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STRUCTURAL REORGANIZATION: REFRAMING NEW RESPONSIBILITIES

AND UNDERSTANDING NEW GOALS AND PRIORITIES


The Case of Batangas City Government Public Affairs and Assistance Division

A Case Study Presented to the Faculty


of the College of Accountancy, Business, Economics
and International Hospitality Management – Graduate School
Batangas State University
Batangas City

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

MARY ANN E. ANTENOR


Doctor of Public Administration

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.

This case study attempts to address the questions on how to reorganize


organizational structure of government’s division in order to reframe new
responsibilities and understand new goals and priorities. It showcases the Public
Affairs and Assistance Division, a division of the Office of the City Mayor at the
City Government of Batangas that is providing public services and will undergo
restructuring or reorganization reforms. The discussion of the division’s
organizational structure focuses on the effects or impact of the changes and
reforms on the employees’ work performance, growth and development. The
problems and constraints affecting the performance of the employees in relation
to the introduced reforms and changes will also be discussed. The last section of
the paper presents some lessons drawn from the implementation of the
reorganization as a civil service reform.

BACKGROUND

The Batangas City Government Public Affairs and Assistance Division is


under the supervision of the Office of the City Mayor. It is envisioned to render a
public service to the people of Batangas City with selfless dedication, honor and
integrity.

Vision

A team of God-fearing public servants aiming to uplift the quality of life of


the people under a transparent government with the end view of having
productive, supportive, progressive and law abiding citizenry.

Mission

To provide quality services to Batangas City residents in order to address


their concerns and improve their living conditions through proper coordination
with different government offices. The division includes three sections namely (1)
public relation and barangay affairs section; (2) administrative section; and (3)
projects and sports development section. The specific functions of each section
are as follows:

I. Public Relation and Barangay Affairs Section


a. Serve the Youth Sector by providing scholarship and financial
assistance of the City Government to deserving students.
b. Short-term courses for out of school youth, high school graduate
and College level are qualified for scholarship grant in the technical
Education Skills Development Authority (TESDA) and in different
training center duly licensed by TESDA.

II. Administrative Section


a. Receives and log incoming and outgoing communication from the
Office of the City Mayor.
b. Prepares communication like endorsements and office memoranda.
c. Certified true copies of Oath of Office, Assumption, Appointment
and Assets and Liabilities of Barangay Officials.
d. Works in close coordination with the Public relations and Barangay
Affairs Section on matters involving Barangay Officials.
e. Assist Barangay Officials in the preparation of Barangay resolutions,
Statement of Assets and Liabilities and Barangay Budget.
f. Prepares and issues Appointment, Oath of Office, Assumption,
Signature Card and Barangay Identification card.
g. Prepares master list of all Elected and Appointed Barangay officials
h. Prepares and issues Service Record of all past Barangay officials.
i. Updates the list of Barangay Officials to determine the extent of
changes or turnover in the Barangay Council.
j. Prepares and issues certification of Barangay Official, eligible for
Civil Service Eligibility.
k. Prepares certification of Barangay Official incumbency in availing
Scholarship and their beneficiary.
l. Production and dissemination of memoranda and circulars to
Barangay officials and different offices concerned.
m. Act as custodian of Records of City Mayor and Office Supplies
Equipment of the office.

III. Projects and Sports development


a. Coordinator in the implementation of Sports Development
Programs of Batangas City
b. Conduct leadership training seminar to the Youth.
c. Prepares and follow up requested sports material equipment,
uniforms trophies and medals.
d. Coordinator of Kabarangay Videoke Challenge, Mayor’s Cup,
Basketball, Volleyball and baseball, Chess, 10 ball and billiard
challenge.
e. Act as BUB Focal Person

THE ORGANIZATIONAL STRUCTURE OF PUBLIC AFFAIRS AND ASSISTANCE


DIVISION BEFORE REORGANIZATION
To have a better perspective of the shifts in organization and operations of
the Public Affairs and Assistance Division, the organizational structure before the
implementation of the Reorganization is presented below.

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.

Restructuring the bureaucracy could also involve decentralizing certain


functions to the regional or field level to increase responsibility, accountability
and responsiveness to the local clients or community. In view of the
reorganization efforts, public agencies necessarily would have to reduce the
number of staff especially those who occupy positions that are declared to be
redundant or non-functional in line with the redefined vision and mission of the
organization. This emphasizes the need for a forecast of strategic objectives that
would prescribe targets for the numbers and kinds of personnel required to
perform the new and old functions of the agency. Unfortunately, experience
would show that not many public agencies have made use of the strategic
exercise.

