PROFILE

At present, the Department of Justice is headed by the

Secretary of Justice, assisted by four (4) Undersecretaries
and two (2) Assistant Secretaries.
The Department Proper offices and services:
National Prosecution Service
Legal Staff
Office for Competition
Office of Cybercrime
Planning and Management Service
Financial Service
Administrative Service
Technical Staff
Internal Audit Service

HISTORY
The Department of Justice traces its beginnings at the Revolutionary Assembly in Naic, Cavite on
April 17, 1897. The establishment of a regime of law was tasked to Don Severino delas Alas who headed
the Department of Grace and Justice. Shortly after the proclamation of Independence in Kawit, Cavite
on June 12, 1898, President Emilio Aguinaldo issued a decree on September 26, 1898 reorganizing the
Department.
A year later, the American military force established the Office of the Attorney of the Supreme
Court in place ofthe Department. On June ll, 1901, the new office was renamed the Office of the
Attorney General and on September 1, 1901, the Office became the Department of Finance and
Justice.
In the 1916 government reorganization, the Department became a separate entity and was given
executive supervision over all courts of first instance and other inferior courts.
Under the Japanese occupation, the Department was made a Commission. The civilian government
established by the Japanese in 1943 changed it to a Ministry. After the war in 1945, the Govemment of
the Philippine Commonwealth was re-established and the Department of Justice was re-activated. The
Department continued in this form under the Philippine Republic.
Presidential Decree No. 1 during Martial Law reorganized the Executive Branch of the national
government. Letter of Implementation No. 20 of December 31, 1972 organized the Department proper into
the Office of the Secretary, the Financial and Management Service, the Administrative Service, Technical
StaftQ the Prosecution Staff, the Legal Staff and the Judiciary Division; the Commission on Immigration
and Deportation, the National Bureau of Investigation, the Office of the Govemment Corporate Counsel;
the Board of Pardons and Parole; the Bureau of Prisons; and the Citizens Legal Assistance Office.
Under the 1973 Constitution, Department became a Ministry of Justice. The 1986 People Power
Revolution ushered in the contemporary Department of Justice.
With the adoption of the 1987 Constitution and the Administrative Code of 1987 (Executive Order
No. 292), theDepartment of Justice was named as the principal law agency of the Republic of the
Philippines serving as its legal counsel and prosecution arm.

Today, the DOJ continues to pursue its primary mission

"To Uphold the Rule of Law" with its "Justice for All"
motto. The Office of the Secretary (OSEC) is composed of
the National Prosecution Service, the Legal Staff, the
Administrative, Financial, Technical and Planning and
Management Services and the Board of Pardons and
Parole. The constituent and attached agencies include the
National Bureau of Investigation (NBI), Bureau of
Immigration (BI), Public Attomeys Office (PAO), Office of
the Solicitor General (OSG), Office of the Government
Corporate Counsel (OGCC), Bureau of Corrections
(BuCOR), Parole and Probation Administration (PPA),
Presidential Commission on Good Government (PCGG)
and the Land Registration Authority (LRA).

NATURE
The Department of Justice (DOJ) derives its mandate
primarily from the Administrative Code of 1987
(Executive Order No. 292). It carries out this mandate
through the Department Proper and the Department's
attached agencies under the direct control and
supervision of the Secretary of Justice.
Under Executive Order (EO) 292, the DOJ is the
government's principal law agency. As such, the DOJ
serves as the government's prosecution arm and
administers the government's criminal justice system by
investigating crimes, prosecuting offenders and
overseeing the correctional system.

The DOJ, through its offices and

constituent/attached agencies, is also the
government's
legal
counsel
and
representative in litigations and proceedings
requiring the services of a lawyer;
implements the Philippines' laws on the
admission and stay of aliens within its
territory; and provides free legal services to
indigent and other qualified citizens.

STATISTICAL TREATMENT
FREQUENCY AND PERCENTAGE DISTRIBUTION
Used to determine the percentage usually
for data on profile
(e.g. level, age, gender, etc)

FORMULA:

f
N

x 100

where % = percent
f = frequency
N = number of respondents

Percentages are used to express how large or small one quantity

is relative to another quantity. The first quantity usually represents
a part of, or a change in, the second quantity. Therefore, the
researcher used percentage computation in order to find how
small or how huge was the total number of respondents who
answered the same choice in each of the questions.

