Ob Super Final

7/25/2019 Ob Super Final

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A. INTRODUCTION

I. CONCEPTS AND FRAMEWORKS APPLIED IN THE STUDY

In this study, certain concepts will be focused on and will serve as a framework for further

understanding and in-depth evaluation of the overall performance of The Church of Jesus Christ of Latter-

Day Saints Self-Reliance Center perceived organizational leadership efficiency relative to the

sustainability measured by the probable outcome of their Perpetual Education Fund (PEF) program.

In particular, leadership styles will be viewed as a system wherein not only being knowledgeable

of the skills and capabilities of constituents are being addressed but also the accommodation of their

values and needs. This is a system that revolves around a purpose of collaborating technology,

proficiency, relationships that overcome philosophical barriers and cooperation to accomplish the

organizations mission. Functions of leadership can be described as the following:

1) ability to create a clear focus, purpose or vision,

2) understanding the organization as a system,

3) ability to create channels of communication while accepting diversity, and

4) developing new technology and methodology for improvement.

Perception on leadership efficiency in accordance with the programs sustainability can be

clarified on the basis of a conceptual framework that follows an input-process-outcome context for

assessing strategical performance. In order to properly evaluate this area of efficiency, the most effective

way to follow is to depict the program as a productive system wherein inputs are transferred into

outcomes. Elaboration of this basic scheme includes steps such as:

a) including a context dimension, that functions as a source of inputs and constraints but also as a

generator of the required outputs that should be produced;

b) differentiating outcomes in direct outputs, longer term outcomes and ultimate societal impact;

c) recognizing the hierarchical nature of conditions and processes

Figure 1. Framework for Organizational

Sustainability


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Shown on Figure 1 is a model that clearly identifies the components which aid in the sustainability

and efficiency of the program. This will include a description of the organizations goals, leadership,

resources, outreach, and products and services. As a system, each factor is interrelated and mutually

dependent on one another. In the Perpetual Education Fund Program, emphasis is given on the

leadership component and performance-based output.

II. RESEARCH PROBLEM & RESEARCH QUESTIONS

Generally, this paper wants to know if there is a relationship between the Self-Reliance Centers

leadership and the low payment percentage of the participants in its Perpetual Education Fund; and to

answer the following research questions:

1. What challenges or issues that the leadership sector of the Self-Reliance Center faces today?

2. What are the causes of the low collectability of the loans in the Perpetual Education Fund?

3. What kind of strategies were used by leaders to address this problem?

4. How can these strategies be further improved in the future?

5. What concepts in Organizational Behavior were appropriately practiced in the workplace?

III. THE CASE STUDY GROUP

Informally known as the Mormon or LDS Church, The Church of Jesus Christ of Latter-Day Saints

has an extensive range of programs offered both to members and nonmembers of the church. It has

programs supporting education, job searching, and other social responsibility and humanitarian services

programs promoting the welfare of the people.

The LDS Church is commonly known to have a structured organization which could be explained

by the following figure.

Figure 2. Basic Organization

Structure of the Church of

Jesus Christ of Latter-day

Saints

First Presidency

(President and two counselors)

Quorom of the Twelve Apostles

Quorom of the Seventies

(Area Presidents)

Stake Presidency

(President and two counselors)

Bishopric

(Bishop and two counselors)


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Figure 2 shows a very broad breakdown of the offices held in the church. Apart from these, are

actually a lot more organizations under each breakdown. There are separate organizations for married

men and women, single adults, youths, and children which they call the primary. In each auxiliary, there is

a president, and two counselors.

In this study, discussions would revolve around how the leadership styles of The Church of Jesus

Christ of Latter-Day Saints was able to sustain their programs which principally focused on education.

SELF-RELIANCE CENTER: PERPETUAL EDUCATION FUND

Because the church is chiefly concerned with the welfare of its members, they established the

Perpetual Education Fund (PEF) in 2001 to help the youth in developing areas such as the Philippines

"rise out of the poverty they and generations before them have known, as said by LDS President that

time Gordon B. Hinckley.

The PEF program is derived after the Perpetual Emigration Fund, which helped early Church

members journey to the Salt Lake Valley from Europe in the mid to late 1800s. This program is funded by

contributions of members and others supporting its mission.

How does it work?

An amount of money is loaned to an individual to help pay his/her education needs (tuition,

miscellaneous, books), which will eventually be paid at a lower rate (maximum of 40% discount) after

he/she graduates and finds a job.

