ATENEO DE MANILA UNIVERSITY

GRADUATE SCHOOL OF BUSINESS

MASTERS IN BUSINESS ADMINISTRATION - REGIS PROGRAM

In Partial Fulfillment of the Requirements for the Course

R32 – Human Resource Management

Submitted to Prof. Ramon Molano

“To Eliminate Unprofessionalism at work”

BY:

Erickson De Jesus

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Table of Contents:
Executive Summary ……………………………………………………………………………………………..…… 2
Part 1. Organizational Diagnosis ………………………………………………………………………………. 3
1.1 Company Profile ………………………………………………………………………………………. 4
1.2 Organizational Structure ………………………………………………………………………….. 5
1.3 Organizational Diagnosis ………………………………………………………………………….. 8
1.4 Rationale of the Study ……………………………………………………………………………… 12
1.5 Statement of the problem ………………………………………………………………………… 13
Part 2. Planned Change …………………………………………………………………………………………… 14
2.1 Change initiative & key interventions ………………………………………………………… 15
2.2 Analysis of Stakeholders ……………………………………………………………………………. 17
2.3 Communication Plan …………………………………………………………………………………. 18
2.4 Monitoring and Evaluation ………………………………………………………………………… 20
Conclusion

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Executive Summary:

Eliminating Unprofessionalism in a corporate set up means a lot for employees who has
been abused by the top management. This will reflect the change I initiated in Pueblo de Panay,
located in Roxas City, Capiz. A real estate developer who is aiming to provide the province of
Capiz to be on the map together with their employees. With the COO or Chief Operating Officer
who is not even knowledgeable, credit grabber and a pathological liar abused the local
employees and not even hearing their concerns, I will discuss on this the actions that I have
taken to eliminate this problem.

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Part 1. Organizational Diagnosis
The process by which the patterns of thought, emotions and behavior of people with
respect to the organization where they work are evaluated. And the systematic process of
assessing and analyzing as organization` s structure, culture, processes, and performance. It
involves gathering and interpreting data to identify areas where the organization is excelling and
areas that require attention.

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1.1 Company Profile
Pueblo de Panay Township is the largest township development in the Visayas Region of the
Philippines, owned by the Ong Family. A 900-hectare flagship project of Pueblo de Panay,
Inc. (PDPI), master-planned by Surbana Jurong, a Singaporean government-owned
consultancy company focusing on infrastructure and urban development.

It is a mixed-use, master-planned, and Filipino-inspired township located in the Seafood

Capital of the Philippines, Roxas City, that has designated areas for different uses seamlessly
integrated into one another. It is a place where people can live, work, relax, and have fun; a
place that embodies PDPI’s advocacy – LIFE.WORK.BALANCE.

Under my term as the VP for Business Development under the CEO`s office. I won 3 Awards,
namely, Lamudi Awards 2022, Real Estate Asia Awards “Best Master planned Community “
2022, and Real Estate Asia Awards “ Best Master Planned Community “ 2023.

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1.2 Organizational Structure

President &
CEO

Chief Operating
Officer

VP - Business VP - VP - Human Chief Financial

VP - Sales VP - Marketing
Development Engineering Resource Officer

Leasing Assitant
AVP Engineers HR Officer Accountants
Manager Manager

Sales Manager Leasing Officer

Sales Officers BD Officer

Property
Managers

As you can see in the organizational structure, every department reports to the COO office.
But has direct link to the CEO and can directly reports to CEO. Because there is a order that
comes from the personal side of the CEO to every department. As VP – Business
Development I was also directly reporting to the CEO office, because I also handles the
personal business of the CEO and Joint Ventures.

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The Business Development Department is the most crucial and important department in the
whole organization as we are the ones who acquire, sell and lease and plan all
developments inside the township

Role Responsibility Office Headcount

VP – Business  Responsible for overall planning, sell Roxas City, 1
Development and lease of properties and maintaining Capiz
the township
 Asses Properties to develop
 Asses Joint Ventures
 Spearhead Leasing
 Spearhead Property Management
Leasing  Responsible for leasing vacant and Roxas City, 1
Manager unproductive properties to potential Capiz
tenants
Leasing  Assist Leasing Managers Roxas City, 3
Officer Capiz
BD Officer  In charge of market study and assist VP Roxas City, 2
– Business Development Capiz
Property  In charge of maintaining the properties Roxas City, 6
Managers Capiz

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The Sales Department is the money generator of the company that sells out Condominiums,
House and Lot and Commercial Area that are for sale. They are the front liners of the
company in terms of marketing and selling the residential areas.