The reorganization efforts could also result in the transfer or redeployment


of personnel that could lead to the lowering of morale and motivation levels of
the employees. Moreover, without proper preparation of the personnel to
assume new positions or jobs in terms of acquisition of the necessary skills and
knowledge, this could give rise to discontent and dissatisfaction, which
oftentimes could result in non-performance or poor performance of functions
and responsibilities among the staff.

Restructuring could be seen as a costly exercise because the government


should be ready with the provision of “safety nets” to the employees who would
be displaced by the reorganization. These “safety nets” necessarily entail costs.
For instance, the government could offer attractive early retirement schemes;
financial incentives to leave the public sector jobs; or it could offer reemployment
to the public sector in case there is a need for their services after the
restructuring process.
Reorganization as an improvement strategy strongly conveys the fact that
the employees or the human resources of the public agency take center stage in
the civil service reforms. The introduction of this reform strategy has various
implications for HRD that have to be addressed to be successful in the efforts
toward improving quality and productivity in the public service.

In addition, the Civil Service Commission institutionalized the Strategic


Performance Management System and this Reorganization gives validation to the
actual duties of the employees as stated in their Individual Performance
Commitment and Review (IPCR) forms. Further, the Offices wherein they seek
domicile also include in their respective Office Performance Commitment and
Reviews (OPCR) the individual employees accountable for the accomplishment of
their strategic priorities. In as such, their devolution will provide absolute
compliance to the requisites of the OPCR.

The Case of Batangas City Government Public Affairs and Assistance Division

The Public Affairs and Assistance Division (PAAD) will undergo


reorganization that will took effect in 2019. To obtain insights on the effects of
the reorganization, personal interviews and consultations with the local chief
executive and concerned committees and authorities will be conducted. Likewise,
those who will be identified to be affected by the restructuring will also be
interviewed like those who will be retained; those who will be transferred or
redeployed; and those who will be promoted.

Documents relevant to the reforms will be looked into including the


issuance of executive orders, accomplishment reports of the division and the
resolution approved by the Sangguniang Panlungsod by means of lateral
movement to reorganize various position titles.

The Public Affairs and Assistance Division of the City Government of


Batangas is under the control of the Office of the City Mayor. Placed under the
administrative supervision of the City Administrator, it is responsible for providing
quality public services to the people.

Based on its mandate, the PAAD is tasked specifically as a custodian of all


the records of the Office of the City Mayor, prepares and issues all documents
and certification relative to all Barangay Officials and coordinates with different
offices concerned.

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:

Plantilla Positions Departments


(1) Community Affairs Officer III BPLO (Major functions)
(1) Community Affairs Officer II Sanggunian (Major functions)
(1) Administrative Assistant I ABC
(8) Administrative Aide I ABC
(1) Administrative Aide I OSCA
(2) Administrative Officer V Youth (Major functions)
(1) Community Affairs Assistant I Youth
(2) Administrative Aide I Youth
(2) Administrative Aide I CHO
(2) Administrative Aide I DSS
(2) Administrative Aide I Coliseum
Total: (23) detailed employees

A reorganization of this division will entails budgetary requirements since


the office of the said division can occupy only eleven (11) employees. Likewise,
issues and concerns will be raised from those employees who are already
functioning at the detailed offices and somehow occupy a major duties and
functions. But then, it could become the first feat of the City Government
especially by the Local Chief Executive if done properly and lawfully.
The Reorganization of the PAAD

Recognizing the critical role of the PAAD in the provision of public


services, the Local Chief Executive (LCE) need to issue Executive Order (EO), to
strengthen the organizational set-up of the division with the end view of making
the organization more efficient and effective in delivering its mandated functions.
Based on the Executive Order, the reorganization of the division focused on the
following:

 Reassigned by means of lateral movement, all those employees who hold


major functions and responsibilities at their deployed offices and bring
back those who occupied minor functions;
 Realigned budget for the purpose of building a more suitable environment
or adaptive office for the reorganization;
 Reframing the specific functions of the division specifically the
administrative section towards more efficient and effective actions; and
 Understanding new goals and priorities by means of training workshops or
capacity building.

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.

I. Pleading for a Reorganization of the Public Affairs and Assistance


Division (PAAD)

Republic of the Philippines


Batangas City
Public Affairs and Assistance Division
(PAAD)
January 7, 2019

HONORABLE BEVERLEY ROSE A. DIMACUHA


City Mayor
Batangas City

Thru: Ms. AUREA R. CASTILLO


HRMDO

Dear Mayor,

We respectfully forward our pleading for a Reorganization of the Public


Affairs and Assistance Division by virtue of Lateral Movement of Personnel.
This shall consist employees currently re-assigned to other City Government
Offices who holds minor functions. Please be it known that no additional
budget shall be incurred in the process of transferring the employees.