IV. OBJECTIVES

To identify how the churchs organization was able to sustain the program through their

leadership styles.

To understand how motivation affected the leaders of the organization in performing their duties.

To assess the improvements of the new systems compared to old systems practiced.

To evaluate efficiency of the leaders in handling the organizations through the outputs of the

organization.

To address the problem on the low collectability of the loans.


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V. METHODS OF DATA COLLECTION

In this case study the following data collection methods shall be used:

1. Key Informant Interview

With the case studys focus on the leadership that takes place (in the education programs) in the

organization, an interview with these leaders shall be of great importance. With the churchs

organizational structure and taking into consideration the studys focus, one representative of the

organization will be interviewd. The informant must have first-hand knowledge about and hands-on with

the organization.

2. Content Analysis

From the records of the church, the group can have a more reliable source of the churchs

processes and background. Certain data may be obtained such as the extent of people the organization

can accommodate and currently accommodates in their educational programs. Through this method, thefollowing data may be obtained: the process one should take in order to benefit from the plan; the

background of these programs and how it works.

B. CLARIFYING CONCEPTS AND/OR DISCUSSION OF FRAMEWORK &

METHODOLOGY

I. CLARIFYING CONCEPTS AND DISCUSSION OF FRAMEWORK

This section provides a clear-cut description of the Self Reliance Center leadership style and

establishes a more clarified conceptual framework for assessing efficiency and sustainability of the

leadership through an input-output based model and how the results reflect the leadership which

influences and impacts both members and nonmembers alike.

In this study, the transformational leadership approach will be used which covers a number of

indicators namely idealized influence, inspirational motivation, intellectual stimulation, and individualized

consideration. This approach coupled with contingent rewards had significant relationships with outcomeslike follower satisfaction and organizational performance. This is also compatible with human services

values and principles regarding valuing and empowering individuals like the Self-Reliance Program, the

front seat service, offered by the said organization where the Perpetual Education Fund falls into.

In the transformational leadership approach (Figure 3), the leader transforms and motivates

followers by 1) making them more aware of the significance of task outcomes, 2) inducing them to


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transcend their own self-interest for the sake of the organization and 3) activating their higher-order

needs.

Figure 3.Concept Map of Expanding Transformational Leadership

In general, the transformational leadership approach tends to be focusing on social justice and

humanitarian services. In this study, however, leaders applying this style have better influence to their

constituents and members in motivating them to be more committed and goal-oriented.

In relation to the Perpetual Education Fund Program, the leaders are perceived to pay more

attention to the extent of the number of beneficiaries helped, not output-oriented and do not put much

emphasis on the return of payment from loans. On the other hand, transformational leaders can use the

four factors namely idealized influence, inspirational motivation, intellectual stimulation and individualized

consideration to create volunteerism that will aid in reaching the target of payments for unpaid loans.

Moreover, in relation to the assessment of the input-output context of the evaluation of the

leadership style efficiency incorporated and the effect on the constituents and recipients of the Perpetual

Education Fund Program, our framework will be patterned to that of the Corporate Sustainability Model.

Figure 4. ModifiedInput-Output

Model for Nonprofit Organization

IDEALIZED INFLUENCEINDIVIDUALIZED

CONSIDERATION

INTELLECTUAL

STIMULATION

INSPIRATIONAL

MOTIVATION

TRANSFORMATIONAL

LEADERSHIP

out utsin uts Process or

throughput

Transformational

Leadership


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This model uses the social, environmental, and financial dimensions of sustainability as its

foundation. This model describes the drivers of corporate sustainability performance, the actions that

managers can take to affect that performance, and the consequences of those actions on corporate

environmental, social, and financial performance. It describes the inputs, processes, and outputs

necessary to implement a successful sustainability strategy.

The inputs include the external, internal and human and financial resources. The process

component includes the leadership approach taken into consideration. The outputs context includes the

sustainability performance and based on the number of successful graduates and beneficiaries of the

program.

II. METHODOLOGY

In order to analyze the effectiveness of the leadership styles of the heads of the

organization, the Key Informant Interview method of data collection is used.

The researchers used KII in understanding the organization further by knowing

about the strategies and different operations within the sectors. In this type, the qualitative

descriptions and perceptions concerning the leadership sector are known. To be able to perform this,

the researchers conducted a sit-down conversation with the participant and made notes about the

data collected. The participant in the KII is the Self-Reliance center representative for Iloilo since he

has firsthand knowledge and experience in the program.