Role Responsibility Office Headcount

VP - Sales  Spearheads sales department Roxas City, 1
 Implements plan of selling Capiz
AVP – Sales  Assists VP – Sales in daily Operations Roxas City, 2
Capiz
Sales  In charge of training and hiring Sales Roxas City, 6
Manager Officers Capiz
Sales Officers  In charge of selling Roxas City, < 400
Capiz

I will focus on this 2 departments as this departments really pursue change in Pueblo de
Panay`s Organizational and leadership challenges. These two departments initiate change
and values that up until today is being observe and follow by every departments and those
who are still working in Pueblo de Panay.

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 1.3 Organizational Diagnosis – Galbraith Star Model
1.3.1 Current Strategy
Pueblo de Panay is dedicated to pursue the 1st countryside real estate development and
affordable housing community for everyone.

 Buy and develop unproductive lots and convert it into residential and commercial
 Develop Township system that creates a community
 Promote LIFE – WORK – BALANCE in the community
 Partners with BPO and other businesses to create jobs

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1.3.2 Current Structure
Pueblo de Panay`s structure is based on needs of the CEO to run the business. There is a fine
line in direct reporting from subordinates to management.
Business Development Department

 Structured as direct subordinates report to VP – Business Development

 Orders come from the CEO and COO offices
 Full time employees are hired for the positions
 Can work independently to other departments.

Sales Department

 Structure is defined as pyramid organization

 Handles sales initiative throughout the world.
 Direct reports to the COO office
 Full time and part time sales officers are hired.
Human Resources Department

 Oversees hiring of every personnel

 Direct report to COO office
 Handles alignment in every department
 Promotes camaraderie with all employees

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1.3.3 Rewards System
Pueblo de Panay has problems with this topic, mainly because the COO always interferes with
everything as he claims everything is expenses.

 Below minimum salaries

 Delayed benefits
 Delayed commissions
 No funding or support from the COO office for project implementation

1.3.4 Processes

Business
Engineering Marketing
Development

Accounting Sales
Legal

 Business Development will plan and implement the process

 Followed by the engineering team for the designs and costing
 Then to Marketing for marketing collaterals
 Then sales will sell it
 Once sold, accounting will take over
 Then to legal for documentation
 Then go back to business development for property management

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1.3.5 People in Human Resources
Pueblo de Panay`s human resource department is very independent with other departments
with the interference of the COO, HR sometimes hire employees that are not suitable because
they can`t afford the experience ones because the COO will not approve of it.

Role Responsibility Office Headcount

VP –  In charge of hiring personnel that fits and Roxas City, 1
Human suits every positions available Capiz
Resources
Human  Conducts selection to hiring process Roxas City, 4
Resource Capiz
Officer

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1.4 Rationale of the Study
The purpose of this study are as follows:

 To identify the communication barriers inside the organization

 To identify the problems in alignment for business development and sales department
with regards to compensation and benefits
 To identify the unprofessionalism inside Pueblo de Panay`s organizational workplace

To also see the impact of the very unprofessional COO in terms of camaraderie, rules application
and most definitely the work ethics inside Pueblo de Panay`s organization.

