8/10/2019 Deleon Applicationform http://slidepdf.com/reader/full/deleon-applicationform 1/24 ELECTIONS 2014-2015 NAME Edwin S. de Leon NICKNAME Edsie POSITION RUNNING FOR Executive Vice President YEAR & COURSE III BS CTM BIRTHDAY 05/21/1994 CONTACT NUMBER 0917-625-9079 E-MAIL ADDRESS [email protected]CUMULATIVE QPI 2.74 EXPERIENCE WITH ATENEO ACTM POSITION & YEAR PROJECT & DEPARTMENT CONTRIBUTION & RESULTS Vice President for External Relations 2014-2015 External Relations •Created a training program for Accounts Managers •Devised a three-tiered Career Building Program along with the Project Heads •Coordinated with AVP for Network Relations Regarding Partnerships •Served as the primary liaison between ACTM and PANA-FAO oManage events of PANA- FAO • Arranged and systematized Alumni Database •Strengthened the overall external rapport of the organization together with the Corporate Relations Department •Arranged an Accounts Managers Kit •Systematized Financial Summaries Director 2014-2015 MAD Concepts, External Relations •Drafted a clear vision and mission •Created three service rates according to company size •Created Portfolio •Systematized coordination between Strategic Communications, External Relations, and Creative Communications oAided in Strategy
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1. Explain briefly (in 250 words or less) the reason behind your intention for running,
your accomplishments that make you eligible, and the key elements of your platform.
I have had a strong sense of fervency for the organization since my first yearin college. Each year, my passion fortified with the intention of giving ACTM a good
rapport within and outside its member reach.
I reinforced my administrative skills by exploring organizations and
opportunities outside ACTM. In summary, I have been trained in (1) technical aspects
such as logistics, project management, corporate and external relations; (2)
managerial aspects such as heading the creative agency of the organization; (3)
creative aspects such as writing and strategizing; and (4) administrative aspects such
as being the Vice President for External Relations who created value in both the core
competency and member development.
Being a good leader means having to combine passion, technical skills, and
we will constantly find ways for the EC and LC to have a healthy working relationship.
3. Specific Strategies: What specific strategies do you propose to implement your
overall plan?
A. Amendment of the Constitution
After a series of reviewing the constitution while evaluating the
performance of the current administration, there is an apparent need in
amending the constitution. While a more comprehensive review shall be done
in the future, a few key points are listed in summary:
o Under Human Resources Department, I propose on merging the AVP for
Technical Management and AVP for Deputy Management. Independently,
these positions are too diffused. As AVP’s who might aspire to be the Vice
President, they must be able to handle a substantial amount of work. This is
also to prevent confusion. The department is concerned with both logistics
and member development, but due to the structure, member development is
often forgotten. For this reason, I am proposing on creating at least one AVP
for Member Development.
o Under the Information Management Department, I propose on having the
AVP for Documentations handle all academic concerns together with the AVP
for Member Development. Together with the AVP for Member Evaluations,
the AVP for documentations must synthesize and summarize the evaluations,
which should be disseminated to the Executive Board.
o
Under the Creative Communications Department, I propose on merging theAVP for Graphic and Props Production and the AVP for Creative
Management.
o Draft a new Vision that will tie in seamlessly with the Organization’s mission.
! The vision is not in complete sync with the mission.
o Review on the possible improvements that can be implemented.
B. Coordinate with the Vice Presidents
There is an apparent need to be more organized among the departments.
o Code of Internal Procedures (CIP)
I will diligently have individual consultations with each departmental head. We
will review the current CIP’s that were ratified by the previous administration.
From thereon, we will go through irrelevant or outdated protocols that can be
disregarded or updated. An evaluation of the previous administration’s
performance and how the CIP manifested under their management will be done.
