Presentation 1

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 Attomey’s 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 where % = percent N x 100 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 = Σ Wi Xi

nWhere,

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.

SLOVIN’S FORMULA

n = N n = sample size 1 + Ne2 N = population size

e = 0.01 or 0.05

n= 71 1 + 71 (0.05)2

n = 60. 297 = 60 respondents

n = N n = sample size 1 + Ne2 N = population size

e = 0.01 or 0.05

SLOVIN’S FORMULA

AGE

Age bracketRespondent

s %

20-30 5 8.33%

31-40 16 26.67%

41-50 19 31.67%

51-60 20 33.33%

TOTAL 60 100.00%

TABLE 1FREQUENCY 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.

GENDER

GenderRespondent

s %M 29 48.33%F 31 51.67%

TOTAL 60 100.00%

TABLE 2FREQUENCY 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.

POSITIONPosition Respondents %

Admin Aide II 7 11.67 %Admin Aide III 6 10 %Admin Aide IV 13 21.67 %Admin Aide VI 8 13.33 %Admin Officer 6 10 %

Admin Officer II 5 8.33 % Admin Officer V 5 8.33 %Admin Assistant

I 6 10 %Security Guard 4 6.67 %

TOTAL 60 100 %

TABLE 3FREQUENCY 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.

LENGTH OF SERVICELength of Service Respondents %

1-5 yrs. 3 5.00 %6-10 yrs. 11 18.33 %

Above 10 yrs. 46 76.67 %

TOTAL 60100.00

%

TABLE 4FREQUENCY 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.

•PUBLIC RELATIONSSTATISTICS PER ITEM

SCALE NO.OF RESPONDENTS

PERCENTAGE WEIGHTED MEAN

A 12 1.82 60

B 173 26.21 692

C 342 51.82 1026

D 133 20.15 266

E 0 0

TOTAL 660 100% 2044/660

WEIGHTED MEAN 3.09697

WEIGHTED MEAN

Q1. Identify work unit’s diverse publics or stakeholders in its activities and performance.

In identifying work unit’s 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 unit’s 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 non-experts 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 unit’s 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 management’s 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 personnel’s continuous improvement. The effective public relations in DOJ will also enable the management to manage crisis, issues, and risks easily.

•COORDINATIONSTATISTICS PER

ITEM

SCALE NO.OF RESPONDENTS

PERCENTAGE WEIGHTED MEAN

A 12 1.82 60B 155 26.21 620C 160 51.82 480D 33 20.15 66E 0 0 1226/360

TOTAL 360 100% WEIGHTED MEAN 3.4056

WEIGHTED MEAN

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

PLANNING

Number of Respondents

Percentage (%)

Weighted Mean

Always (5) 0 0 0

Often (4) 8 13.33 0.53

Sometimes (3) 26 43.33 1.3

Seldom (2) 26 43.33 0.87

Never (1) 0 0 0

Total: 60 100% 2.7

TABLE 7.1PERCENTAGE AND WEIGHTED MEAN DISTRIBUTION TABLE Q1

FOR PLANNING

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.

Number of Respondents Percentage (%) Weighted Mean

Always (5) 0 0 0

Often (4) 8 13.33 0.53

Sometimes (3) 38 63.33 1.9

Seldom (2) 14 23.33 0.47

Never (1) 0 0 0

Total: 60 100% 2.9

TABLE 7.2PERCENTAGE AND WEIGHTED MEAN DISTRIBUTION TABLE

Q2 FOR PLANNING

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.


Percentage (%) Weighted Mean

Always (5) 0 0 0

Often (4) 14 23.33 0.93

Sometimes (3) 16 26.67 0.8

Seldom (2) 30 50 1

Never (1) 0 0 0

Total: 60 100% 2.7


Q3 FOR PLANNING

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.



Always (5) O 0 0Often (4) 11 18.33 0.73Sometimes (3) 38 63.33 1.9Seldom (2) 11 18.33 0.37Never (1) 0 0 0

Total: 60 100% 3


Q4 FOR PLANNING

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.


