Developing Leaders for Good Governance

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In case of Rizalina Vincua, she didn’t focus on “best practices” or indoctrination on system brought about by leadership training. Vincua looks at it as a substantial factor for her personality development. Training allows her to grow both personally and professionally. She really came out of her shell and unleashes her potential to be an effective leader.

Contingency plan

A training program must be implemented properly in order to yield successful results.

Guidelines for creating a successful training program:

- Identify the specific critical tasks for which training is needed.

- Identify the proper people who will be capable of performing the training tasks.

- Schedule adequate funds, time, training materials and training facilities.

- Show the employees that training represents an integral part of their overall development.

Leadership training program helps the organization to represent an excellent way to cultivate leadership within the organization.

SUPERINTENDENTS’ LEADERSHIP PROGRAM FOR DEPED

Background of the Case

Many ideas have been introduced such as the K-12 programme, the rationalization plan and collaborative learning’s among others have been tumultuous for Dr. Joel Quintan, the Department of Education (DepEd) Division Superintendent for Surigao del Norte and many others in Deped. Many of the changes being implemented brought fear and anxiety to DepEd personnel, as anything new is usually met with the opposition. The resistance to change was at an alarming high-level. The situation becomes more complicated by the vast different approaches between them and the new administration as well as the shifting of the old to new educational system- the k-12 curriculum.

Time Complex

It has been four years since the Philippines shifted to a new educational system. This reform program, which added two years to the old basic education system met with so much opposition. Many have been said about K-12 curriculum-what it is and what it covers, what it offers and what it hopes to achieve. Despite numerous awareness campaign efforts, opposition still exists. This is perhaps, due to lack of information about the differences between the old and new systems. These problems are now the focus of concentration of Dr. Joel Quintan and his colleagues. How he was going to accept the transition of old to new educational system? What are the possible ways for a realization of changing the process? How he was going to defend his staff from new employees brought about by the sudden change in the administration?

View Point

Today, organizations face rapid change like never before. The reason is- globalization has increased the markets and opportunities for more growth. Change requires people to learn new behaviors and skills. When an organization embraces change, resistance may come from employees who are generally skeptical of change initiatives, especially if they have lived through botched implementations in the past. To reduce resistance among employees, administrators should employ tools for effective communication- a clear explanation of how the contemplated changes can help employees do their jobs more efficiently. There is no need to fear change. Instead, organizations should embrace change as a way to lay the foundations for enduring success.

Statement of the Problem

When change is implemented in an organization, there is often resistance. This resistance often from people’s fear- of change in the work, of change in the process or the possibility of losing job. This change should include a clear objectives and strategic implications. As managers it is essential to communicate the reasons for the change as well as the process needed to make the change. Effective communication and training are important for employees to understand and adapt to a change.

Joel Quintan, the Department of Education’s Division Superintendent and her colleagues faces catastrophic in embracing the change - the k-12 program and the organizational change or the rationalization plan. Due to rationalization plan, almost of the employees of DepEd were replaced by new ones coming from academe and universities with different culture. This changes being implemented brought fear and anxiety to DepEd personnel. With a new administration and new ideas of K-12 programme, the past two to three years have been turbulent for him and many others in DepEd.

Areas of Consideration

Strengths

1. PAHRODF and the Learning Service Providers (LSPs) were the two intermediaries who are neutral and credible in laying out the platform of the k-12 programme and the rationalization plan.

2. A 12- module Superintendent Leadership Programme was conducted to strengthen the superintendents’ role in bridging the gap between the central office and the school administrators and teachers.

Weaknesses

- Inherent distrust and hurtful comments of the new DepEd officials towards the old personnel.

- Different approaches of the new and old administration in implementation of the K-12 programme and the rationalization plan.

Opportunities

- The possibility of slowing down the walls between the old and the new DepEd administration.

- Positive appreciation of the K-12 programme and its implications to the future generations of Surigao Del Norte.

Threats

- The different culture brought by the new personnel. This new personnel’s came from academe and universities.

- One reason that old employees resist change is that they simply think that change is going to make their life worse (complicate their job).

Recommendations

The situation that has transpired in the organization of DepEd few years ago has taught great things to Dr. Joel Quintan, the DepEd Division Superintendent of Agusan del Norte. The new ideas of the K-12 programme and the rationalization

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