After finalizing each department’s CIP, I will be requiring the Vice President’s
to summarize their CIP’s, specifically sections that include protocols. This is tohelp the current administration to (1) track its progress, (2) ease of review within
I believe that the training program for the Project Heads also needs to be
improved. The planning seminar at the start of the academic year proves to be aninefficient way on letting the project heads know their tasks. There is no way for them
to absorb all of the presented information and protocols. The final program shall be
formalized with the succeeding Executive Board Members. It shall have a similar
format to Figure 4.
o Committee Heads
More often than not, Vice Presidents overload their committee heads with all
of the protocols during their first departmental general assemblies. Much like the
Project Heads, Committee heads will not be able to retain or process all of the
information. Despite having Departmental Manuals, there is a need to be moreinvolved with the Committee Heads.
I am proposing the training program that I had implement as the Vice
o Strict Supervision of the Executive Vice President and respective
departmental Vice President.
F. Implement Effective Strategic Processes
o Despite having Integrated Marketing Communications as the organization’s
core competency, our Strategic Processes fall short.
o I will be implementing a stricter adherence to the strategic plan drafted by the
Vice President of Strategic Communications AY 14-15
o The strategic plan shall not be limited to the Strategic Communications
Department and the Project Heads. The Executive Board members must be
included in the strategic process.
G. Restructuring of the Planning Seminar and Evaluation Seminar
o The Planning Seminar should not be the only day to train the project heads. It
should be more of a thought processing overnight (as the name suggests).
See Specific Strategy C.
o The Evaluation Seminar is undervalued for the precise reason that the
evaluation aspect of it has been greatly diminished.
H. Métier of Creativity and ComTech Majors
I seek to create a community of proud ComTech Majors. I want the
members to see the value of ACTM as a home and business organization. Oneaspect shall not let the other half suffer.
The Management Engineering Association (MEA) has continuously shown a
strong member development; it is because they know what their course is and what
their members need.
BS CTM is known as the management course that values creativity. We need
to reinforce and fortify what we do best. Apart from this branding, we need to be more
relevant to ComTech majors by providing them help academically and by enhancing
their creative skills.
QUESTIONS ON LEADERSHIP
1. In 5 sentences or less, describe your idea of leadership in the context of the
organization.
Leadership is a combination of fervency and clarity.
As leaders, we must remember that there are people who will be with us. It isimportant to be caring and hands-on with them. However, a good leader incorporates
good meaning with a clear plan, vision, and system. Without a proper system, the
organization may lose its rapport in the succeeding years due to arbitrary or isolated
cases.
2. What motivates you?
My biggest motivation is the inherent passion that I possess. It is my desire to
be able to make the members see why ACTM exists in the first place. We exist
because of them. Truly, my passion stems from the organization and its members
and my fervent need to improve the organization and myself.
3. Define your leadership style. Give a concrete example on how your leadership style
had significantly influenced the outcome of a situation.
I make sure that I put the right amount of my personality when working. It has
always been my goal to create an environment where people can have fun whileworking efficiently. I also talk to the people. I am one with them. I am not a
mechanical being. I see the value in good relations when working.
In retrospect, a few of my team members in MAD Concepts would create
mistakes or even make the process of the whole account longer and more tedious
due to carelessness, but I always stood by them not only as a leader who corrects
and advises but also as a friend who forgives. No ill feelings were harbored in either
side.
As a result, all the accounts I supervised had all positive evaluations from the
respective clients. More importantly, my team members were able to learn from theirmistakes and are more willing to do better in the organization.
4. List as least 3 of your strengths and 3 weaknesses as a leader. Provide ways on how
you plan to leverage on and overcome them. What can your colleagues do to
address your weaknesses?
Strengths:
A. Confident
B. Motivated
C. Creative
D.
ResponsibleE. Organized
F. Friendly
All these strengths work hand-in-hand in being a good leader. A leader needs
a clear motivation to set goals and to be more organized. He needs to believe in
himself to garner respect and support. He needs to be able to have creative
solutions for every problem that may occur. Above all, he needs to have the heart to
serve other people. These aren’t individual strengths. They are cumulative aspects
within myself that I continuously tie together.
