PERMANA FINALS PROJECT

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    4/17/2011

    Owner of Almas Kiosk, a Small Carinderia beside DLS-CSB AKIC |

    Mr. Erwin Cuevas

    Submitted By:

    CABILLO, Rick Jay

    PACIFICO, Angelo

    NAVARRO, Edison

    AOB

    Project in

    PERMANAAN INTERVIEW WITH MS. ALMA DE

    LEON

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    PART I: INTRODUCTION

    1. Name of the owner:

    Ms. Alma de Leon

    2. Background of the owner:

    a. Ms. Alma de Leon, aged 43 years old, resides in Paco, Manila. She took aSecretarial course way back in College but she laterrealized that working in an

    office is so stressful that she became not contented with the wage shereceives

    despite working at least 8 hours every working day. She worried about the

    inconveniences brought by going to officeeveryday dealing with traffic in the

    morningand other typical reasons. So she thought it would be practical if she

    would establish a business that will utilize her avocation in cooking. She likes

    food very much.

    3. Name of the business:

    Almas Kiosk. A small carinderia beside De La Salle- College of Saint Benilde

    Angelo King International Center. 2459-B Arellano Avenue, Malate Manila.

    4. Historical background of the business:

    a. Ms. Alma de Leon established the business on November of 2004. The businessis already 6 years old this year. It was until she spotted a vacant lot near

    Angelo King International Center that she became determined to pursue what

    she thought was practical and at the same time lucrative. The nature of the

    business is perfect for the location since it is besideacollege institution, not to

    mention that most of the students take up courses in Culinary Arts and Hotel,

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    Restaurant and Institution Management. AKIC students preferred snacks and

    drinks outside thecampus sincemost of the prices ofgoods in thecafeteria is

    costly. The business would be suited for students who areeconomicand who are

    looking for an affordable place to hang out with friends and classmates since

    tables and chairs arealso provided by the business. (Actually it was where we

    conducted the interview, not minding the other students who take their late

    lunch .)

    At the outset, the business was run by the siblings- she is the eldest. The

    distribution of the roles is not systematic though. Cooking, serving, preparing,

    buying of needed goods, are done by no specific person.However, planning is

    done by the owner herself, Ms. Alma, insofaras she originally thought of having

    such kind of business.

    Until her younger siblings found their own way ofearninga livingand left their

    roles in the business.

    Three other people were needed to take the places of the outgoing three. Thiswas the time when sheasked recommendations from her relatives to serveas

    her helpers in the business. (This will be further told in PART II: HRPLANNING

    AND JOB ANALYSIS).

    The business worked accordingly.

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    5. Mission/ Vision of the business

    a. Insomuch as most of the procedures done in the business are informal it neverhad a defined mission nor vision. As what she always reasons out, it is only

    intended or appropriate for a more formal or medium-sized, in jargon of

    Management, kind of business.

    Ms. Almaasserts readily of it onceasked, nevertheless. Albeit it is never printed

    on a piece of document, and albeit she just said it in aroundabout way, we have

    the gut feeling that the business exists to answer the needs of the students

    about havinga salubriously affordable, worth a single peso coin meal. The vision

    on the other hand seemed reflected on what she told us about the business

    short and long term goals. She kept these hidden words abridged in few

    statements though:The mission I think is for the business to prosper. Its vision

    would be for the business to become a restaurant.

    6.

    Short termgoals? Long termgoals?

    The owner wishes to expand the business in both literal and moral sense.

    Currently it sprawls in a size that can hold only up to six peopleand is arun-of-the-

    mill store of snacks and refresheners. Sheadds that within the span of one to three

    years, in partial fulfillment of her vision to transform the business into arestaurant,

    she wants thegoods she sells to vary. So that when the span ofmore than four years

    has been finally been completed she will finally possess akind ofguts to ventureinto another business ofmore than snacks and refresheners.

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    Part II: HR Planning and Job Analysis

    1. How does she (owner) plan for the human resource needs of thecarinderia?Aside from the financial and material resources she invested on the small

    business, she hopes to bring to fruition her vision for the business from the people

    to staffand operate, she figuratively invested.

    a. How many workers wereemployed when she started the business?As what was previously mentioned, there were four members initially

    needed to maneuver the business.

    b. How many workers arecurrently employed?Currently the business boasts of only two employees.

    i. A 26 year-old male tasked to serve the orders and a 22 year-old male tocook. Ms. Alma serves as thecashierand theaccountant.

    ii. They cameabout working in thecarinderia being recommended by theowners relatives.

    iii. There is no defined classification of workers. Theroles of the workers arenot always observed. The onecooks and the other one serves for just a

    simple reason- they work on a task depending on what seems they can

    do utmost upon. Mostly the business depends on their individual heroics

    when it comes on things under nevermore by their primary tasks. Say for

    example, washing the dishes and sorts.

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    c. Is therea written HR plans for short term needs? Long term needs? Does sheuse forecasting tool to help her in the planning? How does she deal with

    oversupply of labor? Undersupply of labor? PossibleHR problems today?

    Written HR Plans

    It has been said that the business do not pay much attention to preparing

    documents as is it is not necessary for the small business.

    Tool in the Planning

    What appears interesting, nevertheless, is that they are already

    performing, though unaware of, a loosecombination of Trend Analysis and Ratio

    Analysis.

    The owner has the strategy of beingcontingent on theactivities of the

    nearby college institution. The owner hires extramembers in case ofenrollment,

    first day ofclasses, and otheractivities that will invitemore students that will be

    considered as potential buyers, are done by the nearby establishment.Employment primarily relies on the semesters of thecollege. In fact the owner

    had themost number of workers, she never had before while starting, in 2007.

    She hired a number of sixemployees to correspond to the influx of the students

    that year.

    In terms of Trend Analysis, to elucidate for instance, she has a certain

    amount of sales last semesterand has acertain number ofemployees, and whenit is the first semester ofa year, she would hireadditional worker to keep up

    with the increasing sales. As the customers increase in number there is

    additional worker hired as well. That describes Ratio Analysis.

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    Dealing With Oversupply/Undersupply of Labor

    She never experienced oversupply nor undersupply of labor. The

    employees actually are the ones who decide to leave the business for reasons

    personal. Ms. Alma neverexperienced to be in themiddle ofa dilemma whether

    to hire or firean employee. The business is apparently run informally. The owner

    is kind of subjective, in fact, even at occurrences, for instance, an employee

    shatters a plate whilecleaning it. Unlike in thecorporate world such occurrences

    would mean deductions on the salaries or even leaving the company as the

    worst to happen. But it holds untrue within the four corners of the small

    business firm of Almas Kiosk. Ms. Alma would treat it just something like a

    matter ofan accident in a home.

    HR Issues

    It is expected from the small business to experience a number of HR

    issues insofaras matters are observed very informally orcasually. Theattention

    is directed towards steps to gain more income as soon as possible instead of

    procedures to undertake to obtain amore than good performance.

    There appears absence of specific roles, policies, and regulations.

    Therefore, Ms. Alma experiences handling hiring not cognizant of the proper

    rules associated with hiring the right person at the right timeand at the right

    place.

    Before, when she handled more than two workers, she had female

    workers.But male workers still dominate the small business establishment. Ms.

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    Alma noticed that some of the workers were not doing their jobs assigned to

    themas they should, but rather they were wasting time in courting thegirls and

    eventually having disputes with each other in view of jealousy.

    This is not a defined company so strict policies do not exist.

    Despite the anticipated problems it is a wonder that these do not

    compromise the harmony between the staffand thecustomer. There was only

    one incident in the history of the