WEIGHTED MEAN
The weighted mean is a mean where there is some variation in the relative
contribution of individual data values to the mean. Each data value (Xi) has a weight
assigned to it (Wi). Data values with larger weights contribute more to the weighted
mean and data values with smaller weights contribute less to the weighted mean. The
formula to be used is: WEIGHTED MEAN
The weighted mean is a mean where there is some variation in the relative
contribution of individual data values to the mean. Each data value (Xi) has a weight
assigned to it (Wi). Data values with larger weights contribute more to the weighted
mean and data values with smaller weights contribute less to the weighted mean. The
formula to be used is:

Xw = Wi Xi
n
Where,
Xw
= Weighted Mean
Wi = Weight assigned to each choice
Xi = Number of respondents that answered a certain choice
n = Total number of respondents

In this survey the data values will be represented by the number of respondents
who answered in each choice classified in each category while the weight
assigned is represented by the five-point rating scale.
SAMPLING DESIGN
PROBABILITY SAMPLING TECHNIQUES
Cluster Sample. Cluster sampling may be used when it is either
impossible or impractical to compile an exhaustive list of the elements that
make up the target population. Usually, however, the population elements are
already grouped into subpopulations and lists of the subpopulations already
exist or can be created.
SLOVINS FORMULA

n =

1 + Ne2

n = sample size
N = population size
e = 0.01 or 0.05

SLOVINS FORMULA

n =

1 + Ne2

n=
71
1 + 71 (0.05)2
n=
=

60. 297
60 respondents

n = sample size
N = population size
e = 0.01 or 0.05

TABLE 1
FREQUENCY AND PERCENTAGE DISTRIBUTION TABLE
SHOWING THE AGE OF RESPONDENTS
The table indicates that 8.33% of the respondents belong
to age bracket of 20-30 yrs. old, 26.67% belong to 31-40 yrs. old,
31.67% belong to 41-50 yrs. old, and 33.33% belong to 51-60 yrs.
old.
The table further indicates that majority of the respondents
in the administrative office in DOJ who belong to the age 51-60,
choose to stay and grow old with the department.
AGE
Age bracket
20-30
31-40
41-50
51-60
TOTAL

Respondent
s
5
16
19
20
60

%
8.33%
26.67%
31.67%
33.33%
100.00%

TABLE 2
FREQUENCY AND PERCENTAGE DISTRIBUTION TABLE
SHOWING THE GENDER OF RESPONDENTS
The table indicates that 48.33% of the respondents are male and
51.67% are female. It is for the reason that government work is more of
clerical work thus there are more women in the department rather by men.

Gender
M
F
TOTAL

GENDER
Respondent
s
29
31
60

%
48.33%
51.67%
100.00%

TABLE 3
FREQUENCY AND PERCENTAGE DISTRIBUTION TABLE
SHOWING THE POSITION OF RESPONDENTS
The table indicates that 21.67% of the respondents have the position of
Admin Aide IV, 13.33% of the respondents have the position of Admin Aide VI,
11.67% of the respondents have the position of Admin Aide II, 10% of the
respondents have the position of Admin Aide III, Admin Officer and Admin Assistant
I respectively, 8.33% of the respondents have the position of Admin Officer II and V
respectively, and 6.67% of the respondents have the position of Security Guard.
The table further indicates that majority of the respondents in the
administrative office in DOJ have the position of Admin Aide IV, and the minority of
the respondents have the position of Security Guard.

Position
Admin Aide II
Admin Aide III
Admin Aide IV
Admin Aide VI
Admin Officer
Admin Officer II
Admin Officer V
Admin Assistant
I
Security Guard
TOTAL

POSITION
Respondents
7
6
13
8
6
5
5

%
11.67 %
10 %
21.67 %
13.33 %
10 %
8.33 %
8.33 %

6
4
60

10 %
6.67 %
100 %

TABLE 4
FREQUENCY AND PERCENTAGE DISTRIBUTION TABLE
SHOWING THE LENGTH OF SERVICE OF RESPONDENTS
The table indicates that 5% of the respondents are with DOJ for 1-5
yrs., 18.33% for 6-10 yrs., and 76.67% for those above 10 yrs.
The table further indicates that majority of the employees in DOJ are
with the office for more than 10 yrs. already. Since DOJ is a government office,
the employees are more likely to stay due to security of tenure.
LENGTH OF SERVICE
Length of Service
Respondents
1-5 yrs.
3
6-10 yrs.
11
Above 10 yrs.
46
TOTAL

60

%
5.00 %
18.33 %
76.67 %
100.00
%

PUBLIC RELATIONS
STATISTICS PER ITEM

WEIGHTED MEAN
SCALE

NO.OF
RESPONDENTS

PERCENTAGE

WEIGHTED
MEAN

12

1.82

60

173

26.21

692

342

51.82

1026

133

20.15

266

TOTAL

660

WEIGHTED MEAN

0
100%

2044/660
3.09697

Q1. Identify work units diverse publics or stakeholders in its

activities and performance.
In identifying work units relevant stakeholders 25% of the
respondents believe that oftentimes DOJ personnel are able to
identify relevant stakeholders in their work unit, 61.67% or majority
believes that sometimes such personnel shows the same ability, and
13.33% believe that the personnel are seldom able to identify work
units diverse publics or stakeholders
Q2. Respect/Promote work unit before groups and
individuals within and without the organization.
In respecting and promoting work unit before groups and
individuals within and without the organization, 28.33% of the
respondents believes that oftentimes DOJ personnel are able to show
respect and promote their unit; 41.67% or majority believes that
sometimes DOJ personnel are able to show such respect and
promotion; and, 30% believes it is seldom that the aforementioned
personnel show respect and promote their work unit before others.

