Abby Laine S.

Mendez 2011-78879 INCIDENT #1: Overview: During the batchs preparation for BACBACAN 2013, an inter-batch competition, us, the cheerdance team, held a practice on a venue which happened to be near my house. It was inside a subdivision, and there are two gates which I can enter, one being nearer to me. That day, I failed to wake-up on-time so I had to rush to go to the venue. Knowing the shortcut, I just walked to the nearest gate. Unfortunately, the gate was closed, and I got very irritated because Im already late, and I have to go back to my house and get my car because the other gate is not walking-distance. The gate is usually opened, so I got really pissed off because of all the days that it would be closed, it was on the time I really needed to access the gate. When I drove my car and got to the other gate, the guards were there, and I complained about the incident, and walked out. Thinking that everything ends there, when I got to the venue, I didnt notice that the guards followed me. He called my attention and scolded me for what I did. He scolded me as if he was my father. He pointed out that I had no right to complain because I do not live in that village. And since I was beyond irritated, I just shut my mouth. Research Question: What explains the decision of the guard to follow me all the way to the venue just to scold me? Frameworks: 1. Sources of Emotions 2. Emotional Labor Analysis: I usually complain when I do not get the service I think I should have deserved. Usually, the employees reaction is to apologize. Unluckily, the reaction of the guard was to scold me. This shows that he felt a negative emotion towards what I did, particularly, anger. There are two possible sources of such emotion: the day of the week

and time of the day, and age. It was Monday morning. According to Robbins and Judge, Monday morning is probably not the best time to ask someone for a favor or convey a bad news. I admit that what I did was naturally negative and anyone would feel bad about it. But the day of the week and time of the day ignited the emotion of the guard. Also, the guard was relatively young. 30 is a rough estimate. Older people feel less negative emotions than the younger ones. Since the guard was young, it was probable that he would feel negative about the incident. Another factor that could explain the guards reaction was because of lack of emotional labor. In the service sector, employees are expected to be calm and not contradict to the customer. The desired emotion that they should elicit should generally be zero to positive. In this case, the guard failed to control his emotions. With this, his felt emotion is exactly the same as his displayed emotion: anger. Synthesis: The guards negative emotion towards me was natural, but it was worsened because it happened on a Monday morning and he was relatively young. He also failed express the desired emotion in their sector; he failed to practice emotional labor. Insights: What I did was wrong and it is natural for anyone to feel bad about it, so I understand why he reacted that way. But I just felt that following me all the way to the venue was really intense and I think that he should have instead scolded me when I got back to the gate when I exit. It shows that his anger towards me was strong. I learned that even if theres a so-called The customer is always right., I should avoid complaining too much because this might happen again, that I would catch someone again on a bad day.

INCIDENT #2: Overview: I recently lead a group for my PE class in UP. We were tasked to do a dance routine given the basic step that was assigned to us. We had to create a creative version of the original dance routine of the song. The groups were randomly arranged. We were nine in the group. We practiced for several days. We met during and outside of the schedule of our PE class. We had a Facebook group as well, and there we posted our ideas, reminders, and etc. I became the leader and it just came out naturally: there was no formal decision, but the group recognized me as the leader. During the presentation day, we were able to execute the routine well: our teacher and the whole class were entertained, and we even got a grade of 1.00. We even became close to each other to the point that when a new group was arranged in the class, we told each other that we miss the group. They also told me that they miss me as their leader. Research Question: What explains the success of the group? Frameworks: 1. The Five-Stage Model 2. Transformational Leader Analysis: When the group first met, we were complete strangers to each other as we all came from different colleges. In the forming stage, we got to know each other: we asked each others names, colleges, got each others mobile numbers and facebook name. When we added each other on facebook, we got the chance to know each other more by visiting each others profile page. There, we discovered who the members are: who were the dancers and the like. So when we had our second meeting, the getting-toknow stage ran smoothly because we already had a lot of idea about each other. There, the forming stage was complete. When we were aware that the group was successfully established, we moved on to sharing our ideas about the routine. At first, it was chaotic as everyone wants to share, so someone had to facilitate. Unconsciously, I facilitated

