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Manapat, Carlos Laosantos. |
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Customizing a model for Dominican Colleges and Universities as a business enterprise / |
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Carlos Laosantos Manapat. |
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Thesis (Ph.D.) -- Pamantasan ng Lungsod ng Maynila, 2007.;A dissertation presented to the faculty of the Graduate School of Management in partial fulfillment of the requirements for the degree Doctor of Business Administration. |
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ABSTRACT: STATEMENT OF THE PROBLEM: The research paper aims primarily to describe the demographics, assess managerial efficiency, and present the financial status, of Dominican colleges and universities in Metro Manila. Specifically in developing and customizing a model for Managerial and Administrative Efficiency and Financial Stability. These include Letran College, Sta. Catalina College and University of Santo Tomas. There is an urgent need to address problems arising from inefficiencies that might affect the stability of an organization. It is to be noted that these schools are primarily non-stock and non-profit oriented, but profitability and managerial efficiency should be taken into account so that the organization may efficiently and effectively operate-else there is a probability of shutdown or closure. The study is primarily aimed to answer the following questions: 1. What is the general profile of each of the respondents in relation to the following factors: 1.1 Demographic related variables of Sta. Catalina College, Letran, and University of Santo Tomas: 1.1.1 Gender; 1.1.2 Age; 1.1.3 Civil Status; 1.1.4 Religion; 1.2 Employment related variables of Sta. Catalina College, Letran, and University of Santo Tomas; 1.2.1 Number of years teaching; 1.2.2 Present Rank; 1.2.3 Classification of Academic Officials; 1.3 Educational attainment of Sta. Catalina College, Letran, and University of Santo Tomas, 1.4 In service trainings and seminars of Sta. Catalina College, Letran, and University of Santo Tomas? 2. How do the respondents discern the extent of managerial and administrative competencies in: 2.1 Strategic Forecasting; 2.1.1 Setting Goals; 2.1.2 Making Decision; 2.2 Work and Task Efficiency; 2.2.1 Determining function; 2.2.2 Assigning tasks; 2.2.3 Delegating Authority; 2.3 Leadership and Communicating; 2.3.1 Leadership; 2.3.2 Communication; 2.3.3 Staff Development; 2.3.4 Motivating subordinates; 2.4 Self Management and Development; 2.4.1 Establishing controls; 2.4.2 Evaluating task performance; 2.4.3 Periodic conferences and dialogues? 3. Are the Managerial and Administrative competencies different for: 3.1 Sta. Catalina College, Letran College, and University of Santo Tomas; 3.2 The eleven colleges and faculties of University of Santo Tomas namely Arts and Letter, Architecture, Commerce, Education, Engineering, Fine Arts and Design, Music, Rehabilitation Science, Institute of Religion, Nursing, and Science? 4. Is there a significant correlation between: 4.1 Strategic Forecasting with Work and Task Efficiency, Strategic Forecasting with Leadership and Communicating, Strategic Forecasting with Self Management and Development, Work and Task efficiency with Leadership and Communicating, and Task efficiency with Self Management and Development, and Leadership and Communicating with Self Management and Development for; 4.1.1 Sta. Catalina College; 4.1.2 Letran 4.1.2.1 College of Arts and Sciences; 4.1.2.2 College of Business and Accountancy; 4.1.3 University of Santo Tomas; 4.1.3.1 Arts and Letters; 4.1.3.2 Architecture; 4.1.3.3 Commerce; 4.1.3.4 Education; 4.1.3.5 Engineering; 4.1.3.6 Fine Arts and Design; 4.1.3.7 Music; 4.1.3.8 Rehabilitation Science; 4.1.3.9 Institute of Religion; 4.1.3.10 Nursing; 4.1.3.11 Science? 5. What is the financial status of Sta. Catalina College; Letran College; and University of Santo Tomas; in terms of: 5.1 Current Assets and Current Liabilities; 5.2 Current Ratio; 5.3 Profit; 5.4 Return on Investment; 5.5 Working Capital; 5.6 Tuition Income; 5.7 Other Income; 6. Is there a significant correlation between: 6.1 Profit wit tuition fee income for Sta. Catalina College; Letran College; and University of Santo Tomas? 6.2 Profit with current ratio for Sta. Catalina College; Letran College; and University of Santo Tomas? 6.3 Profit with working capital for Sta. Catalina College; Letran College; and University of Santo Tomas? 