To be able to understand the organizations leadership and efficiency, this stud y focused on

assessing the Perpetual Education Fund program by knowing how the participant perceives the operation

within the centers program and analyzing the positive results of the program based on the quantitative

information given to the researches like the number of students who avail and those who defaulted. Most

importantly, the basic processes and implementation of the program were asked; and the goals and

strategies of the Self-Reliance center in conducting PEF. More questions are shown in Appendix B.

Problems from this type of method are the accuracy of the data being listed down since it

just depends on what the researchers could comprehend or be written down, and the access to the

participant because these people are mostly having hectic schedules. Since this is based purely on

opinion, its results may be subject to biases in favor of their respective parts.

Another method to be used are the Content Analysis. The researchers asked for the

statistical results of the Perpetual Education Fund. Basically, this includes the number of students

who availed the said program, the number of defaults and the like. Through this given quantitative


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information, the researchers can analyze these data for use in assessing the effectiveness of the

leaders through the PEF. The data will be shown in Part D. of the paper. Problems experienced were

minimal since the researchers simply gathered the values directly from the authority. However, there

may be some hassle in knowing some numbers since the person we asked werent able to find it

immediately and he has to go through the data again but it was already resolved.

C. DESCRIPTION OF THE ORGANIZATION

In relation to the aim of the case study, it is important to know the external and internal

environment that would affect the impact of the organizations program. The following are factors that may

affect the performance of the organization:

The capacity that can be accommodated. It is important to know the limitation as to which the

organization can give assistance to. This is to know if the organization is able to maximize its capacity

and if they are able to accommodate all interested participants.

The location of the organization. One of the programs being studied (Sectarian Education) requires

regular participation of the participants. In Iloilo alone, there are multiple LDS Churches from various

places from which the participant may select for his or her own convenience. Accessibility will affect the

willingness of people to take part of the programs. Without these participants, the organization will fall

short from its purpose.

I. LOCATION OF THE ORGANIZATION

Self-Reliance Centers/Employment Resource Center

Every stake or district (city/capital town) in the country has it's own Stake Self-Reliance Centers

which provide mentoring and other helpful resources to job-seekers, self-employed, and prospected

students.

In Iloilo City, the Stake Self-Reliance Center is located at Jalandoni Street, Barangay

Bagumbayan, Iloilo City. The building also serves as the chapel for Iloilo City Ward members as well as

the location of Iloilo Philippines Institute of Religion (IPIR) where religious classes are being held.


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II. HISTORY AND SERVICES PROVIDED

The Perpetual Education Fund (PEF) is a revolving fund of the Church of Jesus Christ of Latter-

Day Saints, which was created under President Gordon B. Hinckley in 2001 to benefit members in

underprivileged countries. It started out as a fund intended to aid returned missionarieswho face financial

problems right after their service for two years in the field. The PEF Program is patterned after the

Perpetual Emigration Fund that helped over 30,000 early Church members in their journey to the Salt

Lake Valley. This today, assists members in their quest to be educated and self-reliance.

The Self-Reliance Center has actually three interventions. Namely on employment, education,

and self-employment. This study will be focused on the PEF-Regular (PEF-R) which deals on funding

education of regualr college/university students. This program can be availed by a participant until he/she

graduates from the school and the course she entered in.

What it does and How it Helps

The PEF Program is an educational opportunity, as directed through the oversight of the

Church's instituteprogram. Opportunities are given to over 316,000 participants worldwide who

are of ages 16 years old to 60 years old. Institute directors accept applications and recommend

candidate to receive loans. An applicant who has successfuly complied with the requirements

will be entitled to disbursements for his/her school tuition and expenses payable upon

enrolment, as well as for books.

The fund of the program will be a revolving resource. When an amount loan is repaid, the

collections are again being loaned to another to assist needs. Participants of the program will becharged minimal interest nd will repay the loan once education is complete and have secured a

gainful employment.

III. RELEVANT POLICIES/LAWS THAT INFLUENCE THE OPERATIONS/PROGRAMS/PROJECT OF

THE ORGANIZATION

Under the PEF program, a participant must undergo/comply with the following requisites to

be able to become a qualified recipient:

1. Attend trainings on "My Path" which actually are actually composed of 6 weekly meetings facilitated

by Self-Reliance specialists and other coordinators.

