conducted an extensive campaign regarding the post-graduate courses SJIT offers. They intensified in-formation dissemination in both public and private insti-tutions. They also initiated the “each one bring two”, a strategy encouraging the existing students to recruit additional enrollees. Two recruits will give the spon-

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Volume 1, Issue 1

September 2012

SJIT GRADUATE SCHOOL SOARS HIGH

2012 Graduation: A Breakthrough by Maria Dinah D. Abalos

Hurray! SJIT Graduate School made it!

Thirty nine (39) stunning and full of pride PhD, MAED, MM, Thesis and Non- Thesis graduates stand in array as they con-ceitedly trailed to the stage during the March 2012

Graduation held at Dotties Hotel Conference Hall. It was the first graduation to have such a prodigious number of graduates from the graduate school depart-ment.

The evolution of renowned universities and colleges

has been documented in over the last 23 years; Saint Joseph Institute of Technology Graduate School originated per-haps with struggle but manipulated unseen forces that resulted to multi-faceted break-throughs. continued on pp. 3...

Editor-in-Chief Judy M. Fernandez

Associate Editor Maria Chelo R. Lucero

Contributors Maria Dinah D. Abalos

Adrian G. Advincula

Photo Correspondent Susano S. Baiño, Jr.

Circulation-in-Charge Mila Mindajao

Adviser Dr. Clara D. Almendralejo

Editorial Staff Dean Dr. Clara D. Almendralejo Ph.D Program Head Dr. Mansueto P. Atillo M.M. Program Head Dr. Marieta A. Lumawag MAED Program Head Dr. Susan A. Quizon

Dr. Rosalinda C. Celeste Dr. Freddie C. Mero Dr. Florencio F. Sunico

Dr. Isidro Biol, Jr. Dr. Fernando T. Herrera Faculty Dr. Levita B. Grana

Dr. Elena Paulma

Dr. Emalina Tarabanza

Dr. Daylinda J. Tampus

Mr. Amy C. Saavedra, MSCA

Ms. Liz Irish N. Villamor, MAED

Faculty & Staff

The school year 2011-2012 has been amazing chapter in the history of the SJIT Graduate School. Since the start of its gradu-ate school program, the number of enrollees from the three different courses had boost up to its highest. It has been continuously growing in the previous years but this year has made a remarkable achievement exceeding the expected record of stu-dents.

The graduate school de-partment started in 2007 and there were only 37 enrolled students all in the master’s degree program. It was a good start for a novice but said number would not be an assurance for the school to continu-ously grow in number.

It did increase in the follow-ing academic year, plotting the record with more than a hundred students. In its third year another challenge was faced when the enroll-ment decreased, the school then has seen the need for another plan to regain the loss.

Headed by the graduate school dean, Dr. Clara D. Almendralejo, the school

Enrolment Statistics of SJIT Graduate School

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50

100

150

200

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300 Enrolment StatisticsAY 1st Sem 2011-2012 to 1st Sem 2012-2013

sponsor a discount in their tuition fees. It was basically a win-win situation between the school and its students.

Presently, the graduate school con-tinues to soar high, not just with its high enrollment record, but of its number of graduates as well. To-gether with its growth, it has also devoted itself to intensifying its exist-ing programs and maintaining its quality. Truly, the department is aim-ing towards becoming globally ex-cellent.

Aristotle once said, “Excellence is not an act but a habit”, so then will SJIT continue its habit of striving for ex-cellence and provide the quality edu-cation each student deserves.

(Judy Fernandez)

A great day that was will describe it all. A day filled with empowerment, mutual trust and continuous learning. Another milestone has been achieved as the MM 112 (Global Trends in Service Excellence) class of SJIT Graduate School trooped to Equi-Parco Con-struction Company Inc. (EPCCI) last July 28, 2012. Dr. Levita B. Grana, the class professor, organized and facilitated the office and plant tour. It was intended to fully recognize the essence of quality in plans, pro-grams, strategies, and tac-tics. A brief presentation was shown by Ms Catherine B. Aparicio, Quality Man-agement Representative of EPCCI, highlighting the organiza-tion’s unparalleled success in the construction industry through the years. It made a remarkable impact

on the participants as manifested in their great interest towards the en-tire discussion.

The important lesson all the partici-pants learned from the tour is GENUINE COMMITMENT TO

QUALITY. True enough, commit-ment is the driving force that keeps

us going despite tremen-dous obstacles. Commit-ment is the enemy of re-sistance, for it is the seri-ous promise to press on, to get up, no matter how many times we stumble. The said event would not have been that successful without the earnest efforts of class leaders Mr. Jun Baino and Ms. Maria Chelo Lucero. It was in-deed an event of anticipa-tion, enthusiasm, excite-ment, laughter, camara-derie and good food. The astounding responses from all participants are enough reasons to do it

often not only today but also for the days to come as we zoom beyond the skyline in 2012.