6.4 Profit with return on investment for Sta. Catalina College; Letran College; and University of Santo Tomas? 6.5 Profit with Acid Test for Sta. Catalina College; Letran College; and University of Santo Tomas? 6.6 Profit with working capital and current ratio for Sra. Catalina College; Letran College; and University of Santo Tomas? 6.7 Profit with working capital and tuition fee income for Sta. Catalina College; Letran College; and University of Santo Tomas? 6.8 Profit with donated capital and current ratio for Sta. Catalina College; Letran College; and University of Santo Tomas? 6.9 Return on Investment with current ratio for Sta. Catalina College; Letran College; and University of Santo Tomas? 6.10 Return on investment with acid test ratio for Sta. Catalina College; Letran College; and University of Santo Tomas? 6.11 Return on Investment with donated capital and acid test ratio for Sta. Catalina College; Letran College; and University of Santo Tomas? RESEARCH METHODOLOGY: This study used the descriptive method. It described systematically a situation or area of interest factually and accurately. This technique, according to Cooper and Schindler (2003), will tell what exists and what is about a certain phenomena. Accurate observation and assessment aim from the data ascertain the nature and evidence of prevailing conditions, practices or description of objects, processes and persons who are all objects of descriptive research. The descriptive method was used to accurately explain variables in the survey, and correlate these variables which aided the development of managerial and administrative models. In addition, descriptive method was also used to describe and expound the financial status of participating Dominican Network Schools. Furthermore, the performance related variables were also correlated which aided the development of profit models. CONCLUSIONS: Here are the conclusions based on the summary: 1. The average faculty of Sta. Catalina College is female whose age belong to 41-50 years old, married, and Catholic. Letran also posted more or less the same figure except that their average faculty belongs to the age bracket of 31-40 years old. University of Santo Tomas posted same as Letran. 2. Employment related variables for Sta. Catalina posted that respondents vary in years of teaching experience, and their present ranks are mostly in the instructor level. Letran on the other hand have faculty members who are just starting on their careers in the academe and most are in the ranks of assistant professors. University of Santo Tomas posted almost the same as Letran except that faculty members have more years of teaching experience. 3. Educational attainment for Letran and University of Santo Tomas are the same, most of the faculty members already finished their masters degree while Sta. Catalina has yet to finish theirs. 4. In-service trainings and seminars for the three (3) schools have similarities and differences. Curriculum development trainings and seminars and Human Behavior and relationships are common for three (3) while Sta. Catalina opted to give more time for Leadership Trainings and Seminars. Letran also ventured in the same track with Sta. Catalina giving more trainings and seminars to leadership. On the other hand, University of Santo Tomas concentrated their efforts in Management Information System. Fiscal Management is the least priority of the three (3) respondent schools. Management Information System is least prioritized by Sta. Catalina College, Supervision of Instruction is least prioritized by Letran College. 5. For managerial and administrative efficiency; strategic forecasting which is also planning function, the three (3) schools posted satisfactory. For work and task efficiency which is also the organizing function, the three (3) schools also got satisfactory. For leadership and communicating which is also the direct function, both Sta. |
| 520 ## - SUMMARY, ETC. |