2. Obtain a Priesthood Leader Endorsement for the bishop of the ward after an Iof a participant's

worthiness and commitment to the program.

3. Obtain a Mentor Acceptance from another church member who would serve as an adviser to the


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participant, as well as to remind him/her of her monthly payment dues.

4. Finish the online application and submit necessary documents. (Priesthood Endorsement Form,

Mentor Acceptance, School/University Assessment of due payment upon enrolment, List of books

with their corresponding prices, etc)

5. Schedule for a loan interview.

6. Make necessary initial payments.

When the above requirements are accomplished by the participant, it would usually take three

weeks before the check arrives at a designated carrier. But, this steps aren't absolute. Requisites 2, 3, 5,

and 6 are repeated each yearfor renewal with further requirements in order to qualify for such renewal.

Apparently, participants are given a copy of a loan agreement which enumerates the requirements and

policies of the program.

Important policies include:

A. Repayment Schedule

i. Participants are required to repay the loan in the following manner: For in-school loan

payments, a minimum monthly payment of Php 250.00 is required while for after-school

loan payments, a fixed minimum amount will be indicated in the loan agreement

depending on the total amount loaned.

ii. Payments are payable to Lender which could be done through ML Kwarta Padala outlets, and

banks such as BPI, Metrobank, and UCPB.

iii. Participants will be freed from penalty when they prepay all or part of the Loan.iv. O bligation to repay the loan is absolute and is not conditional.

B . Payment Credits and Reductions

i. Participants may avail credits and reductions of up to 5% for good grades, up to 10% for

graduation, another 10% upon employment with written proof, and 25% reduction for timely

payments (no lapses).

C. Borrower Conditions

i. Participants are obliged to use personal and family money to pay for living expenses

and for as much of their education in their capacity.

ii. Participants are encouraged to continue to seek scholarships and grants to reduce their

need for a loan.

iii. Participants are compelled to remain faithful and active members of the Church (includes

attendance to Sunday services and Institute classes); to make timely payments, and fully repay

loans to the extent required by the PEF program in the country of residence, to open bank


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accounts and set up auto-debits for monthly payments.

iv. Participants should contact their Self-Reliance Center regularly for monitoring of progress

v. When a participant shifts to another course, he/she can no longer avail of the fund.

During the training (My Path), it has always been a reminder to the participants that this is

a loan. In laymans term, its a debt. Yet, with a continuous effort by the participant to reduce

his/her loans, he/she benefited from it. After all, payments received by the Self-Reliance Centers

are again used to fund another member in need of education.

IV. SIGNIFICANT CONTRIBUTIONS TO THE COMMUNITY

Every president of the Church had always been anxiously engaged in ecouraging members to be

educated. They had always believed that education is the key to unlock countless possibilities. Coming to

its 15th year, contributions large and small from donors worldwide have allowed the initiative and its

participantsto thrive. As quoted by the current President of the Church, Thomas S. Monson said that

The Perpetual Education Fund breaks the cycle of poverty for our members in many areas of the

world and provides skills and training which qualify young men and young women for gainful employment.

This inspired plan has kindled the light of hope in the eyes of those who felt doomed to mediocrity but

who now have an opportunity for a brighter future.

By 2011, The Perpetual Education Fund has blessed the lives of over 50,000 participants in 51

countries over the last 10 years. Statistical data aare shown on Part D of this paper.

IV. DESCRIPTION OF THE CODE OF ETHICS OR GENERAL CODE OF CONDUCT FOR

EMPLOYEES AND MANAGEMENT

Basically, the organization follows church policies. Naming the most important of them would be:

Confidentiality

The leaders of the organization are in charge of such restricted records and are highly expected

not to leak personal information about the participants.

Integrity

Since the organization handles information about funds, and financial data, the leaders are

expected to relay genuine information with the organization to achieve its goals.

Competency

The leaders are expected to perform their duties with their utmost abilities in order to provide the

best service to the participants.


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Commitment

Being a non-profit organization, leaders are anticipated to carry out their responsibilities with

dedication even they are not paid.

VI. ORGANIZATIONAL STRUCTURE

Shown below (Figure 5) is the organizational structure of Self-Reliance Organization of the LDS

Church. Being a non-profit organization, these people go unpaid for the service they provide. The Self-

Reliance Organization is separately distinguished to help and assist people who are need. The

organizations purpose is divided to three interventions which it focuses on employment, education and

self-employment.