Weaknesses:
A.
Irresolute. Once faced with a difficult situation, I can be hesitant in believing on
myself. This proves to be a problem, because it can clutter the mind and lead to
a series of procrastination.
B. Indecisive. I may have trouble in deciding between options, especially if all
options are good options . Sometimes it is hard for me to see the better option.
C. Overanalyzing. There are times when I try to draw conclusions from the most
menial things. For example, when I was a freshman, it would take me a longertime to send back e-mails to clients for the fear that they might not like what I
have to say and how I structured the message.
I take deep appreciation from criticisms. They are not the easiest to hear, but
being constantly evaluated helps me in reflecting on myself. My colleagues can help
me by sitting down and talking about the unvarnished truths of my weaknesses that I
might not even know I possess. Concretely, I plan to have multiple individual
consultations with the executive committee.
5. How will you manage your personal resources (i.e. time and money) in relation to the
organization if you are elected?
I am more than willing to share my personal resources for the organization. The
organization is an investment to yourself and the people that you love. There is no
greater investment than that. However, I know that I will have to set limits. For example, I
cannot micromanage every little detail. It is important to let others do their jobs.
In regards to money, I am willing to shell out for the organization, but as with
anything else, I will know my limits. Lending money to the org can help it but it can also
aid in its deterioration. For example, the Finance department specifically the AVP for
Financial Operations might think that he or she would not need to come up with
fundraisers.
6. Recount a time where you had to make an important decision within a limited amount
of time. Provide the situation, your action, and the results.
It is hard to say no especially if it involves opportunities, but having to say no
takes a lot of courage and assessment. Together with the AVP for Accounts
Management, we decided to say no to a client with a start-up business. She was asking
us to make a poster in one day for Php 500. The amount stated for posters in our rates
(for start-ups) are priced at Php 1,500. While we allow negotiations, we felt that it is a
paramount compromise on our end. We both assessed the situation and decided that we
had to decline.
We carefully explained to our client the situation, and she understood it
completely. As a result, we didn’t waste the time of our client by making her wait. No ill
feelings were harbored and the client and I are still in contact for a possible project
together.
7. Give a concrete situation where you spotted an opportunity and acted upon it.
Provide the situation, your action, and the results.
I never really expected to run as the Vice President for External Relations. During
the academic year 2013-2014, I was the then Associate Vice President for Corporate
Relations Support. Being the only undergraduate of the department, I was preparingmyself to be the next Vice President of the same department. To this date, I still hold the
same passion for the department, but in retrospect, the previous Vice President for
External Relations approached me. She said that she sees me in the department. I had a
series of consultations with both of the departmental Vice Presidents.
I assessed my situation. Both positions have similar natures. I knew that
wherever I go, I would be happy and be useful for the organization. However, MADConcepts require a good grasp of administrative and managerial concerns. Yes,
Corporate Relations requires the same, but MAD Concepts is like running a company. I
felt that it might be taxing for a non-Executive Committee to assume. I knew that I should
run for it. The then VP for CorRel reassured me that there would be someone competent
to assume her position. With that, I had the full conviction of running as the Externals
Vice President.
I am tremendously happy that I chose to run as the Externals Vice President. I
was able to transcend beyond my goals and I was very relevant to the growth of the
department.
Among many others, I was able to:
o Set Vision and Mission of MAD Concepts
o Revamp the protocols of the department
o Drafted the Accounts Managers Manual
o Drafted three distinct company rates
o Collated ACTM/MAD Concepts Portfolio
o Systematized Financial protocols
o Devised and implemented a training program
o Go beyond the monetary goals of the department
o Strengthened the overall external rapport of the department
QUESTIONS ABOUT ACTM
1. Use one word to sum up ACTM this academic year. Explanations are not needed.
Progress.
2. What significant issues did ACTM encounter this academic year? What do you
propose to resolve these issues?