Q3. Respond effectively to inquiries and requests for unit

information and service.
In responding effectively to inquiries and requests for unit and
service, 8.33% of the respondents believe that DOJ personnel are
always able to respond effectively, 21.67% believe that the
personnel are often able to respond effectively, 61.67% or majority
believe that the personnel are sometimes able to respond effectively,
and 8.33% believe that the personnel are seldom able to respond
effectively.
Q4. Explain work unit programs and functions to nonexperts in terms they can understand and which are culturally
appropriate.
In explaining work unit programs and functions to non-experts,
26.67% of the respondents believe that DOJ personnel are often
able to do the explanation, 48.33% or majority believe that
sometimes the personnel are able to do the explanation, and 25%
believe it is seldom that the personnel are able to do the
aforementioned explanation.

Q5. Persuade other interested parties to buy into and

support a desired unit of action.
In persuading other interested parties to buy into and support
a desired unit of action, 30% of the respondents believe that DOJ
are often able to persuade others, 58.33% or majority believe that
the personnel are sometimes able to do the aforementioned
persuasion, and 11.67% believe that the personnel are seldom able
to do such persuasion.
Q6. Use formal and informal resource networks effectively
to achieve unit objectives and targets or to obtain information.
In using formal and informal resource networks effectively to
achieve unit objectives and targets or to obtain information,
43.33% of the respondents believe that DOJ personnel are often
able to use formal and informal resource networks effectively,
23.33% believe that the personnel are sometimes able to use the
aforementioned resources effectively, and 33.33% that the
personnel are seldom able to use the aforementioned resources
effectively.

Q7. Resolve conflict within unit or with other units by negotiations

and compromise, so energies can be constructively channeled.
In resolving conflict within unit or with other units by negotiations and
compromise, so energies can be constructively channeled, 35% of the
respondents believe that DOJ personnel are often able to resolve conflicts,
55% or majority believe that the personnel are sometimes able to resolve
conflicts and 10% believe that the personnel are seldom able to resolve
conflicts.
Q8. Develop positive unit image for performance excellence, resource,
and cooperation.
In developing positive unit image for performance excellence, resource,
and cooperation, 11.67% of the respondents believe that DOJ personnel are
always able to develop positive unit image for performance excellence,
resource, and cooperation, 15% believe that DOJ personnel are often able to
develop the aforementioned positive unit image, 48.33% or majority believe
that sometimes DOJ personnel are able to develop the aforementioned positive
unit image; and, 25 % believe it is seldom that the DOJ personnel are able to
develop the aforementioned positive unit image.

Q9. Create unit reputation for innovation and adaptability to varied

circumstances, results that are usually on time and within budget and
synergetic relationships
In creating unit reputation for innovation and adaptability to varied
circumstances, results that are usually on time and within budget and synergetic
relationships, 28.33% of the respondents believe that DOJ personnel are often
able to create the aforementioned unit reputation for innovation and adaptability,
48.33% or majority believe that sometimes DOJ personnel are able to create such
unit reputation; and, 25 % believe it is seldom that the DOJ personnel are able to
create such unit reputation.
Q10. Demonstrate unit respect for host country or area locals, culture and
work habits.
In demonstrating unit respect for host country or area locals, culture and work
habits, 18.33% of the respondents believe that DOJ personnel are often able to
demonstrate unit respect for host country or area locals, culture and work habits,
50% believe that sometimes DOJ personnel are able to demonstrate unit respect for
host country or area locals, culture and work habits, and 31.67% believe that it is
seldom that DOJ personnel are able to demonstrate unit respect for host country or
area locals, culture and work habits.

Q11. Maintain concern for environmental or ecological

impact of unit activities
In maintaining concern for environmental or ecological impact
of unit activities, 16.67% of the respondents believe that DOJ
personnel are able to maintain concern for environmental or
ecological impact of unit activities, 75% believe that sometimes
DOJ personnel are able to maintain concern for environmental or
ecological impact of unit activities, and 8.33% believe that seldom
DOJ personnel are able to maintain concern for environmental or
ecological impact of unit activities

