ABC ELECTRIC COOPERATIVE, INC.: Masquerade Right after Engr Ace Puno finished his electrical engineering course at FRONT University in 2000, he was hired as an employee of the National Electrification Administration (NEA). He was assigned to handle jobs in the various units of NEA until his promotion to Chief Planning Officer in 2008. His main function was to supervise the planning activities of his unit. Three engineers and two other employees reported directly to him. His performance was rated very satisfactory. Engr Ace Puno attended training sessions of various kinds including those for management. He finished his MBA course in 2010. When the position of general manager of the ABC ELECTRIC COOPERATIVE, INC. Became vacant in January 2011, he was nominated by NEA. He got the post in March 2011. Aware of the many problems besetting the cooperative, he immediately went to work. 1. When Engr Ace Puno called the key officers of the cooperative to a meeting, he was appraised of the following: That the price of electricity charged to ABC ELECTRIC COOPERATIVE, INC. customers is the fifth highest in the country; 2. That 25% of the electric service provided by ABC ELECTRIC COOPERATIVE, INC. Is lost every month and cannot be accounted for; 3. Requisitions for supplies and materials are served after delays of as long as three months; 4. Some employees of the cooperative do not report regularly for work; 5. The increasing amount of uncollected accounts. Three days after the meeting, he recommended to the board of directors the following: 1. The dismissal from the service of employees not regularly reporting for work; 2. Salary increases of up to 20 percent for every employee on the payroll; 3. The hiring of eight additional employees; and 4. The formation of a team to investigate and recommend measures to minimize "system loss". All his recommendations were approved by the board, after which Engr Ace Puno signed all the necessary memoranda to implement his programs. He made regular inspections of the activities of the various units of the cooperative. During the first week of March 2012, he convened the key officers for an evaluation of the past year 's activities. The following points were made clear to him: No reduction in the price of electricity could be extended to ABC ELECTRIC COOPERATIVE INC Customers because

Principles Of Marketing
17th Edition
ISBN:9780134492513
Author:Kotler, Philip, Armstrong, Gary (gary M.)
Publisher:Kotler, Philip, Armstrong, Gary (gary M.)
Chapter1: Marketing: Creating Customer Value And Engagement
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ABC ELECTRIC COOPERATIVE, INC. : Masquerade
Right after Engr Ace Puno finished his electrical engineering course at FRONT University in 2000, he was hired as
an employee of the National Electrification Administration (NEA). He was assigned to handle jobs in the various units of
NEA until his promotion to Chief Planning Officer in 2008. His main function was to supervise the planning activities of
his unit. Three engineers and two other employees reported directly to him. His performance was rated very
satisfactory.
Engr Ace Puno attended training sessions of various kinds including those for management. He finished his MBA
course in 2010.
When the position of general manager of the ABC ELECTRIC COOPERATIVE, INC. Became vacant in January 2011,
he was nominated by NEA. He got the post in March 2011. Aware of the many problems besetting the cooperative, he
immediately went to work.
When Engr Ace Puno called the key officers of the cooperative to a meeting, he was appraised of the following:
1. That the price of electricity charged to ABC ELECTRIC COOPERATIVE, INC. customers is the fifth highest in the
country;
2. That 25% of the electric service provided by ABC ELECTRIC COOPERATIVE, INC. Is lost every month and cannot be
accounted for;
3. Requisitions for supplies and materials are served after delays of as long as threemonths;
4. Some employees of the cooperative do not report regularly for work;
5. The increasing amount of uncollected accounts.
Three days after the meeting, he recommended to the board of directors the following:
1. The dismissal from the service of employees not regularly reporting for work;
2. Salary increases of up to 20 percent for every employee on the payroll;
3. The hiring of eight additional employees; and
4. The formation of a team to investigate and recommend measures to minimize "systemloss".
All his recommendations were approved by the board, after which Engr Ace Puno signed all the necessary
memoranda to implement his programs. He made regular inspections of the activities of the various units of the
cooperative.
During the first week of March 2012, he convened the key officers for an evaluation of the past year s activities.
The following points were made clear to him:
1. No reduction in the price of electricity could be extended to ABC ELECTRIC COOPERATIVE, INC. Customers because
no reduction in the overall cost of doing business was achieved.
2. Instead of reducing the 25 percent system loss, it even went up to 26percent.
There was no improvement in the requisition of supplies and materials. Delays still reach threemonths.
There is a new set of employees who do not report regularly to work.
5. The amount of uncollected accounts increased from P3.8 M to P4.2 M.
3.
4.
Engr Ace Puno concluded that in spite of the granting of salary increases requested by the rank and file, no
subsequent improvement in services was registered. He is now considering more drastic measures but he is not sure if it
is the right thing to do. In addition, he is also aware that there are some employees who are qualified and dedicated to
their jobs.
Help trace a list of possible courses of actions Engr Ace Puno has to do to address his problem.
Transcribed Image Text:ABC ELECTRIC COOPERATIVE, INC. : Masquerade Right after Engr Ace Puno finished his electrical engineering course at FRONT University in 2000, he was hired as an employee of the National Electrification Administration (NEA). He was assigned to handle jobs in the various units of NEA until his promotion to Chief Planning Officer in 2008. His main function was to supervise the planning activities of his unit. Three engineers and two other employees reported directly to him. His performance was rated very satisfactory. Engr Ace Puno attended training sessions of various kinds including those for management. He finished his MBA course in 2010. When the position of general manager of the ABC ELECTRIC COOPERATIVE, INC. Became vacant in January 2011, he was nominated by NEA. He got the post in March 2011. Aware of the many problems besetting the cooperative, he immediately went to work. When Engr Ace Puno called the key officers of the cooperative to a meeting, he was appraised of the following: 1. That the price of electricity charged to ABC ELECTRIC COOPERATIVE, INC. customers is the fifth highest in the country; 2. That 25% of the electric service provided by ABC ELECTRIC COOPERATIVE, INC. Is lost every month and cannot be accounted for; 3. Requisitions for supplies and materials are served after delays of as long as threemonths; 4. Some employees of the cooperative do not report regularly for work; 5. The increasing amount of uncollected accounts. Three days after the meeting, he recommended to the board of directors the following: 1. The dismissal from the service of employees not regularly reporting for work; 2. Salary increases of up to 20 percent for every employee on the payroll; 3. The hiring of eight additional employees; and 4. The formation of a team to investigate and recommend measures to minimize "systemloss". All his recommendations were approved by the board, after which Engr Ace Puno signed all the necessary memoranda to implement his programs. He made regular inspections of the activities of the various units of the cooperative. During the first week of March 2012, he convened the key officers for an evaluation of the past year s activities. The following points were made clear to him: 1. No reduction in the price of electricity could be extended to ABC ELECTRIC COOPERATIVE, INC. Customers because no reduction in the overall cost of doing business was achieved. 2. Instead of reducing the 25 percent system loss, it even went up to 26percent. There was no improvement in the requisition of supplies and materials. Delays still reach threemonths. There is a new set of employees who do not report regularly to work. 5. The amount of uncollected accounts increased from P3.8 M to P4.2 M. 3. 4. Engr Ace Puno concluded that in spite of the granting of salary increases requested by the rank and file, no subsequent improvement in services was registered. He is now considering more drastic measures but he is not sure if it is the right thing to do. In addition, he is also aware that there are some employees who are qualified and dedicated to their jobs. Help trace a list of possible courses of actions Engr Ace Puno has to do to address his problem.
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