Organizational Behavior OF THE College OF Economics PDF

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Define organizational behavior
Give reasons for studying this field of study
Identify the different methods of studying human behavior
Identify the different influences on Organizational behavior and
Distinguish the different approaches to organization theory;...

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ORGANIZATIONAL BEHAVIOR OF THE COLLEGE OF ECONOMICS, MANAGEMENT AND DEVELOPMENT STUDIES, CAVITE STATE UNIVERSITY

Angel Rea Mae Y. Martinez Master in Professional Studies-Public Administration

INTRODUCTION

Rationale Higher educational institutions have a very important role in the development of any country. Educational institutions, as tool for the students’ development, play a major role in shaping their minds and lives. They are one of the most important medium that affect the quality of knowledge and wisdom that the students receive. If the universities are performing well and produce a quality education, they can contribute to the success of the students’ future. Hence, it is necessary to monitor the performance in higher educational institutions. In the late 70’s up to early 90’s, the Department of Agricultural Economics (DAE) and the Department of Rural Development Management Studies (DRDS) were directly under the Office of Higher Education (OHE). On June 10, 1996, through the Board of Trustees Resolution No. 57 series of 1996, the organization structure of DSAC was amended in preparation for its conversion into a University. The School of Agriculture was expanded into School of Agriculture, Forestry, Environment and Natural Resources (SAFENR) and School of Economics, Management and Development Studies (SEMDS). However, because of its agricultural economics program and inadequacy of physical resources, SEMDS was subsumed under the SAFENR and operated as a department, later known as the Department of Economics, Management and Development Studies (DEMDS). After the elevation of DSAC into a State University on January 22, 1998 and has become the

Cavite State University (CvSU), the four existing schools, i.e. School of Education, School of Engineering, School of Arts and Sciences and SAFENR were elevated into colleges. The College of Sports, Physical Education, and Recreation was created while the DEMDS was finally elevated into a college and become known as the College of Economics, Management and Development Studies (CEMDS).

SITUATIONAL ANALYSIS Core Competencies of the College The College of Economics, Management and Development Studies (CEMDS) is one of the 10 colleges of the Cavite State University (CvSU) committed to support its mandate to be recognized for excellence in the development of globally competitive and morally upright individuals. It offers five undergraduate degree programs and three graduate programs in cooperation with the CvSU Graduate School and Open Learning College, where, all the programs had passed the accreditation by the Accrediting Agency of Chartered Colleges and Universities in the Philippines, Inc. (AACCUP). As such, the three undergraduate programs namely: Bachelor of Science in Development Management, Bachelor of Science in Economics and Bachelor of Science in Business Management have achieved the Level III accreditation while the two other academic programs namely: Bachelor of Science in International Studies and Bachelor of Science in Accountancy passed the Level II accreditation.

Likewise, the

graduate programs, namely: Master in Business Administration had passed Level II while Master of Science in Professional Studies major in Public Administration and Master in Management had passed Level I accreditation. College Mission The College of Economics, Management and Development Studies shall provide excellent, equitable and relevant educational opportunities in economics, management and

development studies through quality instruction and responsive research and development activities. It shall also support the various production units of the University. College Objectives The organizational mission of the College of Economics, Management and Development Studies (CEMDS) of the Cavite State University (CvSU) is anchored on the mission of the entire university: To provide equitable and relevant educational opportunities in economics, management, and development studies through quality instruction and responsive research and development endeavors. It shall also support the various production and income generating units of the University. The specific objectives of the College are: a) To

produce development-oriented economists, entrepreneurs, managers,

researchers, development workers and other professional groups who will be proficient in the fields of economics, business, development management, international studies, and accountancy. b) To generate development-oriented researches in the fields of economics, business, development management, international studies and accountancy. c) To provide training and assistance to target clientele for continuous improvement of individual and organizational performance. Customers and Competition CvSU is mandated “to provide excellent, equitable and relevant educational opportunities in the arts, sciences and technology through quality instruction, and responsive research and development activities. It shall produce professional, skilled and morally upright individuals for global competitiveness.” The University is offering close to 100 curricular programs in the undergraduate and graduate levels. It has more than 25,000 students and 1,200 faculty and staff from all

campuses. The University is also authorized to certify and confer appropriate academic degrees in accordance with the Expanded Tertiary Education and Accreditation Program (ETEEAP). It has been accredited by TESDA as Trade and Testing Venue, and designated by the Department of Agriculture as the National Center for Research and Development for Coffee and Urban Agriculture. It also hosts the Southern Tagalog Agriculture Research and Development Consortium (STARDEC), the Affiliated Renewable Energy Center for Region IV-A, and the Regional ICT Center for Region IV-A. CvSU adheres to its commitment to Truth, Excellence and Service as it aims to be the “Premier University in historic Cavite recognized for excellence in the development of globally competitive and morally upright individuals”. INFLUENTIAL FACTORS I.

