Académique Documents
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In Partial Fulfillment
Of the Requirement for the Subject
PA 601 Organization Design and Dynamics
Submitted to:
DR. RAZEL MELENDRES INGCO
By:
MARY ANN E. ANTENOR
July 2018
STRUCTURAL REORGANIZATION: REFRAMING NEW RESPONSIBILITIES
AND UNDERSTANDING NEW GOALS AND PRIORITIES
The Case of Batangas City Government Public Affairs and Assistance Division
INTRODUCTION
The governance paradigm has stressed the need for higher productivity
and efficiency of public organizations. This has led to the call for introducing
changes and reforms in the civil service. Such changes and reforms also call for
the need to adapt human resource development to the needs of the times. In
response to this call, a number of civil service reforms and changes have been
initiated by the central government. These have focused on reorganization or
restructuring efforts to make the public organizations more efficient in their
operations; on reengineering to make the systems and processes more flexible
and customer-friendly; and on Human Resource Development (HRD) strategies to
enable the government employees to be agreed to the introduced changes and
thus, become more productive and efficient civil servants.
The implementation of civil service reforms and changes is supplied with
problems and issues most especially in regard to the changes in the quantity and
quality of human resources, staffing patterns, and impact on the growth and
development of the employees. The area on human resources therefore raises
serious questions regarding the effects and impact of reorganization as a civil
service reform on the management and development of human resources in the
public sector.
BACKGROUND
Vision
Mission
THE PROBLEM
One of the civil service reform strategies that has been adopted and
applied by the Philippine government is reorganization. The assumption is that
government or the bureaucracy has become very inefficient and ineffective
because of its size. Others would contend that it has become bloated with so
many personnel who cost much and did little. This has led to the effort of
reducing the size of the bureaucracy by abolishing structures or units that are
seen to be non-functional in terms of the vision and mission of the organization;
by merging offices or units to avoid duplication of functions and thus reduce
cost; or by creating units or offices that would cater particularly to specific
concerns and needs of the clients.
The Case of Batangas City Government Public Affairs and Assistance Division
The PAAD consists of thirty four (34) employees. Only eleven (11) of those
are internally designated, while the other twenty seven (23) employees are
detailed or deployed at various offices of the City Government of Batangas
including Business Permits and Licensing Office (BPLO), Sangguniang
Panlungsod, Association of Barangay Chairman (ABC), Office of Senior Citizen
Affairs (OSCA), Youth Office, General Services Department (GSD), City Health
Office (CHO), Colegio ng Lungsod ng Batangas (CLB), Defense and Security
Services (DSS) and Office of the City Coliseum.
The plantilla positions and the employees who were detailed at various
offices before reorganization are as follows:
The Reorganization may took effect through four specific conditions. First,
the PAAD’s Division Chief can right her pleading through the Human Resource
Management and Development Officer for a Reorganization of the said division
by virtue of Lateral Movement of Personnel. This shall only comprise employees
currently re-assigned to other City Government Offices who holding minor
functions. Second, the HRMDO Officer will endorse the letter of the division chief
regarding the reorganization of the said division citing the name, position and
office of reassignment. Third, the Honorable City Mayor or the Local Chief
Executive, through the Honorable Sangguniang Panlungsod will then indorse the
letter of the HRMDO Officer regarding the request of the PAAD’s Division Chief
for the Reorganization of various employees including the stated positions.
Lastly, after the LCE indorsement, the Committee where this agenda will be
referred will conduct a committee hearing for this effect and after a thorough
discussions and findings, this item will be subject for approval and legislation.
Once, the resolution has been approved during the Sangguniang Panlungsod
regular session, the copy of the approved resolution will be distributed to all of
concerned with this matter and this will be published and posted in three (3)
conspicuous places on ten (10) days.
To have a better understanding on the four set conditions, the sample
letter requests to be made by those concerned on the reorganization is shown on
the next page.
Dear Mayor,
The Civil Service Commission has ordered for the strictest implementation of
the Strategic Performance Management System. This proposed
Reorganization shall give validation to the Actual Duties and responsibilities
of the employees. It will also be noteworthy of mention that a good number
of those included in the proposal spent their careers in their current places of
assignment, thus, a formalization of their entry into the plantilla of their host
offices will authenticate their tenure and will benefit them the privilege to
complete for promotions in fields of their expertise.