SJIT soars... from pp.1

ZOOM BEYOND THE SKYLINE by Adrian G. Advincula

The MM 102 class together with their adviser Dr. Levita B. Grana (2nd from right)

GRADUATE SCHOOL STUDENT ORGANIZATION 2012-2013

The new set of GSSO Officers for A.Y. 2012-2013 were inducted during the Orientation Program last September 8, 2012 in the SJIT MMC. Inducting is SJIT Sr. Vice-President Prof. Nicole Joy C. Salas. (right)

VOL UME 1, I SSU E 1

The continued increase in the Graduate School enrolment attrib-uted much by the unwavering en-couragement, influence, and sup-port of the current dean, Dr. Clara D. Almendralejo. Her leadership brought prestige to the institution and to the graduates.

Hence, a wise decision on the place of study is vital. While others opt for other famous schools and universi-ties in Luzon and Visayas in pursuit for their graduate studies, some are highly attracted to spending their last years of study in SJIT and I am one of those who cherished and treasured it most.

Kudos! To SJIT Graduate School for the breakthrough that was and is carefully hoped not be broken in the years to come.

Maybe because of the limelight it brought to thousands of students whom it treasured up to date. Yes, SJIT, an institution that etched every learner’s shell of learning that is undoubtedly spontaneous in them.

In the realm of superior education, SJIT’s dedication to serve its clien-teles and perform outstandingly in its programs and projects emerged itself to global recognition, particu-larly the International Organiza-tion for Standardization 9001 which all its graduates are proud of. Locally, it is an icon to the young and aged professionals who love to continue graduate studies, because they have that unwavering trust and confidence that professors in the graduate school are more than ca-pable of delivering and providing needed instruction.

“What do you do with hard-headed subordi-nates?” A new supervisor once asked. “Well,” I replied, “how do you make tough meat ten-der?” Many things can be learned from the pressure cooker – that wonder pot that can reduce hours of boiling to minutes, and transform tough meat into a meal. The first distinctive feature of a pressure cooker is its tight seal that isolates the external environmental tem-perature from the internal. In dealing with tough meat in a team, a manager is well ad-vised to mentally isolate the problem em-ployee from the rest. It is very clear that this employee is not like the rest, so there is no point in stressing the obvious. A good man-ager may look into the reasons why the em-ployee is uncooperative by asking the follow-ing important questions: Does the employee have problems at home? At work? Is the em-ployee not prepared or disposed to cooperate with the particular boss? Is the boss unfit? Does the boss appear to be unfit for his managerial position? Basically, it is in isolating the various factors affecting the uncooperative employee that a manager is able to concen-trate on the right intervention mechanisms. If

the employee has personal problem at home or in the office, the manager will know how to help. If the problem is with the boss, then the boss can make the necessary adjustments to level with the employee.

Another characteristic of the pressure cooker is its extreme concentrated heat. A good man-ager may need to show warmth in order to gain the trust of problem employees. More importantly he must be consumed with pas-sion in bridging the apparent gap that makes the problem employee a stubborn member of the team. Contrary to the age-old adage, time does not always heal. Time, not well spent , even contributes to the problem. A common mistake of managers is to ignore the problem, hoping that “the problem will go away.” The problem may truly go away, but in the process it may distance itself together with the em-ployee, hence making it more difficult for the manager to motivate the member to work with

the team. Finally, a pressure cooker is not totally sealed. It allows some steam to escape through a small spot, kept safe by a regulator to prevent it from busting. Problem employees must be allowed to let out some steam, lest they ex-plode and bring irreparable damage to the organization. Problem employees need to be reminded that they enjoy all rights given to citizens, including the right to speak. Letting it all out is both psychologically cathartic and managerially effective. By letting it all out, the problem employee can freely express and discuss the problems that act as barriers to effective communication and cooperation with the boss. In doing so, there is an emptying that allows the employee to create a vacuum that can only be filled by the boss. On the other hand, this emptying allows the boss to see and hear through the problem of the em-ployee and apply the necessary solutions needed. So, what is the best way to deal with tough meat in the organization? Place them inside the managerial pressure cooker. Cook until tender.

2012 graduation...breakthrough from pp.1

THE MANAGER AS COOK (Joseph Vergara, THE PUBLIC MANAGER September 2002)

A good manager must be consumed with passion in bridging the apparent gap that makes the problem employee a stubborn member of the team.