MACA Plansem I

1. MACA Plansem I Facilitator MikkiGalang Atenep MACA President 5-BS MAC

2. C C / / A - C – A = M A - C – A - M / / + C C H+ C / A - C – A - M / + C :Cl-

3. What We’ve Done Already… • Accreditation! • Organizational Chart • Officers Recruitment • TranSem • Departmental Plansem

4. Org Plansem I Agenda • Vision-Mission (Business Statement) • Recap of the Past & Recommendations • Advocacy-Setting • Goals-Setting (informal) • Goals-Setting (formal) * deliverable to OSA • Project Line-Up • Departmental Projects

5. Org Plansem 2 Agenda • CIP and Constitution • Departmental Systems (CFP, CEP) • Calendaring of Events • Polishing of Goals • OSA Forms

6. Org Plansem I Agenda 8:00 – 9:00 am Vision-Mission (Business Statement) Recap of the Past & Recommendations 9:00 – 10:20am Open Forum* Advocacy-Setting Goals-Setting (informal) 10:20 – 10:30am Break* 10:30 – 12:00pm Goals-Setting (formal) 12:00pm – 1:00 pm Break* 1:00 pm – 5:00 pm Departmental Projects

7. The MACA Identity PARADOXES homeorgexpandingorg businessorgscienceorg managementchemistry

8. VMO • Vision. The Ateneo Management of Applied Chemistry Association builds a student community of holistic excellencein entrepreneurshipas response to the call of social responsibility. • Mission. The Ateneo Management of Applied Chemistry Association seeks to foster students geared toward innovation using the practical knowledge of Chemistryand art of management, through product development.

9. Objectives • Objectives. The organization aims to: • Provide its members with avenues that will enhance their integrated knowledge in management and chemistry. (TRAINING) • Innovate and implement projects that integrate management and chemistry, manifested in Product Development, which will be the distinguishing mark of the organization. (PROJECTS NICHE) • compliment and integrate academic training with an increased involvement in the world of entrepreneurship. Assist members with their academic needs. • promote unity and cooperation among its members. • direct and implement its projects towards social entrepreneurship, community, and nation development, rooted in the Ignatian spirituality.

10. Business Statement, Niche, Tagline • Building a Community of Holistic Innovators through Product Development and Management. • “Transmuting Ideas into Products” • Building Tomorrow’s Innovation Today • Innovating Beyond the Spectrum • Innovation at its finest • Leading Innovation

11. Advocacy

13. MACA – Product Development • AMA - Entrepreneurship • ALEX – Business-Law • AIESEC – Global Leadership Development • ACTM – Integrated Marketing Communication • AJMA – Marketing • MEA – Corporate Decision Management • MECO – Investment Management

14. PAST YES REPORT

15. Innovation through the connection of Management and Chemistry – this has been MACA’s business statement all through out the school year. All the projects, especially the breakthrough programs were geared towards this idea. Towards the 2nd semester, the organization has created a tagline that can easily embody the business statement. MACA came up with Transmuting Ideas into Products. This served as a transition in promoting the niche of MACA by being leaders of New Product Development. Having this niche paves a way for MACA to be part of the Business Cluster. It has found its place among the business organizations. • Priding itself with New Product Development and innovation in the field of management and chemistry, MACA has made a huge impact in the LS community with its breakthrough projects. The New Product Development Academy project was the forerunner of the organization’s thrust for the year. In addition to this, MACA gave back to society through its socially oriented projects such as the Product Venture Bootcamp.

16. RECOMMENDATIONS • CORE COMPETENCY (for EB) • MACA’s participation in tie-ups like the Ateneo’s Blue Christmas should be continued. In light with this, the organization should find more tie-up projects in order to be socially involved and continue to communicate the organization’s competency in innovation and entrepreneurship. Providing sustainable businesses for the underprivileged can be the next step for MACA’s socially oriented projects. Recommendations for Product Venture Bootcamp will be forwarded. • LEADERSHIP TRANSITION (for INTERNALS) • It is recommended that the next set of officers continue to work with STRAINS and COA to further strengthen the structures of the organization. More training should be done for the next school year in conducting PLANSEMs, FORMSEMs and EVSEMs. The leadership seminar can be further improved to suit the needs of the incoming officers. Also, the systems and processes can be executed during the next school year and be evaluated further to test its effectivity. Then the next set of officers can further improve the system manuals from this or as they see fit.

