WHAT MATTERS MOST
THE 13 CHALLENGES FOR THE PMAP 2013 LEADERSHIP
ATTY . JOSEPHUS B . JIMENEZ , FPM Former DOLE Undersecretary
1 . PROTECTING THE PMAP BRAND
There are many other organizations using PMAP as acronym for their official corporate names . They include Philippine Models Association , Philippine Marketing Association of the Philippines and a dozen or so of other corporate entities composed of merchandizers , mechanics , manpower agencies and mobile groups .
It is time for PMAP to assert our intellectual property rights and insist that the Securities and Exchange Commission ( SEC ) draw the lines in enforcing the Private Corporation Code .
2 . PURGING THE ROSTER OF PMAP MEMBERSHIP
With all due respect to both the living and the dead , there may be some deceased members (“ bless their souls ”), missing or unaccounted for , who are still counted as members for purposes of determining the quorum and counting the votes for constitutional amendments .
There are corporate members who have become inactive since we have not seen them in years . The leadership should decide , once and for all , whether they are with us or away from us . The strength of our organization is not a game of numbers alone but lies firmly in the quality of our membership ; and if you will , in the greatness of our leadership , as well .
3 . IMPROVING THE QUALITY OF MEMBERSHIP ENGAGEMENT
The late Atty . Ben Burgos used to whisper to me that the officers of PMAP nowadays are too disengaged from the Membership . PMAP has become too big and too distant among us . We have lost that “ loving feeling ”.
Many of our Officers are only seen in photos but have not really made their marks in the way they touch base with the members . They are seemingly unreachable in their ivory towers , that the members do not even know them . In General Membership Meetings ( GMM ), they sit together in one honourable Presidential table and do not even greet the members . We thought that during GMMs , the officers should stand in a reception line to greet all members and make their presence felt .
4 . IMPROVING THE PERFORMANCE OF THE OFFICERS AND THE BOARD
All officers may be evaluated at the end of their term on the basis of clear and fair performance evaluation standards . Their platforms may be translated into clear deliverables , with specific outputs and timetables . Those who fail may not be allowed to run again ; while top performers should be allowed to be re-elected .
5 . INSTALLING SERVICE EXCELLENCE AMONG THE PMAP SECRETARIAT STAFF
Ours is a people ' s organization . The PMAP staff may be evaluated by the members . From the Executive Director down to the lowest clerk , and even the outsourced guard and utility personnel , may be accountable to the members .
The outstanding ones may be rewarded ; the mediocre may be given opportunities to improve . The inept , the negligent and the recalcitrant may be gently asked to leave . They have no place in a professional organization .
6 . AN HONEST-TO-GOODNESS CHARTER CHANGE AND CODIFICATION OF BY-LAWS
We have had a lot of constitutional amendments here and there but ; with due respect , not really known
January I PEOPLE MANAGER 9