February 4, 2019
Dear Ma’am,
This is to respectfully endorse the request of Mrs. Evelyn D. Alcantary regarding the
Reorganization of the Public Affairs and Assistance Division by virtue of Lateral
Movement of Personnel. The following positions are included in the request;
Thank you.
AUREA R. CASTILLO
City Government Assistant Department Head I
HRMDO
III. Indorsement letter of the City Mayor to the Sangguniang Panlungsod
Dear Honorable:
This is to indorse to you the letter of Ms. Aurea R. Castillo, City Government
Assistant Department Head I, Human Resource Management & Development
Office dated February 4, 2019 regarding the request of Mrs. Evelyn Alcantara for
the reorganization of the Public Affairs and Assistance Division by virtue of
Lateral Movement, including the stated positions, copy attached.
The Public Affairs and Assistance Division plays a critical role in the
restructuring of the organization. It is expected to lay the groundwork for the
changes to take place most especially in terms of the effects or impact on the
employees. Thus, it is expected to upgrade and develop the capabilities of the
work force not only for the work changes but also for the sustainability of the
changes to further strengthen the effectiveness of organizational operations.
The PAAD was headed by a division chief, a Community Affairs officer IV.
Before the implementation of the reorganization, the PAAD had a total of eleven
employees internally. After the implementation of the reorganization, the number
of employees has increased from 11 to 30. However, the other four (4) detailed
employees who hold major functions on their reassignment will still be
considered reassigned. The additional nineteen (19) employees are those who are
transferred back to PAAD as their host office because of their plantilla positions.
The positions were also aligned based on the specific functions per section. For
instance, the three (3) Community Affairs Officers will serve as the section chiefs
of public relation & barangay affairs section; administrative section and project
and follow up section. Most of the Administrative Aide I will be assigned on the
first two sections as these occupy major functions in the said division.
RESULTS
From the perspective of the division chief, the upgrading of their units to a
division level does not change the units’ functions. The internal employees still
have the same set of responsibilities. Although there are additional workloads,
the nature of their job remains the same. Thus, their level of work performance
remains the same. Nonetheless, some employees like those who are detailed,
view the additional workload negatively. In the case of IT personnel for instance,
the increased volume of work has not resulted in the increase of salary. In other
words, they view their salary to be not commensurate with the work that they are
doing.
On the positive side, certain division chiefs see the restructuring as a factor
in developing the expertise of employees. For instance, under the three sections,
the employees get more focused on the operations and functions of which used
to be separated. As they get more focused on their job, they tend to develop
their expertise. In turn, this improves their job performance.
The set of section chiefs serve as those who see to it that the functions of
each section has done properly. But this representation realized that in the flow
of communication and reporting in the organization appears not to be welcomed
by many employees including the heads of division. Whereas before they could
go directly to the Division Chief in case of a work problem, the present
communication or reporting flow dictates that the employees has to report first
to the section chief before the communication reaches the desk of the Division
chief. To many of the employees, this flow tends to centralize information and
decision-making processes. It slows down the flow of work because the
employees has to consult first the section chief before making any decision.
CONCLUSION
This case study shows how the reorganization can be done and works on
the Public Affairs and Assistance Division of the City Government of Batangas.
The success of this change management, be it called as structural reorganization
is in improvements in the management and delivery of public services.
RECOMMENDATION
As depicted from the case study, there are certain lessons that can be
drawn from the implementation of reorganization, among which are the
following:
2. The need to technically prepare the employees for the new jobs or functions
and responsibilities assigned to them. The preparation would entail a clear
understanding of their functions in relation to the overall goals and objectives of
the office. This would likewise include training on their part to enable them to
acquire the needed skills and knowledge before they assume their new jobs or
functions.
3. The need to orient and involve the employees in the processes contained in
the reorganization. As can be seen in the case study, the conduct of meetings
with the employees to explain the overall goals and objectives of the
reorganization is wanting. Thus, their lack of understanding of the principles and
criteria involved in the changes has given rise to certain fears and anxieties about
the changes in their work environment. These have contributed to the strong
resistance of the employees to the implementation of the reorganization
strategies.
5. The need for a strong “political will” to implement the reorganization. One of
the cited constraints in the implementation of the improvement strategies is the
lack of “political will” on the part of the management to push through all the
changes and reforms contained in the strategy. This gives the wrong message to
the employees that the management is not “sincere” in instituting reforms in the
organization. Thus, this contributes strongly to the disenchantment of the
employees on the whole process of innovation and reorganization.