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100			_e _e _aAguada, Felipe M. _d _b4 _u _c0 _q16
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245		0	_a _aOrganizational development strategies for the PMI Colleges : _d _bresponse to challenges and prospects / _n _cFelipe M. Aguada. _h6 _p
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300			_e _e _c28 cm. _axxviii, 235 pages _b
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336			_b _atext _2rdacontent
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500			_a _aThesis (Ph.D.) -- Pamantasan ng Lungsod ng Maynila, 1995.;A dissertation presented to the faculty of Graduate School of Arts, Sciences and Education in partial fulfillment of the requirements for the degree Doctor of Education major in Educational Administration. _d _b _c56
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520			_b _b _c _aAbstract: This study examined Organizational Development (OD) strategies that could be adopted by the PMI Colleges (PMI) in view of the various developments affecting its operations, particularly, the creation of the Commission of Higher Education (CHED), the apparently low performance of PMI graduates in Professional Regulations Commission (PRC) Examinations, and the changes in the maritime industry. With the varies challenges coming from various sectors, PMI has also to contend with the internal inefficiencies arising from administrative and managerial, employee, faculty, student and operations related concerns. This study aimed to provide baseline information gathered from various PMI constituents on possible changes in organization or organizational behavior to adopt and improve, directly or indirectly, PMI's academic services, enhance the standing of its graduates in board examinations and upgrade their job competencies. Specifically, the study sought to answer the following questions: (1) What organizational development strategies need to be implemented by PMI as perceived by the following groups? (a) management; (b) faculty; (c) support staff; and (d) students? (2) How are the expected organizational development strategies prioritized by the respondents groups? (3) What differences, if any, are there in the prioritization of the OD strategies? (4) How can the differences in perceptions, if any, of the respondent groups be harmonized to arrive at a synergetic strategy for organizational efficiency of the PMI? (5) What are the implications of the prioritization and differences in the perceptions of the groups to the PMI? Methodology The study employed the descriptive research method incorporating the OD action research model and survey feedback approach. A questionnaire developed using a five-point Likert scale was used covering the seven major organizational areas of PMI's operations, patterned after those identified by Robbins. Respondents consisted of four groups; administrators, faculty, staff and students from PMI Manila and Quezon City. Random sampling was used for representatives comprising 35 administrators; 150 faculty members; 75 staff and employees; and 500 students. Data analysis used comparison of means, frequency analysis and ranking. FINDINGS The study revealed the following significant findings: (1) Of the various OD strategies examined, there was a consensus among the respondents that survey feedback was most effective for PMI. As for the other strategies, there were differences in perceptions depending on which area and group it was to be applied and which group was suggesting the strategy. The least preferred were intergroup development and changing organization culture. (2) The area that required the highest priority for OD implementation was PMI's operational efficiency, followed by PMI's leadership and administration, organizational structure and faculty. (3) As to the differences in the prioritization of the strategies. It was revealed that the respondent groups tend to recommend OD strategies for other groups than their own group. (4) On the part of the employees and students, they felt that majority of the OD strategies may be effective in improving the seven major areas of PMI's operations, particularly PMI's operational efficiency and leadership effectiveness. (5) On how the various perceptions of the respondent groups could be reconciled and harmonized, it was noted that PMI management is the key factor in the OD process. The respondent groups perceive that management would improve PMI's operations and itself. (6) The implications of the prioritization of the various OD strategies as indicated above showed differences among the various groups. Consequently, the OD plan ensures that organizational changes are not implemented haphazardly or on a piecemeal basis. CONCLUSIONS Considering the above findings, the following are the conclusions: (1) There is need for PMI to institute organizational changes to improve its operational efficiency. The disparity between the actual and desired conditions of the organizational areas assessed as perceived by the constituents of PMI supports the view that PMI has to institute changes to improve its operational efficiency. As emphasized by Daft (1992:262) OD proceeds from a perception that there is a need for organizational changes. (2) There are priority areas in which specific organizational development strategies should be implemented. The various groups also felt that there are priority areas and specific organizational development strategies applicable. There is a gap between administration and faculty, specifically on how each respondent group perceives the other. These disparities in perceptions are barriers to efficiency and effectiveness. Reconciling these divergent perceptions could be achieved through OD. (3) There are differences in the prioritization of the OD strategies that have to be implemented by PMI. However, all groups felt that OD strategies could be used to improve PMI's operations. (4) Despite the differences in perceptions among the respondent groups, PMI could use OD as a strategy to improve its operational efficiency. In reconciling the divergent prioritization of the various OD strategies applicable to PMI, a workable proposal for OD is presented for a systematic and holistic approach to OD. (5) The resulting prioritization of OD strategies, priority areas for OD implementation, and differences in the perceptions imply the need for PMI to adopt an OD strategy to improve its efficiency. There are priorities to be addressed and OD strategies for these priorities. RECOMMENDATIONS Considering the findings and conclusions of the study, the following recommendations are presented: (1) The proposed organizational development strategy be adopted and implemented by PMI to improve its operational efficiency. The aim of the study was an organizational development strategy for PMI to improve its operational efficiency and respond to the challenges and prospects of the rapid changing global environment, especially those caused by its external environment - the CHED, Maritime Industry, and PRC. Specifically, OD strategies for management include: (a) modifying the organizational structure by integrating academic orientation of PMI's previous structure and the military aspects structure; (b) defining the functions and responsibilities of deans; (c) integrating PMI's academic thrusts; and (d) creating a council of deans to monitor developments in the environment that affect PMI's operations. Proposed OD strategies directed towards PMI's faculty include improving teaching competencies and self -image of faculty by offering a graduate degree in maritime studies or education. The triadic objectives of the proposed program are: (a) improving faculty competence by providing faculty with a means of obtaining a master's degree suited to PMI needs and field of specialization; (b) maintaining a pool of faculty that meets CHED requirements and the increasing demand for maritime education; and (c) integrating PMI faculty development programs. OD strategies proposed for employees focus on: (a) redesigning jobs; and (b) improving the workplace and work life of employees. These involve a transition of work methods and computerization. Although parts of the OD plan could be adopted, a piecemeal strategy may not be as effective as a systematic and holistic approach. (2) PMI must adopt OD as an overall strategy to continually improve itself, adopt to, if not anticipate, changes in the environment to maintain its leadership in maritime education. It is through operations that the PMI will be able to face global competitiveness, one of the major thrusts of the CHED and the Philippines 2000. PMI must utilize and enhance its human resources to its best advantage. The proposed council of deans to assist the superintendent would be a significant step in this direction. PMI must realize that its graduates are geared for the maritime industry and labor, and this is a major contribution to its global competitiveness. The proliferation of maritime schools that cater to the growing demand for maritime education may never be a threat to PMI as the premier maritime institution. Thus, PMI must take this as a challenge to maintain its leadership and offer quality education. _u
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