the group in forming the routine. There, the storming stage was complete, me being the leader of the group and all the conflict which existed was resolved. The group, then, became more cohesive as we already had a common picture about what we want to happen on the routine after all of our ideas were collected. We all agreed to have a fun and festive dance. Here, the norming stage is complete. So during the final days of practices, we were able to polish and master the whole dance routine. And on the day of presentation, we did a great job and our dance turned out to be really good. Here, the performing stage was complete. Lastly, and sadly, we had to part ways because it was just a temporary group, so we went through the adjourning stage. We took a picture together after the performance. We talked to each other, praising each other and the entire group. The group successfully did what we had to do because the group was able to go through all the stages smoothly. I can also say that the success of the group was aided by my transformational leadership style. Even if a leader existed, the group was basically decentralized because I made sure that everyone had a responsibility for the group. I also encouraged each of the members to share their creative ideas. I did this not just by telling them to be creative, but also as I shared my creative ideas. Also, I had a good relationship with the top management, which I could parallelize with our PE teacher. I updated her with our progress and consulted her. I also made sure that I could talk and listen to each of the members of the group. I was an effective transformational leader because I was able to instill pride in them, and I also gained their respect and trust. I felt that. I also stimulated them intellectually as they were able to further improve our routine as it was being formed. I was also able to motivate them by telling them that we can get a 1.00 on the routine. All of them were really enthusiastic. With this, my leadership was effective and in turn, aided the success of the group. Synthesis: The group successfully did what it had to do because the group was able to go through the Five-Stage Model of group development smoothly. Also, the group was lead by an effective transformational leader.

Insights: As the leader of the group, I was really happy about how the group performed. I felt honored to lead such group. After knowing that my leadership style was effective, Ill try my best to be able to do the same on the groups which I will lead in the future.

Abby Laine S. Mendez 2011-78879

Selling Price Variances E 1000 0.13 0.15 -0.02 -20
Actual Sales 1000 1000 4000 3000 9000

Actual volume (units) Actual price per unit Budget price per unit Actual over/(under) budget per unit Favorable/(unfavorable) price variance
Mix Variance Product E F G H Total Budgeted Proportion 0.1 0.2 0.3 0.4 Budgeted Mix at Actual Volume 900 1800 2700 3600 9000

Product F G 1000 4000 0.22 0.22 0.2 0.25 0.02 -0.03 20 -120
Difference -100 800 -1300 600 0

H 3000 0.31 0.3 0.01 30

Unit Contribution 0.07 0.1 0.13 0.13 0.43

Total

-90
Variance -7 80 -169 78 -18

Volume Variance Product E F G H Total

Budgeted Mix at Actual Volume 900 1800 2700 3600 9000

Budgeted Volume 1000 2000 3000 4000 10000

Difference -100 -200 -300 -400 -1000

Unit Contribution 0.07 0.1 0.13 0.13 0.43

Volume Variance -7 -20 -39 -52 -118

Variable Cost Variances E (1000) 40 20 20 80 Product F (1000) G (4000) H (3000) 50 240 240 20 120 120 30 120 150 100 480 510 Total Actual Variance 570 360 210 280 200 80 320 530 -210 1170 1090 80

Material Labor Overhead (variable) Total

Fixed-Cost Variances Selling expense Administrative expense Total Actual Budget Variances 290 250 40 110 120 -10 400 370 30

Analysis of Variance - Favorable/(Unfavorable) Revenue Variances: Price Mix Volume Net revenue variances Variable-cost variances Material Labor Variable overhead Net variable-cost variances Fixed-cost variances Selling expense Administrative expense Net fixed-cost variances Variance

-90 -18 -118 -226 210 80 -210 80 40 -10 30 Unfavorable -336 Variance