SUMMARY AND CONCLUSION

As a summary, DOJ personnel have the ability to identify work units
diverse publics or stakeholders in its activities and performance(86.67% for Q1);
They have the ability to develop a positive image for the work unit, create a
reputation for innovation and adaptability and promote it before other groups and
individuals ( 73% for Q2,Q8,Q9). As a government office, DOJ is efficient in
maximizing public relations in reputation and image management; they have the
ability to respond effectively to inquiries and requests and explaining relevant
information other persons (83% for Q3 and Q4). Since majority of the employees
are with the Office for a long time, DOJ personnel have acquired the necessary
knowledge which enables them to effectively impart information to others as
necessary; they have the ability to acquire support from other sources to attain
objectives and resolve conflicts (82% for Q5, Q6, and Q7). Since DOJ is effective in
reputation and image management, they do not have a hard time gaining respect
and necessary support; and they have also the ability to exhibit respect to country
and show concern to external environment (80% for Q10 and Q11). As a
government entity, DOJ is able to maintain commitment to public and practice
social responsibility.
Foregoing considered, supported also by the weighted mean of 3.09697
(Sometimes), it can be concluded that DOJ personnel practices public relations as being
observed by majority of the respondents. DOJ management is able to develop sound
policies that are in the best interest of the organization and the public. Hence, DOJ
is effective in terms of public relations.

MANAGEMENT IMPLICATIONS
The results show that from an internal perspective, the
DOJ management is effective in terms of Public Relations. This
will have a significant impact on the management since this
measures its ability to achieve a good reputation based on
public opinion.
The perception of the respondent in terms of public
relations is shaped by the managements efforts to implement
mechanisms to establish
an excellent office reputation and
relationship to its internal and external environment. The
positive results based on the statistical data will most likely
encourage the management to formulate more policies for the
personnels continuous improvement. The effective public
relations in DOJ will also enable the management to manage
crisis, issues, and risks easily.

COORDINATION
STATISTICS PER
ITEM

WEIGHTED
MEAN
SCALE

NO.OF
RESPONDENTS

PERCENTAGE

A
B
C
D
E

12
155
160
33
0

1.82
26.21
51.82
20.15
0

TOTAL

360

100%

WEIGHTED MEAN

WEIGHTED
MEAN
60
620
480
66
1226/360

3.4056

Q1. Maintain helpful, supportive, productive relationships within

the work unit.
In maintaining helpful, supportive, productive relationships within the
work unit, 3.33% of the respondents believe that DOJ personnel are always
able to maintain helpful, supportive, productive relationships within the work
unit, 46.67% or majority believe that the personnel are often able to
maintain such helpful, supportive, productive relationships, 26.67% believe
that the personnel are sometimes able to such helpful, supportive, productive
relationships within the work unit, and 6.67% believe that the personnel are
seldom able to maintain the aforementioned helpful, supportive, productive
relationships within the work unit.
Q2. Maintain influential relationships with higher level management
whose attitudes and decisions affect unit.
In maintaining influential relationships with higher level management
whose attitudes and decisions affect unit, 53.33% or majority of the
respondents believe that the personnel are often able to maintain influential
relationships with higher level management whose attitudes and decisions
affect unit, 38.33% believe that the personnel are sometimes able to
maintain such influential relationships with higher level management, and
8.33% believe that the personnel are seldom able to maintain the
aforementioned influential relationships with higher level management.

Q3. Maintain productive work relationships with other units

within the organization, obtaining cooperation from those not under
direct control.
In maintaining productive work relationships with other units within
the organization, obtaining cooperation from those not under direct
control, 36.67 % of the respondents believe that DOJ personnel are often
able to maintain productive work relationships with other units within the
organization and 63.33% believe that sometimes the personnel are able to
maintain productive work relationships with other units within the
organization.
Q4. Maintain productive work relationships with other
companies within the industry (or other agencies within government
if it is public sector).
In maintaining productive work relationships with other companies
within the industry (or other agencies within government if it is public
sector), 41.67% of the respondents believe that DOJ personnel are often
able to maintain productive work relationships, 50% or majority believe
that sometimes the personnel are able to maintain productive
relationships, and 8.33% believe that the personnel are seldom able to
maintain such productive relationships.

Q5. Maintain effective community relations with other pertinent

organizations and government bodies within the area.
In maintaining effective community relations with other pertinent
organizations and government bodies within the area, 35% of the
respondents believe that DOJ personnel are often able to maintain effective
community relations, 41.67% believe that the personnel are sometimes able
to maintain effective community relations and 23.33% believe that the
personnel seldom maintain such effective community relations.
Q6. Keep higher level management informed in a timely and
relevant manner of unit developments and of significant information
obtained from the above contacts.
In keeping higher level management informed in a timely and relevant
manner of unit developments and of significant information obtained from
the above contacts, 45% of the respondents believe that DOJ personnel are
often able to keep higher level management informed in a timely and
relevant manner, 46.67% or majority believe that sometimes the personnel
can keep higher level management informed in a timely and relevant
manner, and 8.33% believe that the personnel seldom keep higher level
management informed.