Figure 5. SRS Organizational Structure

Chairperson and Vice Chairperson. Chairperson is usually the First Councilor of the Stake

Presidency. Their role is to define the self-reliance objective for the stake and organize the self-reliance

committee. The chairperson is also tasked to bring forward the concern of self-reliance committee to the

stake presidency. The Chair is responsible for choosing the self-reliance specialist (and the power to

replace).

Self-Reliance Specialists on Employment/Education/Self-Employment. He serves as the link

to all Self-Reliance Services. His responsibilities include preparing the SR committee agenda and to train

Vice Chair

High Council

Self-Reliance Specialist (Local Branches)

Relief Society Presidency

Employment

Specialist

Education

Specialist

Chairperson

Self-Employment

Specialist

Self-Reliance

Committee


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volunteers and missionaries in making a self-reliance center. He is also tasked to train bishops and ward

councils in relation to self-reliance and to monitor SR operations.

Self-Reliance Committee. The Self-Reliance Committee develops and monitor self-reliance plan

for the stake. They also organize self-reliance center. The committee is responsible for utilization of the

Perpetual Educational Fund (PEF) and ensure the participation of the returning missionaries in self-

reliance activities.

Relief Society Presidency. She serves as member of the ward and regularly meets up with the

bishop to discuss matters under Relief Society. When people are in time of need, she coordinates with

Relief Society of the stakes wards. And she oversees the records, reports, budget, and finances of the

ward Relief Society

High Council. This is composed twelve high priests who serve as assist the stake president.

They help in teaching and training the skate and programs.

Self Reliance Specialists (Local Branch). They are the first people to be asked for basic

information about the PEF Program of the members in their wards or local branches.

VII. WORKPLACE DESIGN

The Stake Self-Reliance Center has a designated office in the Jalandoni Building of the LDS

Church found in the first floor of the building. The office is big enough to hold meetings complete with

needed materials and equipment. The room includes a ten-seater table with rounded edges and

comfortable chairs. Also found in the room are two functional computers with a printer, which may be

concealed when not needed. This office may be divided by a wall if opted to. The space was kept clean

and free from any debris. The building has a shared toilet and washroom.

Overall, the room is in satisfactory condition safe and appropriate for its use. A more explicit

observation is presented in Appendix B:Workplace Inspection.

Shown below are photos taken from the organizations office.


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Photo taken: November 26, 2015

D. DISCUSSION OF CASE STUDY

In this section, observations and findings regarding the questions formulated at the beginning of

the study are presented and illustrated. The data analysis provides the foundation upon which

conclusions are formulated.

To review, this study aims to identify how the churchs organization was able to sustain the

program through their leadership style, to understand how motivation affected the leaders of the


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organization in performing their duties, to assess the improvements of the new systems compared to old

systems practiced, and to evaluate effectiveness and efficiency of the leaders in handling the

organizations through the outputs of the organization.

From the assessment made in the non-profit organization of the LDS Church, it was clear that the

input-output context was directly related to the leadership approach used and how this relationship adds

up to the sustainability of the Perpetual Education Fund Program. Considering the research conducted,

this study focused on two primary information sources: Key Informant Interview and Content Analysis.

The findings of these data will be discussed further.

The queries answered in this section will be in connection to the positive changes brought about by

the leadership style of the organization as well as the concepts in Organizational Behavior that were

appropriately practiced in the workplace. Moreover, the challenges or issues the leadership sector of the

organization faces today are also discussed, as well as improvements after reorganization.

THE THRIVING SELF-RELIANCE CENTER PROGRAM

Taking into consideration the ModifiedInput-Output Model for Nonprofit Organization presented

in Figure 4, inputs include the external, internal and human and financial resources in the form of

donations, tithes from members and repayment from previous loans.

As exhibited by the leaders in their actions applied towards the Perpetual Education Fund

Program, the leaders are perceived to pay more attention to the extent of the number of beneficiaries

helped, not output-oriented and do not put much emphasis on the return of payment from loans. They

have incorporated the transformational leadership style as a process to create volunteerism that will aid in

reaching the target of payments for unpaid loans.

The resources coming from the input context along with the process application of the

transformational leadership style contributed to the output context gave rise to the following results.

With the 50,000 recipients worldwide, it could be further broken down with these digits:

47 percent are men, 53 percent are women

34 percent are married

80 percent of men are returned missionaries

82 percent work while in school

Their average age is 24.5


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They take 2.6 years on average to complete their education

They receive three to four times greater income after education

In Iloilo, 183 PEF participants had been

blessed currently through the PEF programand about 20%of them already graduated and

have stable jobs to be able to repay the loan.