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.

Thank you very much.

Very truly yours,


MRS. EVELYN D. ALCANTARA
PAAD, Division Chief
II. Endorsement Letter of HRMDO Officer to the City Mayor
Republic of the Philippines
Batangas City
OFFICE OF THE CITY MAYOR
HUMAN RESOURCE MANAGEMENT & DEVELOPMENT
OFFICE

February 4, 2019

HONORABLE BEVERLEY ROSE A. DIMACUHA


City Mayor
Batangas City

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;

Name Position Office/ Reassigned


Permanently
1. Manolo Perlada Administrative Officer V Youth
2. Lita Llaga Community Affairs Officer III BPLO
3. Mary Ann Antenor Community Affairs Officer II Sanggunian
4. Gliceria Clet Administrative Officer V Youth

Name Position Office/ Transferred


to
5. Maria Carlota Martinez Administrative Assistant I ABC to PAAD
6. Lovereal Gualberto Administrative Aide I ABC to PAAD
7. Cristina Lawas Administrative Aide I ABC to PAAD
8. Ramon Gamboa Administrative Aide I ABC to PAAD
9. Nenita Culiat Administrative Aide I ABC to PAAD
10. Regine Aguilar Administrative Aide I ABC to PAAD
11. Liberty Albotra Administrative Aide I ABC to PAAD
12. Maria Moreno Administrative Aide I ABC to PAAD
13. Lorelie Catilo Administrative Aide I ABC to PAAD
14. Ailene De Villa Administrative Aide I OSCA to PAAD
15. Jovelyn Buan Community affairs Assistant I Youth to PAAD
16. Jessie M. Clet Administrative Aide I Youth to PAAD
17. Jonathan Orense Administrative Aide I Youth to PAAD
18. Dionisia Andal Administrative Aide I CHO to PAAD
19. Angelica Gonzales Administrative Aide I CHO to PAAD
20. Celso Jataas Administrative Aide I DSS to PAAD
21. Demie Bobadilla Administrative Aide I DSS to PAAD
22. Manuela Sumanga Administrative Aide I Coliseum to
PAAD
23. Felix Balido Administrative Aide I Coliseum to
PAAD

Please see attached letter.


For your information and reference.

Thank you.

Very truly yours,

AUREA R. CASTILLO
City Government Assistant Department Head I
HRMDO
III. Indorsement letter of the City Mayor to the Sangguniang Panlungsod

Republic of the Philippines


Batangas City
Office of the City Mayor
February 6, 2019

THE HONORABLE SANGGUNIANG PANLUNGSOD


Batangas City

Thru: The Honorable Emilio Francisco A. Berberabe Jr.


City Vice Mayor and Presiding Officer

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.

With high hopes of favorable response.

Very truly yours,

BEVERLEY ROSE A. DMACUHA


City Mayor

THE ORGANIZATIONAL STRUCTURE OF PUBLIC AFFAIRS AND ASSISTANCE


DIVISION AFTER REORGANIZATION

With the implementation of the reorganization plan of the division, the


structure saw an increase in the number of internal employees under each
division and the reassignment of only few employees on various offices of the
City Government. The employees are also organized based on their plantilla
positions. Below is the chart of the reorganized structure of the Public Affairs and
Assistance Division.

The Changes in the Organizational Structure and Systems

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.

As claimed by this representation, the important change that has to be


taken in the PAAD is not so much in the expansion of the units but more into the
importance given to the specific functions of the division. Of course, if this will be
materialized, the expansion of the division’s facilities are necessary in order to
make it suitable for the employees especially those who are upcoming to be
adaptive and familiarized with the new structure and system. The said specific
functions can be strengthened by means of top management support given
through trainings and capacity development of personnel.

RESULTS

Effects or Impact of the Reorganization on the Employees


The changes in the organizational structure and the specific functions and
responsibilities in the PAAD have produced both positive and negative effects on
the work performance of the employees.

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.

Some employees also see the restructuring as a positive variable in


deepening their commitment. To them, this is a result of the functions becoming
more defined and with more direction. In the case of the Administrative Section
for instance, the functions of the employees have become more defined in terms
of records management and development. According to the researcher, with
more defined functions and direction, the employees tend to know more about
their jobs and in the process, become more committed to their work.
In the case of employees who are currently reassigned or redeployed to
other departments and have been transferred back to the PAAD, some of them
claim that they will be having difficulty in adjusting to their “new” work
environment. Initially, they were not given major functions or workloads so that
their work performance will surely be suffered. Others state that they will be
given new and added responsibilities and they will also have a hard time coping
with the new job. In effect, this will affects their work performance because they
could hardly finish their work on time. But as they become acquainted with their
jobs, then will come a time that they will learn new skills and knowledge, which to
them, can be a positive effect after all.

