions and life issues into the world of work, and ties the
effects of these issues back to job performance. The proactive learning process
comes from intervention in the growth and development of peers and
subordinates. This retreat will also be
a venue to contribute to, buy into and develop the vision of the organization
and a clear view of the cultural change that is needed. These workshops place a
strong emphasis on problem solving skills and techniques, especially conflict
resolution, to reduce the tensions created by bringing together different types
of individuals and different environmental cultures.
B. Team
There should be team-building
dynamics that comprise four activities: setting goals and priorities,
allocating work, examining the team process and developing the interpersonal
relationships. Particular skills
sessions are devoted to cases and experiential processes to illustrate team
dynamics and to strengthen the process consultation skills of the managers.
Structured experiences such as Tinkertoys or Construct O Straw can provide much
of the dynamics. The exercise is structured to provide the possibility for the
experience of the development of teams and the observation of process. The
processes are recorded on video. Debriefing focuses on both the team dynamics
learnings and learnings on the consultation processes. Consultant work with teams shall also be done
in team building activities to enable different segments of the organization to
maintain an entrepreneurial style and rapid, one-voice response to client needs
in which each becomes more familiar with his/her own role and the demands and
requirements of each others jobs.
C. Divisional
The goal on this
divisional level is to understand and experience internal mapping processes. This can be done every Monday Staff
Meeting. This intervention is a process
that takes at least two months since it is based on the issues of workflow and
the sharing of resources, descriptions of information systems and inter-team
relations. It's loaded with complex mapping processes and dealing with the
utilization of scarce resources. The first
task is to plot the flow of operations and map the functions so as to develop a
sense of where overlaps and dysfunctions occur. A second task is devoted to the
practice of getting the larger picture from each map and setting goals for
change processes and review.
D. Strategy/Policy
The goal is to
understand by experiencing the organization's endeavor to exist and participate
in a competitive environment. The first task is to have an open systems
planning and its application, and the
second to the definition and review of the concept of stakeholders. This can be done also during the Mid-Year and
Year-End Assessment Planning.
The following are the six steps of
open systems planning:
1.
Defining the organization's
core mission
2.
Mapping the current demand
system
3.
Mapping the current response
system
4.
Projecting the future demand
system
5.
Conceiving the desired future
state
6.
Activity planning
The work should
be done in functional teams. Each step is gone through individually so that an
overall picture of the organization in its present and future environment is
painted. From this activity the notion of stakeholders is extrapolated. The
team discusses the notion, clarifies the distinction between stakeholders and
shareholders, and generates its list of stakeholders, evaluating what
stakeholders are more significant than others. In one instance a top level
cabinet team mapped its stakeholder groups and gained considerable insight into
a significant relationship with an outside body from which an important
strategy was designed. Because of the
multiple differences in style, pace and communication patterns that became
apparent, conflict resolution skills turn out to be a key focus for successful
interaction in this venue.
V. Evaluation of
Results
Results and outcome of the
intervention shall be evaluated and documented from its first implementation so
that improvements could be measured and loopholes of the implementation and/or
planning could be modified or corrected.
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