From the 183 participants, only 60 of them

have a current status in their monthly

payments (See Figure 6)

Having a current payment status

means a participant had been prompt in

his/her monthly payment (With a maximum of

3 months lapse). The data given is approximately 33% of the total participants. Yet, if the ration isbetween noncurrent payers and current payers, it would be 41.25%.

Considering that participants pay only a minimal amount while they are in school, the 41.25% is

not yet a desirable number of regular payments. Although the organization is really not after the money,

this result shows that the participants commitment and integrity to the repayment of loan indicates that

the organization needs to work more on refining the participants attitude towards the organizations

goals.

Furthermore, this relevant result was established due to the organizations initiative to give

mentors to the participant who will not act as co-makers or guarantors, rather, those that will guide the

participant throughout his/her participation in the program. The Self-Reliance Center had further easily

monitored the participants performance in school and in his/her payment obligation because of the

mentoring strategy.

NON-ECCLESIASTICAL SERVICE

Since the organization belongs to the non-ecclesiastical programs of the Church, some of the

leaders with higher positions and those that work in the main office in the country are being hired as they

are given benefits like what regular employees have. But with the Stake Self-Reliance Center in Iloilo, the

leaders service are completely done without compensation.

Here, we see that their motivation is fueled up by their commitment and integrity towards the

organizations goals. Aside from their testimony in the Chu rch as their spiritual reason, it has also been

the leaders desire that the members benefit from what the Church could provide its members. How

wonderful it is that through their efforts in sustaining the program of the organization, members will be

33%

20%

47%

Figure 6. PEF Participants in

Iloilo

Current Graduate Not Current


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well-educated, succesful, and self-reliant. All these aims boils down to why the organization was

organized after all.

NON-CURRENT STATUS OF PAYMENTS

With the large percentage of the noncurrent payers compared to the current payers, several

causes that have been inferred by the Self-Reliance Center why they cant pay monthly are:

Lack of financial stability by participants or the participants family

Since this is especially made available to those who dont have means to get

educated, it is really inevitable that even with a minimal amount of Php250, some will not

be able to pay. Currently, even a minimum amount of Php100 is still accepted just to

make their payment status current and not lose their opportunity to avail of the fund. After

all, its the participants commitment towards paying the loan which is sought after and

not the amount of money as long as he/she can adhere to the guidelines of the program.

Payment depends on the participants free will

Being an international program, payments are centralized to a main office in each

country. In the Philippines, payments are handled in its Manila office. The local Centers

only are in charge of the processes and not the funds itself. There are no collectors,

rather, its in the participants prerogative and responsibility to make monthly payments

which as mentioned, could be done through banks, or ML Kwarta Padala branches

without additional fees. In this area, we see that the low collecatbility is readily possible

because some participants tend to procrastinate their payments till such time their status

becomes noncurrent.

FURTHER ACTIONS TO BE TAKEN

Taking from the words of our interviewee, the Stake Self-Reliance Center is undergoing

reorganization to improve the quality of services it could give to the members, wherein, he mentioned that

it is time to actually mobilize the committee because the organization is challenged by problems on

volunteerism of some members. He also said that the members organization needs to review the

handbook to draw them more policy-oriented and to avoid losing track from the organizations purpose.

Moreover, the screening/selection stage of participants must be look after in order to adhere to the

policies of the program by selecting participants who can give their commitment and integrity towards

the payment of the loan as agreed.

It is evident that the organization is continually looking for ways to resolve the dilemmas faced to

enable the leaders to perform their duties religiously and with utmost diligence.


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E. SIGNIFICANT LESSONS

The efficacy of nonprofit organizations depends on its leadership. Powell described leadership as

a crucial component to the success, growth and change of the organization. It is the transformational

approach of leadership used in the Perpetual Education Fund Program under the Self-Reliance Center ofthe LDS Church that made significant changes to reduce the rising number of undergraduates, to improve

standards of living and to generate employment. This study reveals that the transformational leadership

approach was incorporated to help members become self-reliant and reach their full potential.

The conceptual framework of this study was to discover how transformational principles were

demonstrated by leaders who possessed the four transformational leadership components namely

idealized influence, inspirational motivation, intellectual stimulation and individual consideration in this

nonprofit organization. In the area of transformational leadership, all factors were implemented

successfully in this organization.