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Catalina College and University of Santo Tomas posted very satisfactory while Letran only got satisfactory. For self management and development which is the controlling function both Sta. Catalina College and University of Santo Tomas got very satisfactory while Letran got satisfactory. 6. Sta. Catalina College and Letran posted three (3) out of six (6) possible models for managerial and administrative efficiency namely, work and task efficiency with leadership and communicating, work and task efficiency with self management and development, and leadership and communicating with self management and development. University of Santo Tomas got six (6) out of six (6) possible models. 7. For the financial status of the three (3) schools, Letran proved to be consistent and better compared with Sta. Catalina and University of Santo Tomas. From current ratio, profit, return on investment, working capital, tuition income and other income; Sta. Catalina College posted declining, a slight recovery is seen but not enough, Letran showed stability except for some short term fluctuations. Tuition fee income proved to be declining. University of Santo Tomas posted an increasing trend on the first half and a declining second half on current assets against current liabilities, current ratio is fluctuating but still on acceptable standards, return on investment is recovering after experiencing a downward trend, working capital is steadily declining, tuition fee income is increasing except for a certain year, other income is recovering until recent years. 8. There are similarities and differences in profit and profitability models from the three (3) schools based on this research. Sta. Catalina posted a strong and significant correlation between profit with tuition fee income while Letran College and University of Santo Tomas posted insignificant correlation. Letran College |
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| 711 ## - ADDED ENTRY--MEETING NAME |
|---|
| Meeting name or jurisdiction name as entry element |
|
| -- |
|
| Date of meeting or treaty signing |
|
| Number (BK CF MP MU SE VM MX) [OBSOLETE] |
|
| Number of part/section/meeting |
|
| Title of a work |
|
| Location of meeting |
|
| 730 ## - ADDED ENTRY--UNIFORM TITLE |
|---|
| Version |
|
| -- |
|
| Uniform title |
|
| Date of treaty signing |
|
| Number of part/section of a work |
|
| Name of part/section of a work |
|
| Date of a work |
|
| Language of a work |
|
| Form subheading |
|
| 740 ## - ADDED ENTRY--UNCONTROLLED RELATED/ANALYTICAL TITLE |
|---|
| -- |
|
| -- |
|
| Uncontrolled related/analytical title |
|
| -- |
|
| -- |
|
| Number of part/section of a work |
|
| -- |
6 |
| 753 ## - SYSTEM DETAILS ACCESS TO COMPUTER FILES |
|---|
| Operating system |
|
| -- |
|
| Make and model of machine |
|
| 767 ## - TRANSLATION ENTRY |
|---|
| Title |
|
| -- |
|
| Record control number |
|
| 770 ## - SUPPLEMENT/SPECIAL ISSUE ENTRY |
|---|
| Title |
|
| -- |
|
| Record control number |
|
| International Standard Serial Number |
|
| 773 ## - HOST ITEM ENTRY |
|---|
| Main entry heading |
|
| -- |
|
| Place, publisher, and date of publication |
|
| Related parts |
|
| Material-specific details |
|
| Title |
|
| Edition |
|
| -- |
|
| Relationship information |
|
| Abbreviated title |
|
| 775 ## - OTHER EDITION ENTRY |
|---|
| Title |
|
| -- |
|
| Record control number |
|
| International Standard Serial Number |
|
| 776 ## - ADDITIONAL PHYSICAL FORM ENTRY |
|---|
| Uniform title |
|
| -- |
|
| Main entry heading |
|
| Place, publisher, and date of publication |
|
| Edition |
|
| International Standard Book Number |
|
| Relationship information |
|
| Title |
|
| International Standard Serial Number |
|
| Physical description |
|
| Qualifying information |
|
| Record control number |
|
| 780 ## - PRECEDING ENTRY |
|---|
| International Standard Serial Number |
|
| -- |
|
| Main entry heading |
|
| Related parts |
|
| Title |
|
| Record control number |
|
| 785 ## - SUCCEEDING ENTRY |
|---|
| Title |
|
| -- |
|
| Record control number |
|
| Main entry heading |
|
| International Standard Serial Number |
|
| 787 ## - OTHER RELATIONSHIP ENTRY |
|---|
| International Standard Serial Number |
|
| -- |
|
| Place, publisher, and date of publication |
|
| Related parts |
|
| Relationship information |
|
| Title |
|
| Record control number |
|
| 800 ## - SERIES ADDED ENTRY--PERSONAL NAME |
|---|
| Personal name |
|
| -- |
|
| Dates associated with a name |
|
| Language of a work |
|
| Date of a work |
|
| Title of a work |
0 |
| Fuller form of name |
|
| Volume/sequential designation |
|
| 810 ## - SERIES ADDED ENTRY--CORPORATE NAME |
|---|
| Corporate name or jurisdiction name as entry element |
|
| -- |
|
| Subordinate unit |
|
| Date of a work |
|
| Title of a work |
|
| -- |
|
| Volume/sequential designation |
|
| 830 ## - SERIES ADDED ENTRY--UNIFORM TITLE |
|---|
| International Standard Serial Number |
|
| -- |
|
| Uniform title |
|
| Name of part/section of a work |
|
| Number of part/section of a work |
|
| Language of a work |
0 |
| Volume/sequential designation |
|
| 942 ## - ADDED ENTRY ELEMENTS |
|---|
| Institution code [OBSOLETE] |
|
| -- |
lcc |
| Item type |
Book |