SUMMARY AND CONCLUSION

As a summary, DOJ personnel have the ability to maintain helpful,
supportive, productive relationships within the work unit (76.67% for Q1). As the
data shows, DOJ personnel have been with the company for a long time. This can be
a major factor in maintaining good relationship among the employees. They have
developed a strong working relationship thru companionship and friendship that have
been established over a period of time; they have the ability to maintain a good
relationship with the higher management (91.67% for Q2, Q6). Since most of the
personnel are more than 40 years old, most of them have reached the maturity to
understand what and how the management thinks. This helps them determine how to
approach the management and discuss relevant issues and concerns; they have the
ability to maintain productive work relationships and effective community relations
with others (76.67% for Q3, Q4 and Q5). As a government office, the DOJ personnel
are expected to demonstrate good working relationship not just within the
organization but also with other offices. This is essential in maintaining their
credibility as an office that promotes justice and equality.
Foregoing considered, as supported also by the weighted mean 3.4056, it
can be concluded that DOJ personnel practices coordination as being observed by
majority of the respondents. DOJ management is able to integrate its employees,
hence, is effective in terms of coordination.

MANAGEMENT IMPLICATIONS
The results show that from an internal perspective, the
DOJ management is effective in terms of Coordination. This has
significant impact to the management because this defines how
well it can achieve harmony among the employees/personnel.
Once harmony is achieved, the office vision, mission and
goals can be attained. Coordination is the essence of management
and is implicit and inherent in all its function. Since the DOJ
management is effective in terms of coordination, it will not have
a hard time assigning activities, giving orders and instructions to
the staff. The DOJ management also will most likely be
successful in executing its plans and programs since coordination
in the office implies that there is unity and collected efforts
among the personnel.

LIKERT SCALE (RANGE OF VALUES)

Always (5)
4.5 - 5.00
Often (4)
3.50 - 4.49
Sometimes (3)
2.50 - 3.49
Seldom (2)
1.5 - 2.49
Never (1)
1.00 - 1.49

PLANNING

TABLE 7.1
PERCENTAGE AND WEIGHTED MEAN DISTRIBUTION TABLE Q1
FOR PLANNING

Number of
Respondents
0

Percentage
(%)
0

Weighted
Mean
0

Often (4)

13.33

0.53

Sometimes (3)

26

43.33

1.3

Seldom (2)

26

43.33

0.87

Never (1)

Total:

60

100%

2.7

Always (5)

Q1. Utilize established dynamic planning, techniques,

environmental scanning, technological forecasting or even future
studies to develop unit goals with other members and higher levels
of management. The table indicates that 13.33% answered B with a
weighted mean of 0.53, 43.33% answered C with a weighted mean of
1.3, 43.33% answered D with a weighted mean of 0.87, and none
answered A and E. Based on the data given, the total weighted mean
is 2.7 which corresponds to the value of SOMETIMES.
This question pertains on how the other members and higher
level of management of the administrative office (DOJ) implement
planning, techniques, scanning, and forecasting in developing and
deciding upon long-term goals. The result indicates that they are
frequently doing this kind of work, and it is sound alarming to the
higher level of management to look into it.

TABLE 7.2
PERCENTAGE AND WEIGHTED MEAN DISTRIBUTION TABLE
Q2 FOR PLANNING
Number of Respondents

Percentage (%)

Weighted Mean

Always (5)

Often (4)

13.33

0.53

Sometimes (3)

38

63.33

1.9

Seldom (2)

14

23.33

0.47

Never (1)

60

100%

2.9

Total:

Q2. Establish a balance among competing objectives and targets to

accomplish overall work unit goals. The table indicates that 13.33% answered
B with a weighted mean of 0.53, 63.33% answered C with a weighted mean of
1.9, 23.33% answered D with a weighted mean of 0.47, and none answered A and
E. Based on the data given, the total weighted mean is 2.9 which corresponds to
the value of SOMETIMES. This question pertains on how the respondents
assess the management of the administrative office (DOJ) in developing and
deciding upon long-term objectives and goals. The result indicates that the
management of the administrative office (DOJ) is frequently doing this kind of
work, and it is sound alarming to the higher level of management to look into it.

TABLE 7.3
PERCENTAGE AND WEIGHTED MEAN DISTRIBUTION TABLE
Q3 FOR PLANNING

Always (5)
Often (4)
Sometimes (3)
Seldom (2)
Never (1)
Total:

Number of
Respondents
0
14
16
30
0
60

Percentage (%)

Weighted Mean

0
23.33
26.67
50
0
100%

0
0.93
0.8
1
0
2.7

Q3. Assess technical feasibility for alternative courses of action. The table
indicates that 23.33% answered B with a weighted mean of 0.93, 26.67%
answered C with a weighted mean of 0.8, 50% answered D with a weighted mean
of 1, and none answered A and E. Based on the data given, the total weighted
mean is 2.7 which corresponds to the value of SOMETIMES. This question
pertains on how the management of the administrative office (DOJ) assess
planning for change of the technical aspect or alternative courses of actions. The
result indicates that the management of the administrative office (DOJ) is
frequently doing this kind of work, and it is sound alarming to the higher level of
management to look into it.