Shown in the table are the tools and resources implemented by the leaders of the Self-Reliance

Center wherein idealized influence is a major factor.

IdealizedInfluence

InspirationalMotivation

IntellectualStimulation

IndividualizedConsideration

High moral

standards

Selfless interest

Visualizes future

possibilities

High degree of

honesty

Trustworthiness

Model by example

Open

communication

Transparency

Use of

inspirational

words

Charisma

Solving problems

Unifying

members

Job appraisal

Respect

individual

differences

Expressing

Gratitude

Individual

Encouragement

Tailored Job

assignments

Tools and resources that stimulated the mind fall under intellectual stimulation. Those that were

personalized goes under individualized consideration and inspirational motivation consists of strategies

that inspired the employee to greater levels of productivity.


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F. PERSONAL INSIGHTS

As a member of the Church, I actually learned and understand more of the PEF Program

and the Services offered by The Self-Reliance Center. I learned that there is so much more to what I

already know. I was able to appreciate how the leaders of the Church work hard towards giving the

members a channel to improve their status in life, be educated, and succeed on their chosen field.

Growing up in the Church, I thought everything they offer the members are perfect. But little did I

know that the programs also had flaws and are vital to be improved to suit the needs and capacities

of the members. The day we held the interview, the Self-Reliance Committee had a reorganization

meeting where they talked about the things they need to improve and the possible actions they could

take to step up at a higher level, encouraging more members to participate in the program. Lastly, it

had been overwhelming to know, that the leaders may not all be masters degree holders, but were

able to perform their duties beyond what was expected from them with utmost faith and

commitment. Being a leader in the Church isnt easy. But because of their desire to see the

members become successful, everything was made possible.

-Kristine R. Astorga

Working on this paper made me realize that leadership is not only the drivin g factor in the

success of certain program of an organization. This is especially true in our case study where we

were able to understand that members are very important. Because they are the very ones who

keep an organization going. Like in the PEF, if all members defaulted on their loans, the church

would suffer financial problems. There are also volunteers who are willing to work simply because

they want to and not for what they would get. In relation to this, some worked even if there is no

compensation. So people could get motivated without rewards in form of money. It is deeply rooted

on somebodys passion to serve. Furthermore, I also learned about a religion that is different from

mine. And I was very impressed by how organized their church is and how they always stick to their

policies and the scriptures. I think this could be traced due to their effective leadership because the

members were united and that everybody has the initiative to help each other. I can grasp from this

study that it takes a great leader and at the same time, a unified group of members to make a well-

established organization.

-Angelie Joanne D. Bangcaya


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Learning is a continuous process and the success and sustainability of an organization does

not merely hinge on the concept of leadership but goes far beyond our superficial understanding and

cultured perception. It is something that only volunteerism and passion coupled with commitment

can accomplish. I have seen how the Self Reliance Center community created a sustainability

formula which consists of the leaders strong dedication in service, each members efforts in pushingforth the program and the core values that bind them together towards a huge purpose. I found it

interesting what a pool of resources with the right kind of overseeing and direction can do to help

lessen the number of undergraduates, improve standards of living and generate employment. On the

other side of the coin, challenges will always be present in this kind of program where payments are

made and deadlines are met. Still, this organization remained unwavering. In fact, they came up with

great ideas and implemented changes like mentoring to cater to the members dilemmas. In a

nutshell, it was the right kind of leadership, strategic management and principles embedded in every

member which propelled such a successful program. It was never about profit. It was actually going

beyond numbers because its aim is to touch lives. I was not just grateful but its more than words to

be part of the conduct of this study.

-Lauriz D. Machon

The whole process of making this paper was actually interesting. I was able to learn about

The Church of Jesus Christ of Latter-Day Saints, not only as a ministry but also as an organization

who takes good care of its fellow brothers and sisters. And being a non-profit organization, I learned

that money and incentives are not the only rewards that could motivate a person. In LDS Church,

people take on the responsibility not for the material things but rather to follow the Word of God and

to help bring people up. As seen in case, in leadership it is important to know what motivates your

employees or the people in charge to carry out the task, because it is what fuels the organization to

keep it running and stabilizing it. Through the case I was able to understand that the program itself

ran by the organization is crucial. When people know what they do, want what they do and like what

they do, - they become more efficient in doing their job description. In Self-Reliance Organization it is

the Chairperson who calls or chooses the committee to serve as guide to the program. Thus, as a

leader, he should also be knowledgeable on who to put in the position. The person called for theposition should be willing and believes in the program and the organization as well. Leadership is not

a simple task. The leader is crucial in determining the success or failure of the organization.

