Volume 1, Issue 1
The MANAGER
ST. JOSEPH INSTITUTE OF TECHNOLOGY - GRADUATE SCHOOL
September 2012
SJIT GRADUATE SCHOOL SOARS HIGH The school year 20112012 has been amazing chapter in the history of the SJIT Graduate School. Since the start of its graduate 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 students. The graduate school department 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 continuously grow in number.
It did increase in the following academic year, plotting the record with more than a hundred students. In its third year another challenge was faced when the enrollment 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 300 250
conducted an extensive campaign regarding the post-graduate courses SJIT offers. They intensified information dissemination in both public and private institutions. They also initiated the “each one bring two”, a strategy encouraging the existing students to recruit additional enrollees. Two recruits will give the spon-
Enrolment Statistics AY 1st Sem 2011-2012 to 1st Sem 20122013
200 150 100 50 0
Enrolment Statistics of SJIT Graduate School
2012 Graduation: A Breakthrough by Maria Dinah D. Abalos Hurray! SJIT Graduate Graduation held at Dotties School made it! Hotel Conference Hall. It was the first graduation to Thirty nine (39) stunning have such a prodigious and full of pride PhD, number of graduates from MAED, MM, Thesis and the graduate school departNon- Thesis graduates ment. stand in array as they conceitedly trailed to the stage The evolution of renowned during the March 2012 universities and colleges
has been documented in over the last 23 years; Saint Joseph Institute of Technology Graduate School originated perhaps with struggle but manipulated unseen forces that resulted to multi-faceted breakthroughs. continued on pp. 3...
Faculty & Staff
Editorial Staff 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
Dean Ph.D Program Head M.M. Program Head MAED Program Head Faculty
Dr. Clara D. Almendralejo Dr. Mansueto P. Atillo Dr. Marieta A. Lumawag Dr. Susan A. Quizon Dr. Levita B. Grana Dr. Fernando T. Herrera Dr. Isidro Biol, Jr. Dr. Rosalinda C. Celeste Dr. Freddie C. Mero Dr. Florencio F. Sunico Dr. Elena Paulma Dr. Emalina Tarabanza Dr. Daylinda J. Tampus Mr. Amy C. Saavedra, MSCA Ms. Liz Irish N. Villamor, MAED
ZOOM BEYOND THE SKYLINE by Adrian G. Advincula 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 Construction Company Inc. (EPCCI) last July 28, 2012.
on the participants as manifested in their great interest towards the entire discussion.
QUALITY. True enough, commitment is the driving force that keeps us going despite tremendous obstacles. Commitment is the enemy of resistance, for it is the serious promise to press on, to get up, no matter how many times we stumble.
The said event would not have been that successful Dr. Levita B. Grana, the without the earnest efforts class professor, organized of class leaders Mr. Jun and facilitated the office and Baino and Ms. Maria plant tour. It was intended to Chelo Lucero. It was infully recognize the essence deed an event of anticipaof quality in plans, protion, enthusiasm, excitegrams, strategies, and tacment, laughter, camaratics. A brief presentation derie and good food. The was shown by Ms Catherine The MM 102 class together with their adviser Dr. Levita B. Grana (2nd astounding responses B. Aparicio, Quality Man- from right) from all participants are agement Representative of enough reasons to do it EPCCI, highlighting the organizaoften not only today but also for the The important lesson all the particition’s unparalleled success in the days to come as we zoom beyond pants learned from the tour is construction industry through the the skyline in 2012. GENUINE COMMITMENT TO years. It made a remarkable impact
SJIT soars...
from pp.1
GRADUATE SCHOOL STUDENT ORGANIZATION 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 continues to soar high, not just with its high enrollment record, but of its number of graduates as well. Together with its growth, it has also devoted itself to intensifying its existing programs and maintaining its quality. Truly, the department is aiming towards becoming globally excellent. Aristotle once said, “Excellence is not an act but a habit”, so then will SJIT continue its habit of striving for excellence and provide the quality education each student deserves.
(Judy Fernandez)
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)
THE MANAGER AS COOK “What do you do with hard-headed subordinates?” A new supervisor once asked. “Well,” I replied, “how do you make tough meat tender?” 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 temperature from the internal. In dealing with tough meat in a team, a manager is well advised to mentally isolate the problem employee 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 manager may look into the reasons why the employee is uncooperative by asking the following important questions: Does the employee have problems at home? At work? Is the employee 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 concentrate 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.
In the realm of superior education, SJIT’s dedication to serve its clienteles and perform outstandingly in its programs and projects emerged itself to global recognition, particularly the International Organization 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 capable of delivering and providing needed instruction.
VO L U M E 1, I SSU E 1
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 A good manager must be consumed with allowed to let out some steam, lest they expassion in bridging the apparent gap that plode and bring irreparable damage to the makes the problem employee a stubborn organization. Problem employees need to be reminded that they enjoy all rights given to member of the team. citizens, including the right to speak. Letting it all out is both psychologically cathartic and Another characteristic of the pressure cooker managerially effective. By letting it all out, the is its extreme concentrated heat. A good manproblem employee can freely express and ager may need to show warmth in order to discuss the problems that act as barriers to gain the trust of problem employees. More effective communication and cooperation with importantly he must be consumed with pasthe boss. In doing so, there is an emptying sion in bridging the apparent gap that makes that allows the employee to create a vacuum the problem employee a stubborn member of that can only be filled by the boss. On the the team. Contrary to the age-old adage, time other hand, this emptying allows the boss to does not always heal. Time, not well spent , see and hear through the problem of the emeven contributes to the problem. A common ployee and apply the necessary solutions mistake of managers is to ignore the problem, needed. hoping that “the problem will go away.” The problem may truly go away, but in the process So, what is the best way to deal with tough it may distance itself together with the emmeat in the organization? Place them inside ployee, hence making it more difficult for the the managerial pressure cooker. Cook until manager to motivate the member to work with tender.
2012 graduation...breakthrough 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.
(Joseph Vergara, THE PUBLIC MANAGER September 2002)
from pp.1
The continued increase in the Graduate School enrolment attributed much by the unwavering encouragement, influence, and support 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 universities 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.