Problems and Constraints in the Implementation of the Restructuring Plan

The implementation of the restructuring plan has brought about certain


changes in the organizational structure, functions and systems and procedures.
To the division chief, these changes have affected the employees the most.
Although consultations were held among the employees to discuss the plan and
meetings and workshops were conducted to explain the changes particularly in
regard to the new functions of each sections specifically the administrative
section, still, the employees were seen to be resistant to the changes. To the
employees who have not been with PAAD ever since, the mere transfer of office
location is stressful. There is even more stress on their part if they are given new
assignments and functions.

The resistance is also strong in terms of the exposure of the employees to


new technology. The more “senior” employees that are to be transferred to PAAD
are avers to using the new technology or computers because they have been
used to do their work manually. This poses a problem in preparing them for the
new functions they have to perform. In addition to the resistance to the
application of new technology in the work setting, the employees may also be of
concern to the quantity of computers to be provided to them, which is a big
constraining variable in preparing them for the application of the new
technology.

Another major concern that can be raised by the employees in the


reorganization process is the preparation of the staff to hold new functions and
responsibilities. Apparently, the division may not be able to provide the staff with
the needed skills to enable them to perform their new jobs better. In other words,
training should be conducted beforehand to make employees familiar with their
new functions and responsibilities.

To some personnel however, the reorganization has brought forth positive


changes. For one, a number of plantilla positions especially those who are
administrative aides were reorganized. There was no layoff of personnel. Some
were transferred to other units where their knowledge and skills were deemed to
be more needed. But then, some employees complained that these changes,
most especially those pertaining to the transferring of employees who holds
major functions on its reassignment, benefited the more high level positions
more than the ordinary employees. This was seen to be a constraining variable in
the introduction of changes and reforms in the organization.

Perhaps, the biggest constraint in the reorganization process is the


political will in pushing through with the changes and reforms. Seemingly, there
was lack of political will in the sense that some personnel who were supposed to
be transferred back to their host office, still, stayed in their old units.

CONCLUSION

Reorganization is one of the most common activities of government, but it


is not adequately understood, either by practitioners or by scholars.
Reorganization may be an inevitable part of organizational life but living through
them is challenging and stressful. On a personal level, we genuinely loose some
of our friends from the organization, and on a professional level, we are likely to
feel unsettled because it is unclear to us what life will be like under the new
structure. Despite of this negativity, it is important to approach the changes with
an optimistic mindset. I’d like to think that by means of this case study, I am
somehow be one of the active advocates who take initiative to make the
reorganization works.

The definition of a reorganization is very important because it legitimates


different ways of organizing the decision-making processes and thereby different
decisions. This illustrates that there are competing decision procedures and
norms in public organizations like in the government. By emphasizing the
majority-rule principle, the head of division or department can lift the
reorganization process upwards in the hierarchy. A reorganization of public
offices on the basis of collectively approved goals will substantially changes or
reshape the decision-making behaviour of the people concerned.

The two main indicators for changes in decision-making behavior were


changes in patterns of contact and working constraints. The first explains that a
restructuring really matters. There are substantial effects of the reorganization on
the employee’s patterns of contact and administrative milieu. The second,
stressed that people who stayed in the division or department through the
reorganization, and thereby were affected by more comprehensive structural
change, would experience more profound effects than people who choose to
leave or stayed as detailed employees. On the basis of the individual decision-
making effects mentioned above, the aggregated effects of the reorganization is
that the dramatic and differently experienced effects on contacts and
administrative milieu show that the reorganization has been successful. The
intention behind the reorganization was to strengthen the central coordination in
the said division and this can be attained by a successful reorganization of
organizational structure.

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:

1. It is important for the employees to know their job responsibilities and


accountabilities to be able to perform well their tasks. In this regard,
management should prepare their personnel for the effective performance of
their jobs by developing and enhancing their knowledge and skills to meet the
requirements of their jobs. Management should also come up with performance
measurements as standards for assessing good job performance.

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.

4. The need to create an enabling work environment for the implementation of


the reforms. A work environment where the introduced changes and reforms are
sustained and maintained by management could be seen as an enabling or
facilitative kind of environment. One way of maintaining and sustaining the
momentum for the implementation of the changes and reforms is the provision
of good equipment and facilities to aid the employees in their work. Even a
comfortable working place where the employees could work conveniently for
greater productivity appears to be a must.

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.

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