Organizational Structure The College, headed by the Dean, is composed of four departments, namely: the

Department of Management, the Department of Economics, the Department of Development Studies, and the Department of Accountancy headed by the respective chairpersons. There are also non-academic units in the college such as Office of the College Secretary, College Registrar, College Research, Development and Extension Coordinator, College Librarian, Management Information Systems Officer and Civil Security Officer. It offers both undergraduate and graduate courses. The following are the key officials in the College: COLLEGE OFFICIALS Name Marlon A. Mojica Jenny Beb F. Ebo Tita C. Lopez Luzviminda A. Rodrin Alberto M. Aguilar Dolores L. Aguilar Sherry Rhose M. Rupido Mailah M. Ulep Sheryl S. Ersando

Designation Dean College Secretary Chairperson, Department of Management Chairperson, Department of Economics Chairperson, Department of Development Studies Chairperson, Department of Accountancy College Registrar College Research Coordinator College Extension Coordinator

Lina C. Abogadie Rowena R. Noceda Thea Maries P. Perez Jemmalene O. Viado Ma. Grasya M. Tibayan Maria Isolde R. Sustrina Tania Marie P. Melo Betsy Rose S. Fidel Cecilia T. Cayao Gener T. Cueno Maurinn D. Madrid Gilberto S. David Roderick M. Rupido Luzviminda A. Rodrin Nelia E. Feranil Mary Grace A. Ilagan Janice E. Paiton

II.

College OJT Coordinator College Guidance Coordinator College GAD Coordinator College Job Placement Coordinator College MIS Officer College Budget Officer College Inspector College Canvasser College Alumni Affairs Coordinator Coordinator, Sports Socio-Cultural Development College Librarian College Civil Security Officer Coordinator, Graduate Program Coordinator, QuAA Center Coordinator, R & E Monitoring and Evaluation Unit Coordinator, Knowledge Management Unit College Records Officer

CEMDS and its Environment Considering the macro-environment of the University, it can be observed that the prospect for the college is bright. With the increase in population and in migration of the people in Cavite as a result of industrialization, construction of residential subdivisions and recreational facilities, the demand for education in the province will increase. Moreover, with the current move of the national government to consolidate state colleges and universities in the provinces, the main campus has a competitive advantage to become the center of management and activities in public education in the province. However, the geographical location of the province, being so near to Metro Manila where many colleges and universities are located; student especially those who can afford, still insists on enrolling in institutions in Manila or in other areas outside Cavite. Moreover, there are well established universities in the province like the Polytechnic University of the Philippines, De la Salle University, San Sebastian College

and other private universities continue to strengthen their curricular offerings in the Province with emphasis in economics, business and development studies. The College of Economics, Management and Development Studies is one of the major academic units of the Cavite State University- Don Severino Delas Alas campus, Indang, Cavite. The University has nine (9) other satellite campuses in Rosario, Carmona, Cavite City, Naic, Imus, Tanza, Trece Martirez City, Silang, and Bacoor. With this development, the CEMDS is faced with both opportunities and threats since enrollment in the main campus maybe affected. The situation may provide opportunity for the College, as the service of the Faculty members may be necessary to meet the growing demands in the main and satellite campuses. The same situation could also be a threat since the satellite campuses may offer the same courses as the colleges. Thus, instead of becoming a complimentary institution, they become competitors. Nevertheless, this may result in the increase in the budget allocation for the university, and possibly for the college. Being in the main campus, the College has a competitive advantage especially in terms of human resources. Since, the satellite schools are young, the resources in the college, particularly its pool of experts and faculty members may be tapped by the other campuses in the areas of instruction, research, extension and training.