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1.5 Statement of the Problem
In Pueblo de Panay`s structure, it is very clear that every VP are direct reports to the
COO office. However, the COO abuses his power. He demoralized every employee from
management to the subordinates. The COO is not a very good example of a leader in a
workplace. He abuses his power by becoming a tyrant and reprimanding employees with other
employees or customers around the area. He always wants to be involved in everything even
the CEO`s personal matters that come through my department the Business Development
Department. We don’t have any say on any matter unless instructed by the COO, even if it
doesn’t make sense or he doesn’t even know the subject matter.
For Business Development Department, he always hinders my plans for developing
unproductive properties to productive. The first thing he will do is blocked any ideas coming
from me and told me to explain it to him. After I explained it to him, he will deny my proposals
and tell me my proposal are not approved, however when ExCom comes, he will propose my
idea to the Board of Directors and claim it as it`s his idea. He will tell the ExCom that he will
instruct me to do my proposal as he is the one who created it. He is one big credit grabber.
For Sales Department, he will hinder everything, from sales proposal, pricing, and even
the budget allocated for allowances of our sales officers. He will delay or worst, will not give any
incentives or allowances not just on the VP for sales but also his subordinates from AVP for
Sales to Sales Officers. Employment turnover in our sales department is very drastic. As no one
will stay for 2 months or more. The only reason is even they sell a property or closed a deal, the
COO will not give them what is due to them. The COO is breaking a lot of rules not just from
DOLE but also DHSUD, the governing body for residential real estate division in the Philippines.
For other departments, he will mandate everything to them even they are not direct
reporting to him. He`s being unprofessional in every aspect. One instance is he is the one who
will create falls humor about someone and claim it as true even it is proven that what he said is
impossible to be done by someone or there is no evidence at all.
We try to open it up to the CEO, but at first, he doesn’t believe on anything. The CEO
claims that the COO can`t do those what issues is raised against the COO. Until one time, he saw
it with his own two eyes. Fortunately for the CEO, he spearheads the due process and
investigation on the COO and found out that he lied on everything that the COO claims, from
work history to work experiences. Even the hired HR consultant told the CEO that the current
COO is not fit for the COO position because he lacks everything that the job required and he
even doesn’t fit for a manager position because of lack of experience.

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Part 2: Planned Change

“If the Jockey is good and the horse is bad, change the horse but if the horses are good,
change the jockey”
Anonymous

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2.1 Change Initiative and Key Interventions
Problems with Pueblo de Panay`s ExCom has been a very crucial aspect or point
in the organization, simply because if the ExCom are not happy or motivated, they can not
perform well in a corporate setting. The COO has been demoralizing everyone with his wits and
bad attitude, he often treats local employees in Capiz as slaves, because they are not level with
him, coming from a man who is a guy nanny in Dubai. With this change initiatives that I did, I
manage to influence the CEO to change.
A. Open Communication with the ExCom
When the CEO asks his VP`s what is the problem, at first, he was very hesitant to
believe, but when he sees it with his own eyes, it changes everything. So he did the
following that I told him to do.
 Listen to your VP`s
 Ask your VP`s what`s wrong in their department and what hinders growth internally.
 Asses what`s missing in the process
 Open up your mind in change.
When the CEO did all of this, he was open minded that there is really something wrong in the
organization, he was receiving falls information coming from the COO himself, he was blinded
on the reality of what is happening inside the organization. So, what he did are as follows;
 Orders all departments to direct report to him
 Orders all subordinates to do the latter
 Implements process that only the CEO can approve
When he did all of this, the sales department sells a lot of units as they have more budget to
implement sales and marketing strategies. Business Development pursue acquisition of lots that
are crucial for the development and planned and implement everything so that it can be
converted to profit.

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 B. Open Communication with the Rank-and-File Positions’
When the CEO did this, he eliminated the barrier of communication from the
rank-and-file and the employees have the freedom to consult and tell everything to the CEO.
Good things about this is, the rank-and-file are the ones who are severely affected by the
unprofessionalism of the COO. The employment rate goes down, as if no one want to work in
Pueblo de Panay. Good thing about the CEO, he is really a people person, so the bad things that
the COO did was washed away by the CEO presence. And the employees had hope that
everything will change

C. Proper Evaluation or Hiring for the ExCom

This is very crucial as who needs to be hired by the HR department as this will be
a big effect for the company. The HR department needs to screen properly all candidates and
prospects for any position. As the HR is looking for the replacement for the COO, I was offered
by the CEO to take the position but I respectfully declines, because it was not my intention to
get the position of the COO as I was still the VP of Business Development and I don’t want to
raise any questions and malice from others.
D. Termination of the COO
This is a non-negotiable for the CEO to decide, the COO has made too much
damage to the reputation of the company and too much damage to the community as he was a
pathological liar and a credit grabber. When he steps down, all of the employee was happy as
the only hindrance for the growth of the company was terminated. More candidates applied
and more partners locates inside the township. This was the change that everyone in the
company was hoping for.
E. Continuation of support for the sales department
This department needs to be taken care of because they are the front line and
the biggest income generating department in the company. They need all the moral and
financial support that they need to strive. Thankfully, the CEO realizes that and give whatever is
due to them.
F. Implementing proper compensation and benefits for all employees
Buy the leadership of the CEO, he orders HR to align and adjust the proper
compensation and benefits for all employees. This change according to the CEO is the easiest
part of change because everyone is happy and he is also thankful for the remaining employees
that they still believe that hope is coming. And it did. This was the change of course everyone
needed. I am very happy that I am part of the success and improvement that Pueblo de Panay is
having today.