TABLE 7.4
PERCENTAGE AND WEIGHTED MEAN DISTRIBUTION TABLE
Q4 FOR PLANNING
Always (5)
Often (4)
Sometimes (3)
Seldom (2)
Never (1)
Total:

Number of
Respondents
O
11
38
11
0
60

Percentage (%)

Weighted Mean

0
18.33
63.33
18.33
0
100%

0
0.73
1.9
0.37
0
3

Q4. Assess financial feasibility for alternative courses of action. The table
indicates that 18.33% answered B with a weighted mean of 0.73, 63.33%
answered C with a weighted mean of 1.9, 18.33% answered D with a weighted
mean of 0.37, and none answered A and E. Based on the data given, the total
weighted mean is 3 which corresponds to the value of SOMETIMES. This
question pertains on how the management of the administrative office (DOJ)
assess planning for change of the financial aspect or alternative courses of
actions. The result indicates that the management of the administrative office
(DOJ) is frequently doing this kind of work, and it is sound alarming to the
higher level of management to look into it.

TABLE 7.5
PERCENTAGE AND WEIGHTED MEAN DISTRIBUTION TABLE Q5 FOR
PLANNING
Number of Respondents

Percentage (%)

Weighted Mean

Always (5)

Often (4)

11

18.33

0.73

Sometimes (3)

45

75

2.25

Seldom (2)

6.67

0.13

Never (1)

60

100

3.11

Total:

Q5. Assess socio-political feasibility for alternative courses of action. The

table indicates that 18.33% answered B with a weighted mean of 0.73, 75%
answered C with a weighted mean of 2.25, 6.67% answered D with a
weighted mean of 0.13, and none answered A and E. Based on the data
given, the total weighted mean is 3.11 which corresponds to the value of
SOMETIMES. This question pertains on how the administrative office
(DOJ) assesses planning for change of the socio-political aspect or
alternative courses of actions. The result indicates that the management of
the administrative office (DOJ) is frequently doing this kind of work, and it
is sound alarming to the higher level of management to look into it.

TABLE 7.6
PERCENTAGE AND WEIGHTED MEAN DISTRIBUTION
Q6 FOR PLANNING
Number of Respondents

Percentage (%)

Weighted Mean

Always (5)

Often (4)

11

18.33

0.73

Sometimes (3)

26

43.33

1.3

Seldom (2)

23

38.33

0.77

Never (1)

60

100%

2.8

Total:

Q6. Anticipate obstacles to achieving work unit goals identify means for
overcoming them and apply contingency plans when necessary. The table indicates
that 18.33% answered B with a weighted mean of 0.73, 43.33% answered C with a
weighted mean of 1.3, 38.33% answered D with a weighted mean of 0.77, and none
answered A and E. Based on the data given, the total weighted mean is 2.8 which
corresponds to the value of SOMETIMES. This question pertains on how the
management of the administrative office (DOJ) anticipate obstacles, identify means
and apply contingency plans in developing and deciding upon long-term objectives,
goals, and strategies. The result indicates that the management of the administrative
office (DOJ) is frequently doing this kind of work, and it is sound alarming to the
higher level of management to look into it.

TABLE 7.7
PERCENTAGE AND WEIGHTED MEAN DISTRIBUTION Q7 FOR PLANNING
Number of
Respondents
0

Percentage (%)

Weighted Mean

Often (4)

11.67

0.47

Sometimes (3)

40

66.67

Seldom (2)

13

21.67

0.43

Never (1)

60

100%

2.9

Always (5)

Total:

Q7. Maintain a balance between needs/goals, adjusting of specialized or unit

interests and target organizational mission. The table indicates that 11.67% answered
B with a weighted mean of 0.47, 66.67% answered C with a weighted mean of 2,
21.67% answered D with a weighted mean of 0.43, and none answered A and E. Based
on the data given, the total weighted mean is 2.9 which corresponds to the value of
SOMETIMES. This question pertains on how the management of the administrative
office (DOJ) maintain a balance in developing and deciding objectives, goals and
priorities. The result indicates that the management of the administrative office (DOJ) is
frequently doing this kind of work, and it is sound alarming to the higher level of
management to look into it.

Based on all the data from Q1 to Q7 that we gathered,

16.67% answered B, 54.52% answered C, 28.81%
answered D, and none answered A and E. The total
average weighted mean is 2.87 which correspond to the
value of SOMETIMES. Therefore, it is significant to say
that the respondents assess the competency of the
management of the administrative office (DOJ) in
planning ( developing and deciding upon long-term
objectives/goals, strategies, and priorities; Planning for
change or alternative courses of actions) as a management
functional dimension SOMETIMES. The research is all
about high management inventory, the administrative
office (DOJ) failed to attain high management status.

