Speeding up the deliverables of the account officers in Division 5

• Main Author: Gomez, Carlo Martin G.
• Format: text
• Language: English
• Published: Animo Repository 2016
• Online Access: https://animorepository.dlsu.edu.ph/etd_masteral/5204
• Institution: De La Salle University

In this action research paper, the objective is to solve the issue of Division 5 account officers exceeding actual processing time of their key deliverables vis-à-vis processing time standards set by higher management. Timeliness is crucial not only for the unit to impose timely regulations to the banks under its supervision but also for the whole institution in order to fulfill its mandate. The action researcher used the 5 Whys technique to determine the root cause of the focal issue in Division 5. Meanwhile, the Ladder of Inference (Argyris et al., 1985; Ross, 1994) and collaborative efforts through the use of Scheins (1999; 2009) three types of inquiry was used to come up with the appropriate action plan to address the issue, which is to create a monitoring tool to oversee the processing of key deliverables of account officers. A committee was formed to handle the design and implementation of the monitoring tool. Likewise, the conceptual framework of management change: Kotters (1996) 8-step Process for Leading Change was used a guide in determining the different activities of the action research project. The inquiries and reflections in this action research project were properly documented to support the four steps of the action research cycle, namely: constructing, planning action, taking action and evaluating action. Furthermore, the Observation, Reaction, Judgment and Intervention (ORJI) framework of Schein (1999) was widely used for doing the appropriate intervention and making reflective journals. Two cycles were done in the conduct of this action research project, spanning from October 2015 until May 2016. Results of Cycle no. 1 disclosed that despite the implementation of the monitoring tool, some key deliverable were still processed beyond processing time standards. Inquiries were again done in Cycle no. 2 to facilitate necessary enhancements to be made to the monitoring tool. The committee deliberated the results of the inquiries and effected enhancements to the monitoring tool for implementation in Cycle no. 2. Results of Cycle no. 2 disclosed that all key deliverables were processed by account officers in Division 5 within processing time standards. The objective of this action research project was met. Also the created monitoring tool addressed the other concerns of the unit. At the end, the account officers looked more empowered to perform better and a positive culture was promoted in Division 5.