17. RECOMMENDATIONS • PROJECT IMPLEMENTATION (for RO) • It is recommended that the project assessment forms and project evaluation forms should be practiced religiously. Training in writing such forms should be done in the future so that better quality of forms will be submitted to the EB. Also, the next year’s EB should revise the EDTAF system or have a more effective way in monitoring the absences of the officers in their meetings. Lastly, before anything else, the EB should have a project feasibility planning session during the summer of the school year wherein they will use project management tools (budget proposals, Gantt charts, etc.) to see whether a project is feasible or not. Moreover, the project heads should have more consultation sessions with the moderator. • MEMBER FORMATION: SELECTION (for HR) • More MACA members can be invited to become more active in the organization. They can use non-traditional promotions to entice its members to participate. They can incorporate the IMC system to attract MACA members to be active. In addition to this, they can take advantage of the block representatives to communicate their projects to their respective year level blocks. In light with this, the next set of officers can convert the block representative position to year level representatives so that they can tap into the non-MAC people in MACA. • MEMBER FORMATION: RETENTION (for HR) • For the next year, the standards of each success indicator should be higher. Through this, the officers will be pushed to do better than the previous year. In addition to this, since most of the projects are new, the new set of officers can reinvent the mechanics of the projects to make it better.

18. RECOMMENDATIONS • INTERNAL COMM (for INTERNALS, HR) • Systems as to how the communication channels should be utilized must be religiously implemented. (Like the timing of the release of the Forecast and Spotlight as well as uploading the photos in the Multiply site in a timely manner) MACA Pal is a promising tool to reach not only MAC majors (usually informed by Block Reps) but also non-MAC major MACA members. Develop a more uniform look for the communication channels. Hard copies of the Spotlight and Forecast must be posted in the MACA Promo Board. • EXTERNAL COMM (FOR EXTERNALS) • Since MACA was more perceived as a Science org which is not the target of the business organization, chemistry words or chemistry-related icons should be replaced by more enticing and relevant associations. In the survey, it was said that one of the reason MACA is not aware is because it was irrelevant to their course. MACA should then focus on the value of product development which in fact highlights cross-functionality, entrepreneurship and intra-preneurship which we believe are regardless of courses. Also, promotions should be more “below-the-line”. This means more non-traditional ways of promoting such as ID laces, shirts and stickers should be made to target those that cannot access the internet.

19. CRITICISM + FUTURE • More socially-oriented projects • High in impact rather than quantity (more tie-ups, more eval, RO dep) • Cut costs; invest more for project sustainability • Performance Incentives (academic, career, small parties, stress-releaser) • Strong tie-up to the MAC department • Focused member recruitment

20. END OF INTRODUCTION

22. Each organization then determines how they are supposed to meet such goals through their efforts, programs and projects. The success indicators that will be set will designate that the goals are met or not. At the end of the school year, the performance of the organization will be assessed and evaluated based on the set goals.

23. Organizational Development Goals

24. OD Goal Format

25. Sample

26. Core Competencies (CC) CC are the particular strengths and niches of the organization that defines you for who you are. Identify and set goals for at least three (3) core competencies of the organization. Accomplish the matrix for each set goal.

27. CC:

28. RO

29. Projects • Tie-ups with Sanggu (Project Grant) • Tie-ups with COA (Project Grant) • Tie-ups with BC Cluster • Tie-ups with BC orgs (AMA, MEA) • Tie-ups with other orgs

30. Externals

31. Internals

32. HR

33. Marketing

34. Finance