In the world of management, PLANNING is as fundamental as it

gets. The first of the managerial functions is planning. Many believe
planning is the most fundamental functions because all other
functions, including organizing, leading, controlling and staffing,
stem from the planning function. Planning prepares organizations
for tomorrow today by assessing what an organization wants to
accomplish and how it will go about achieving that goal.
Managers will spend much of their time planning for all sorts of
things that may or will occur in the organization. Typically a
manager will create a plan that is aimed at accomplishing some
organizational goal such as increasing sales or improving customer
service. However, it is important to note that planning is an ongoing
step that can be highly specialized based on an organizations goals,
division goals, department goals and team goals. It is up to the
manager to recognize what goals need to be planned within their
individual area.

IMPLEMENTATION

TABLE 8.1
PERCENTAGE AND WEIGHTED MEAN
DISTRIBUTION TABLE Q1 FOR
IMPLEMENTATION

Always (5)

Number of
Percentage
Respondents
(%)

Weighted
Mean

Often (4)

24

40

1.6

Sometimes
(3)
Seldom (2)

32

53.33

1.1

6.67

0.13

60

100%

2.83

Never (1)
Total:

Q1. Identify specific projects and actions necessary to accomplish

work unit goals. The table indicates that 40% answered B with a
weighted mean of 1.6, 53.33% answered C with a weighted mean of 1.1,
6.67% answered D with a weighted mean of 0.13, and none answered A
and E. Based on the data given, the total weighted mean is 2.83 which
corresponds to the value of SOMETIMES. This question pertains on how
the management of the administrative office (DOJ) identify specific
projects and actions to accomplish goals. This is where the above plans
need to convert into short-term targets and activities. The result indicates
that the management of the administrative office of (DOJ) is frequently
doing this kind of work, and it follows hand in hand with planning. The
higher level of management must check into it. This will affect the
competency of the management of the administrative office (DOJ) in
implementation as a functional dimension likewise the performance of
the higher level of management as a whole.

TABLE 8.2
PERCENTAGE AND WEIGHTED MEAN DISTRIBUTION
TABLE Q2 FOR IMPLEMENTATION

Number of
Respondents
0

Percentag
e (%)
0

Weighted
Mean
0

Often (4)

15

25

Sometime
s (3)
Seldom
(2)
Never (1)

37

61.67

1.85

13.33

0.27

Total:

60

100%

3.12

Always (5)

Q2. Establish priorities among competing unit projects and

activities. The table indicates that 25% answered B with a
weighted mean of 1, 61.67% answered C with a weighted mean
of 1.85, 13.33% answered D with a weighted mean of 0.27, and
none answered A and E. Based on the data given, the total
weighted mean is 3.12 which corresponds to the value of
SOMETIMES. This question pertains on how the management
of the administrative office (DOJ) establish priorities in
converting the above plans into short-term activities. The result
indicates that the management of the administrative office
(DOJ) is frequently doing this kind of work, and it follows hand
in hand with planning. The higher level of management must
check into it. This will affect the competency of the management
of the administrative office (DOJ) in implementation as a
functional dimension likewise the performance of the higher
level of management as a whole.

TABLE 8.3
PERCENTAGE AND WEIGHTED MEAN DISTRIBUTION
TABLE Q3 FOR IMPLEMENTATION

Number of
Respondents

Percentage
(%)

Weighted
Mean

Often (4)

21

35

1.4

Sometimes
(3)
Seldom (2)

32

53.33

1.6

11.67

0.23

60

100%

3.23

Always (5)

Never (1)
Total:

Q3. Set challenging, but realistic deadlines for

completing work unit projects. The table indicates that
35% answered B with a weighted mean of 1.4, 53.33%
answered C with a weighted mean of 1.6, 11.67%
answered D with a weighted mean of 0.23, and none
answered A and E. Based on the data given, the total
weighted mean is 3.23 which corresponds to the value of
SOMETIMES. This question pertains on how the
management of the administrative office (DOJ) will convert
the above plans by scheduling realistic deadlines and
completing the said work unit projects. The result indicates
that the management of the administrative office (DOJ) is
frequently doing this kind of work, and it needs
improvement. This will affect the competency of the
management of the administrative office (DOJ) in
implementation as a functional dimension likewise the
performance of the higher level of management as a whole.

TABLE 8.4
PERCENTAGE AND WEGHTED MEAN
DISTRIBUTION TABLE Q4 FOR IMPLEMENTATION

Number of
Respondents

Percentage
(%)

Weighted
Mean

Always (5)

Often (4)

12

20

0.8

Sometimes
(3)
Seldom (2)

43

71.67

2.15

8.33

0.17

60

100%

3.12

Never (1)
Total:

Q4. Sequence and schedule work activities to maximize

efficient use of available resources. The table indicates
that 20% answered B with a weighted mean of 0.8, 71.67%
answered C with a weighted mean of 2.15, 8.33% answered
D with a weighted mean of 0.17, and none answered A and
E. Based on the data given, the total weighted mean is
3.12 which corresponds to the value of SOMETIMES. This
question pertains to the management of the administrative
office (DOJ) by sequencing and scheduling the work
activities to maximize the use of available resources. The
result indicates that the management of the administrative
office (DOJ) is frequently doing this kind of work, and by
that the higher level of management must look and check
into it. This will affect the competency of the management of
the administrative office (DOJ) in implementation as a
functional dimension likewise the performance of the higher
level of management as a whole.