A.
Weak Inter-departmental RelationsB. Lack of Training for Associate Vice Presidents, Project Heads, and Committee
Heads
C. Weak Managerial rapport of certain departments
D. Excessive Diffusion of Responsibilities of the AVPs
E. Poor Project Management of Certain Projects (Project Heads)
a. Poor Project Supervision (Departmental Heads)
F. Half-baked manifestation of:
a. Core competency and
b. Member development
G. Lack of Meetings and Individual Consultations
Concerns A, B, C, E, F.a, G are all deeply rooted to a poor systems management,
which results to poor communication. Furthermore, while the departments work well on
their own, there is little visibilitly or coordination with each other. Immediately, we do not
follow our core competency, integrated marketing communications. I propose to meet
with the Executive Board Members more frequently to update us with each other
comprehensively. Apart from the updates, we can closely brainstorm with each other on
how to go on about our short and long-term goals. Simultaneously, I propose to set moreindividual and group consultations with the respective departmental heads. These
updates are usually written down and documented, but they are not synthesized after.
Before the year starts, we make a calendar but it is often forgotten throughout the year.
The minutes of the meetings must be incorporated in the calendar for any changes,
which are inevitable. Furthermore, the Strategic Communications Department must be
present in all departments. Everything requires good strategy (e.g. Aid the Finance
Department in fundraisers). By implementing this, we will be taking one step forward in
fortifying our core competency for the members.
Training-wise, the Executive Committee down to the committee heads have little
training. Furthermore their formal trainings are usually divided into inconsistent chunks
(e.g. Fit all the training in 1 GA and meet-up after months). The Executive Committee
must be trained for their duties as EC members before the summer semester starts. This
should include Individual and Group trainings with their respective Vice Presidents and
the OOTP. Consequently, EC officers would aspire to run as Vice Presidents, however,
there is an apparent lack of training for the top positions. As such, I am proposing a
training program for their respective departments come second semester. Apart from
individual consultations, this will include simulations and tasks that their Vice Presidents
do. Finally, I am proposing a training backbone for committee heads that all Vice
Presidents should follow. The Vice Presidents together with the OOTP should coordinate
on how to incorporate their specific departments into the training model. The model shall
be formalized and ratified after the Executive Board Members have been elected.
Administrative-wise, I want to be able to study the code of internal procedures (CIP)
of each of the departments with the respective Vice Presidents. From thereon, we will be
evaluating any changes that need to be done. Ultimately, we will be summarizing the CIP
for the benefit of the whole organization. Apart from the CIP, I want to be able to instill
good managerial skills for the Vice Presidents.
I want to amend the constitution in due regards of certain positions. A few of the
positions listed are too diffused that the tasks are too light. As EC officers, they must be
able to have a good grasp of the department.
On furthering the member development aspect of the organization, I propose onhaving a logistics officer and member development officers under the Human Resources
Department.
3. Comprehensively discuss the performance of the department and incumbent officer
of the position you are aspiring for.
(For aspiring Presidents and Executive Vice Presidents, discuss all of the
departments and their respective Vice Presidents.)
Office of the President
Camille Diomampo and Jessica Mae Velarde
As compared to previous years, the Office of the President did a better job in member
It is important to learn from the Christmas Fair. During the planning seminar, it
showed much promise and vigor, but due to poor project management, the
organization experienced a net loss of Php 8,000, which could have been used in
other projects that needed more funds. As a fundraiser initiative, I find this very
bothersome.
External Relations Department
Edwin de Leon III
It exceeded its goals for both number of clients and revenue. The department was
able to generate funds for the organization. Subsequently, a training program for
Accounts managers was implemented. Overwhelmed with the number of applicants for
the department, specifically MAD Concepts, the department heads accepted too many
people. A proper assessment should be implemented in the future.
PANA-FAO has little relevance to the organization. The department also needs to
improve its alumni reach. As a possible solution, departmental heads may coordinate
with the project heads if accommodation of alumni is possible.