RESOURCE ANALYSIS Academic Staff. Currently, the college has a total of 53 faculty members including contractual and job orders. Of the total number, 19 percent are PhD holders with different fields of specialization; 53 percent are holders of either MBA/MS/MM/MA degree, and 28 percent are BS/BA/AB holders. The college greatly encourages its staff to pursue studies to improve the capability and promote professional growth of the faculty members and employees. The Office of the Faculty and Staff Development

oversees the scholars of the University. The college is represented by the Dean in the Scholarship committee. The said committee recommends priority field and allocates funds for the purpose. Physical Facilities. Last 2008, the college has acquired a number of equipment for instruction purposes, Repairs and installations of some of the physical facilities (lighting, electrical outlets, comfort rooms, etc.) were also done. This is in coordination with Physical Plant Services Unit of the University. Likewise, usual repairs and replacements of the office and classroom windows were facilitated and the others are still in process. The Reading Room and RD and E Office was likewise used as classroom by sections with small class size. One room was assigned as Accounting Laboratory. Research Development and Extension Program. The generation or research, development and extension program is an imaginative and creative act, which should also be grounded on the availability of resources. It is imperative therefore that the options for research are evaluated carefully and priorities should be defined by the administrators. Moreover, the impacts of research, development and extension programs should be qualified especially in terms of its responsiveness to the needs of the target clientele.

SWOT ANALYSIS OF CEMDS Strengths Nowadays, as a result of the two (2) year additional educational system implementation of Senior High School, the number of enrollees in CvSU main campus has increased, given the fact that the first batches of Senior High graduates chose the main campus to be the medium of their next journey in academic field.

As of the moment, CEMDS ranks second in terms of enrollment in the main campus, and accepts foreign enrollees as well. This means that, while most of the faculty members are highly qualified to handle their subjects, the number of preparations and the number of students per class definitely affect their performance. The college has since dedicated all its efforts to achieve excellence in the fields of economics, management and development studies. The College has a competitive advantage especially in terms of human resources. Since, the satellite schools are young, the resources in the college, particularly its pool of experts and faculty members may be tapped by the other campuses in the areas of instruction, research, extension and training. Weaknesses The limitation of budget of the University may affect the availability of resources of the College. Since the thrust of the University is on the College of Agriculture and the College of Engineering, chances are the college would have to be contend with the other units in availing resources which are necessary in the achievement of its mission, goals and objectives. The following issues and problems were also considered in identifying the college research development and extension programs, projects and studies’ weakness: production vs. productivity among economic sectors; lack of consolidation and dissemination of research results; lack of data on the faculty, staff and student’s performance, capability and needs; bridging the gap between education and employment of its graduates; and lack of definite policy implications of researches conducted. Currently, when it comes to the condition of the facilities and infrastructure of the college, the CEMDS offices and classroom needs improvement, since the offices of each departments are already too small to be occupied with a comfortable environment. Aside from the physical structure itself, the facilities such as tables, chairs, printers, and etc. were already old and defective which will result into the discomfort and delays of the faculty members in doing their designated tasks. However, the college are expecting a new building and will be occupied as

soon as it is already complete. While the classroom also needs new door and window installations and equipment to be used in as instructional tool which will help in the easy access of learning for the students. Opportunities The increasing population and migration of the people in Cavite due to the result of industrialization, construction of residential subdivisions and recreational facilities, the demand for education in the province is as well increasing. Moreover, with the current move of the national government to consolidate state colleges and universities in the provinces, the main campus has a competitive advantage to become the center of management and activities in public education in the province. Threats The geographical location of the province, being so near to Metro Manila where many colleges and universities are located; student especially those who can afford, still insists on enrolling in institutions in Manila or in other areas outside Cavite. Moreover, there are well established universities in the province like the Polytechnic University of the Philippines, De la Salle University, San Sebastian College and other private universities continue to strengthen their curricular offerings in the Province with emphasis in economics, business and development studies. CONCLUSION Since then, CEMDS has continuously strengthened its programs and resource capability to meet the increasing demands of an industrializing service area. It has dedicated all its efforts to achieve excellence in the fields of economics, management and development studies. The college offers business and related courses and has established linkages with companies and corporations in its service areas. The theoretical and actual experiences have equipped the College with the experts in enterprise planning and management, accounting, economics, and community development. It is one of the thrusts of the University and the

College to disseminate information that would enhance the planning and management of existing and potential enterprises and cooperatives in the province and in the Region. Before an institution or organization can formulate strategies, make plans and design programs in line with its mission, goals and objectives, it should be clear where it is now, where it intends to go and how to get there. In doing so, four issues should be taken into account: survival, growth, diversification and development. While the mission statement reflects the overall directive that the organization is trying to achieve, objectives and goals in turn reflect the manifold interests that have to be satisfied for the mission to be accomplished by the operations of the firm pose a major difficulty in strategy formulation....