Always (5) 0 0 0

Often (4) 11 18.33 0.73

Sometimes (3) 45 75 2.25

Seldom (2) 4 6.67 0.13

Never (1) 0 0 0

Total: 60 100 3.11


FOR PLANNING

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.


Always (5) 0 0 0

Often (4) 11 18.33 0.73

Sometimes (3) 26 43.33 1.3

Seldom (2) 23 38.33 0.77

Never (1) 0 0 0

Total: 60 100% 2.8

TABLE 7.6PERCENTAGE AND WEIGHTED MEAN DISTRIBUTION

Q6 FOR PLANNING

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.



Always (5) 0 0 0

Often (4) 7 11.67 0.47

Sometimes (3) 40 66.67 2

Seldom (2) 13 21.67 0.43

Never (1) 0 0 0

Total: 60 100% 2.9

TABLE 7.7PERCENTAGE AND WEIGHTED MEAN DISTRIBUTION Q7 FOR PLANNING

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 organization’s 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


Percentage (%)

Weighted Mean

Always (5) 0 0 0

Often (4) 24 40 1.6

Sometimes (3)

32 53.33 1.1

Seldom (2) 4 6.67 0.13

Never (1) 0 0 0

Total: 60 100% 2.83

TABLE 8.1PERCENTAGE AND WEIGHTED MEAN

DISTRIBUTION TABLE Q1 FOR IMPLEMENTATION

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.


Percentage (%)

Weighted Mean

Always (5) 0 0 0

Often (4) 15 25 1

Sometimes (3)

37 61.67 1.85

Seldom (2)

8 13.33 0.27

Never (1) 0 0 0

Total: 60 100% 3.12


TABLE Q2 FOR IMPLEMENTATION

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.


Percentage (%)

Weighted Mean

Always (5) 0 0 0

Often (4) 21 35 1.4

Sometimes (3)

32 53.33 1.6

Seldom (2) 7 11.67 0.23

Never (1) 0 0 0

Total: 60 100% 3.23


TABLE Q3 FOR IMPLEMENTATION

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 8.4PERCENTAGE AND WEGHTED MEAN



Percentage (%)

Weighted Mean

Always (5) 0 0 0

Often (4) 12 20 0.8

Sometimes (3)

43 71.67 2.15

Seldom (2) 5 8.33 0.17

Never (1) 0 0 0

Total: 60 100% 3.12

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.




Percentage (%)

Weighted Mean

Always (5)

0 0 0

Often (4) 11 18.33 0.73

Sometimes (3)

43 71.67 2.15

Seldom (2)

6 10 0.2

Never (1) 0 0 0

Total: 60 100% 3.08

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.




Percentage (%)

Weighted Mean

Always (5) 0 0 0

Often (4) 28 46.67 1.87

Sometimes (3)

28 46.67 1.4

Seldom (2)

4 6.67 0.13

Never (1) 0 0 0

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 EmployeesSavings Time savings Clarification of expectationsAccuracy Reduced conflicts Improved self-assessmentAccountability Visible accountability Improved performanceProductivity Efficiency Career PathsRetention Consistency Job satisfactionCommunication 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.

ALL FIGURES ARE IN PERCENTAGE (%)

TABLE 1: FINANCIAL MANAGEMENT DATA FROM THE RESPONDENTS


Percentage (%)

Weighted Mean

Always (5) 17 28.33 1.42

Often (4) 23 38.33 1.53

Sometimes (3)

15 25 0.75

Seldom (2) 5 8.33 0.17

Never (1) 0 0 0

Total: 60 100% 3.87


FOR FINANCIAL MANAGEMENT


DISTRIBUTION TABLE Q2 FOR FINANCIAL MANAGEMENT


Percentage (%)

Weighted Mean

Always (5) 11 18.33 0.92

Often (4) 33 55 2.2

Sometimes (3)

13 21.67 0.65

Seldom (2) 3 5 0.1

Never (1) 0 0 0

Total: 60 100% 3.87


DISTRIBUTION TABLE Q3 FOR FINANCIAL MANAGEMENT

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