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2.2 Analysis of Stakeholders

Stakeholder Interest Position Intensity of Source of Degree of Network of

Position Power Influence influence
CEO High Ally High Owner of High Medium
the
company
COO High Resistor High CEO Low Narrow
VP Business High Ally High CEO High Wide
Development
VP Sales High Ally High CEO High Wide
VP Engineering Medium Ally Medium CEO Low Narrow
VP Marketing Medium Ally Low CEO Low Narrow
VP HR High Ally High CEO Medium Narrow
CFO High Ally High CEO Medium Narrow
AVP Sales Medium Ally Medium VP Sales Medium Narrow
Sales Managers Medium Ally Medium VP Sales Medium Narrow
Sales Officers Medium Ally Medium VP Sales Medium Narrow
Leasing Medium Ally Medium VP BD Medium Narrow
Manager
Lease Officer Medium Ally Medium VP BD Medium Narrow
BD Officer Medium Ally Medium VP BD Medium Narrow
Property Medium Ally Medium VP BD Medium Narrow
Manager
Engineers Low Ally Low VP Eng Low Narrow
Assistant Low Ally Low VP Low Narrow
Marketing Marketing
Manager
HR Officer Low Ally Low VP HR Low Narrow
Accountants Low Ally Low CFO Low Narrow

It shows that every department is unified and the COO is the only one that hinders growth.

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2.3 Communication Plan

Step 1: Identify Stakeholders

- Determine whose stake holder is the receiver and doer.
Step 2: Choose the right communication Channel
- It will be either by email, calls or email
- It can be also via meeting
Step 3: Plan and develop content
- Need to make sure that the communication that you will send to other
stakeholder are clear and easy to understand
- Make sure that the content is clear and no shortcuts
Step 4: Plan and execute the plan
- Implementation is the easiest once all intentions are clear
- No shortcuts on the process
- Follow guidelines
Step 5: Evaluate and Improve
- There is always room for improvement
- Asses and evaluate every plan and see if there is anything to improve

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 Activity Objectives Method Resources Person/s Timeli Success
needed Responsible ne Indicator
Budgeting Prepare and Financial Proposals VP`s and CFO 1 Once
understands analyzation for week submitted
the budget Budgeting and
for all approved
projects
Project Understands Gan chart Engineers Engeenering 1 Once
Implementation the Process and BD week timeline is
and met
deadlines
Sale Sale of Hard Sell, Flyers, VP Sales 1 Once
residential Fleering, Booths, week closed
properties Booth Tarpaulins deals
Manning
Property Lease of Posting and Tarpaulins, Leasing 1 Leased
Leasing commercial Tarpaulins offer to Manager, VP week out
properties lease BD properties

This table shows the most important aspect of real estate developing and this is the start of all
income generation aspects.

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2.4 Monitoring and Evaluation
This is an important part of the process of change in one organization as it
defines clarity on work.

The process of Mentoring and evaluation is very crucial in every company as this
will give employees and idea on what is expected from them and it will give time for all to adjust
and perform based on what is needed by the company to achieve.

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Components of Monitoring and Evaluation

As described and explain above, for me, it means “All Hands-on Deck”. Support and help each
other to achieve what is needed to be achieved.

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 Key Result Area Key Metric Methods to Measure Target
Respondents
Market Study Analyzation of Land for Determined if the land is CEO
developing projects suitable for development or
not
Leased Out Rental Income Produce Occupancy Rate CEO
Vacant Properties
Sale of Land Profit produced Profit CEO
Joint Ventures Asses New and existing Profitability CEO
JV`s
Land Percentage of Timeline CEO
Development Development

With this I measure my departments monitoring of major orders from the CEO. It shows that
our job is very diverse in nature and will be reporting only to the CEO.

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Conclusion:
As experienced, we should not treat our subordinates less than us. They are the
one who are working with us, not for us. I now concluded this activity shows me the science and
process of evaluating an organization to make it better. It shows that whatever department you
are, once unified you will win any battle in the market.
I now understand much more the importance of every department. It is not just
business development or Sales is important, even the support and shared services are also
important for the success and growth of the company.

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