-Maria Lizette D. Panadero


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APPENDIX B

WORKPLACE INSPECTION

Date of Inspection: November 27,2015 3:30 pm

Location: The Church of Jesus Christ of Latter-Day Saints, Jalandoni Building

Specific Area Inspected: Employment Resource Center

Legend:(O) Satisfactory Condition(X) Requires Action

Condition

Comments

Bulletin Boards and Signs

Are they clean and readable? O Not messy and too much

Is the material frequently changed O Up to date

Floors

Is there loose material, debris or worn carpeting? O Clean and no carpet

Are the floors slippery, oily or wet? O

Equipment

Are guards and screens in place and effective?

O

When not in used, the computers are covered

behind a sliding panelIs the furniture safe?

-worn or badly designed chair O Chairs are cushioned and comfortable

-sharp edges on desk or cabinetO

The table has rounded edges and cabinets donot have pointed edges showing

-poor ergonomics (keyboard elevation, chair adjustmentX

No proper ergonomics applied in using thecomputers

-crowding X The room is not that big

Emergency Equipment

Is emergency lighting in place and regularly tested?O

The building has power generator in case ofblackouts

Is there fire extinguisher available in case of fire?O

No fire extinguisher in the room but has oneoutside, Accessible in case of Emergency

Air Handling System

Is the system free from any source of contamination? O

Is humidity within standard range? OIs there proper ventilation in the room?

XNo direct control of the centralized Air-conditioning unit

Sanitation

Are the washrooms areas clean? O Shared washroom and toilet for the floor

Are the toilets clean? O

Security

Do entry and exit provide personal security at night

Are emergency procedures in place?

Lighting

Are bulbs missing? O Complete

Are any areas dark? O Place is well lighted

Adequate illumination during day and night? O

General

Are extension cords used extensively? O No extension cords, outlets are built in the walls

Are electrical/telephone cords exposed where people walk? OIs electrical wiring properly concealed? O

Are the wall and ceiling fastened securely? O

Are paper and waste disposed properly? O

Are materials in the cabinets in order? O


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GUIDE QUESTIONS

Key Informant Interview

CATEGORIES GUIDE INTERVIEW QUESTIONS

IMPLEMENTATION

Can you tell us about the Perpetual Education Fund? We

would like to how the program is properly implemented.

How about basic process? Where do you get the funds

from?

What are the goals of the sector?

What strategies are being followed to achieve these?

MEMBERS/CONSTITUENTS

What motivates the ward specialists in Self-reliance so they

could properly do their job well?

EFFECTS/OUTCOMES

What do you think are the positive outcomes or results thisprogram imparted upon the participants?

As a leader directing this program, how have you

encouraged development and growth of students?

CHANGES

What changes took place in the program? And do you think

this change improved the PEF or not?

CHALLENGES

Are the participants who defaulted on loans by not being

able to pay them?

What do you think are the cause of this low collectability?

What about students who just took benefit from the loan yet

did not used them for studying?

What actions have you taken to solve this problem?

REFERENCES

Carmack, B. E. (2004, January). The Perpetual Education Fund: A Bright Ray of Hope. Retrieved from

LDS.ORG: https://www.lds.org/liahona/2004/01/the-perpetual-education-fund-a-bright-ray-of-

hope?lang=eng

OpenSource Leadership Strategies, I. (January 2007). Measuring Nonprofit Results Measuring Nonprofit

Results.

Packard, T. (2004). Leadership and Performance in Human Services Organizations.

Stake Self-Reliance Committee.(n.d.). Retrieved from LDS.ORG: https://www.lds.org/topics/pef-self-

reliance/stake-committee/?lang=eng

Taylor, C. (February 2014). Transformational Leadership Exemplified in a Nonprofit Organization.


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University of the Philippines VisayasCollege of Management

Iloilo City

WORKING BEYOND NUMBERS:

The Perceived Leadership and Efficiency of the the Self-Reliance Center

through the Perpetual Education Program

By

Astorga, Kristine R.

Bangcaya, Angelie Joanne D.

Machon, Lauriz D.

Panadero, Maria Lizette D.

December 2015

Documents

Ob Super Final