TABLE 8.5
PERCENTAGE AND WEIGHTED MEAN DISTRIBUTION
TABLE Q5 FOR IMPLEMENTATION

Number of
Respondents

Percentag
e (%)

Weighted
Mean

11

18.33

0.73

Sometime
s (3)
Seldom
(2)
Never (1)

43

71.67

2.15

10

0.2

Total:

60

100%

3.08

Always
(5)
Often (4)

Q5. Consider long-term goals while devising short-term

plans and schedules. The table indicates that 18.33%
answered B with a weighted mean of 0.73, 71.67% answered
C with a weighted mean of 2.15, 10% answered D with a
weighted mean of 0.2, and none answered A and E. Based on
the data given, the total weighted mean is 3.08 which
corresponds to the value of SOMETIMES. This question
pertains to the management of the administrative office (DOJ)
on how to convert the long-term goals while devising into short
term plans and schedules. The result indicates that the
management of the administrative office (DOJ) is frequently
doing this kind of work, and the higher level of management
must do an improvement. This will affect the competency of
the management of the administrative office (DOJ) in
implementation as a functional dimension likewise the
performance of the higher level of management as a whole.

TABLE 8.6
PERCENTAGE AND WEIGHTED MEAN
DISTRIBUTION TABLE Q6 FOR IMPLEMENTATION

Number of
Respondents

Percentage
(%)

Weighted
Mean

Always (5)

Often (4)

28

46.67

1.87

Sometime
s (3)
Seldom
(2)
Never (1)

28

46.67

1.4

6.67

0.13

Total:

60

100%

3.4

Q6. Provide unit guidance to assess or measure goal

accomplishments. The table indicates that 46.67% answered B with a
weighted mean of 1.87, 46.67% answered C with a weighted mean of
1.4, 6.67% answered D with a weighted mean of 0.13, and none
answered A and E. Based on the data given, the total weighted mean
is 3.4 which corresponds to the value of SOMETIMES. This question
pertains to the management of the administrative office (DOJ) on how to
provide unit guidance to assess or measure goal accomplishments. The
result indicates that the management of the administrative office (DOJ)
is frequently doing this kind of work, and the higher level of
management must motivate and have improvement in implementation.
This will affect the competency of the management of the administrative
office (DOJ) in implementation as a functional dimension likewise the
performance of the higher level of management as a whole.

When effectively implemented, performance management best

practices result in a wide range of benefits for employees, managers
and companies.
Organization-wide
Supervisors/Managers
Employees
Savings
Time savings
Clarification of expectations
Accuracy
Reduced conflicts
Improved self-assessment
Accountability
Visible accountability
Improved performance
Productivity
Efficiency
Career Paths
Retention
Consistency
Job satisfaction
Communication
Performance
Performance

Based on all the data from Q1 to Q6 that we gathered,

30.83% answered B, 59.72% answered C, 9.44%
answered D, and none answered A and E. The total
weighted mean is 3.13 which correspond to the value of
SOMETIMES. Therefore, it is significant to say that the
respondents assess the competency of the management
of the administrative office (DOJ) in implementation
(converting the above plans into short-term targets and
activities by sequencing/scheduling and appropriate
decision-making) as a management functional dimension
SOMETIMES. The result of this research will affect the
performance of the higher level of management as a
whole. The research is all about high management
inventory; therefore the administrative office (DOJ) failed
to attain the high level of management status.

TABLE 1: FINANCIAL MANAGEMENT DATA FROM THE RESPONDENTS

ALL FIGURES ARE IN PERCENTAGE (%)

TABLE 9.1
PERCENTAGE AND WEIGHTED MEAN DISTRIBUTION TABLE Q1
FOR FINANCIAL MANAGEMENT

Number of
Respondents

Percentage
(%)

Weighted
Mean

Always (5)

17

28.33

1.42

Often (4)

23

38.33

1.53

Sometime
s (3)
Seldom (2)

15

25

0.75

8.33

0.17

Never (1)

Total:

60

100%

3.87

TABLE 9.2
PERCENTAGE AND WEIGHTED MEAN
DISTRIBUTION TABLE Q2 FOR FINANCIAL
MANAGEMENT

Number of
Respondents

Percentage
(%)

Weighted
Mean

Always (5)

11

18.33

0.92

Often (4)

33

55

2.2

Sometimes
(3)
Seldom (2)

13

21.67

0.65

0.1

60

100%

3.87

Never (1)
Total:

TABLE 9.3
PERCENTAGE AND WEIGHTED MEAN
DISTRIBUTION TABLE Q3 FOR FINANCIAL
MANAGEMENT