Strategic Communications
Gio Tiongson
Camp IMC has flourished through the current administration. There were little to no
problems for this project. I would like to commend the department for not foregoing our
competency. However, there is still a need to be more aggressive in exemplifying this.
The incumbent Vice President formulated great plans for the department but most
have remained unmet. I strongly believe in those plans, and I would like to see them
implemented in the following year. The department should have been more present inall departments and projects. The department was not able to exercise thought
processes.
The department may sometimes be unresponsive even for immediate concerns such
as providing a strategist for time-bound accounts. As compared to the Creative
Communications Department, I had a more difficult time in coordinating with the
Strategic Communications Department.
It is important to note that a few of the projects had to move arbitrarily to make way
for Camp IMC. While the aforementioned project is one of the Flagship projects of the
organization, it will be much appreciated if the other Executive Board Members will beinformed before the actual implementation of changes.
Creative Communications
Ramon Lopez
The department, as compared to the previous year, has been more systematic. This
led to stronger intra-departmental ties among the officers and the creative directors.
Having closely worked with the department for MAD Concepts, I commend them for
having quality control on services and for being able to deploy creative directors
immediately.
There is a need for the Vice President to be more involved with the AVPs and
Creative directors. While it is inevitable to have unresponsive Committee heads, it is the
departmental heads responsibility to effectively remind and deploy them.
Corporate RelationsIan Concepcion
The department exponentially grew this year in terms of the quality and quantity of
sponsors, which tremendously helped the projects. However, the department falls
extremely short on member development, training, and management of committee
heads. The corporate relations managers had little growth and opportunity.
Results-wise, I commend the department for a very successful Numina. Operations-
wise, there could have been more coordination and supervision by the department
heads.
Human Resources
Ysobel Eufemio
The department was effective in handling its HR deputies. The management of the
talent pool members have been systematized and organized. The projects under human
resources were also successful. The venues for this year are also very commendable.
The department needs to improve how to treat all of the members. It was too
centered logistically. It undoubtedly needs to balance both of its basic functions: logistics
and member development.
4.
If elected, what legacy will you aim for your department to leave? How does thislegacy connect to the status of the department the previous year, the plan you have
for it if in the next academic year, and the vision you have for it in the future?
(For aspiring Presidents and Executive Vice Presidents, discuss all of the
departments.)
I want to be able to leave the legacy of systematization and love. Both are very
different from each other but are necessary in sustaining an organization.
Office of the President:
I want to be able to leave a proper system for the members to use in thefuture. I want them to have a basis and a sense of clarity. I don’t mean to be rigid in
the sense that everyone should follow the system completely, but it is important to
have a clear system of management, training, and strategic processes. Having said
that, I will not compromise the aspect of home. I want to foster a home for creative
leaders. I will love the members wholeheartedly and create measures that will show
that we are with them.
Finally, I want to be able to intersect departments and not limit them with their
individual functions. Ultimately, departments should not be seen as divisions but as
6. How was the core competency, Integrated Marketing Communications, manifested in
the organization? If elected, how will you improve on this in the next academic year?
Much like the home organization aspect, our core competency is half-baked. This
manifests through the lack of inter-departmental communications, lack of IMC educationand implementation. I conducted individual consultations with people in position who are
outside the organization and they believe that ACTM is able to show IMC. While we may
show IMC externally, it is apparent that we have issues to fix internally.
I want to be able to tie the departments together. For example, MAD Concepts, it
is a collective effort of the External Relations, Creative Communications, and Strategic
Communications departments. I want to be more aggressive with MAD Concepts in
terms of client-reach and visibility. I want to immerse the members how to build a great
product. There are certain services of MAD Concepts that need to be promoted, such as
campaigns and marketing strategies. Involving ourselves with these projects will help
exemplify our core competency.
The projects need to be promoted in such a way that we transcend the
conventional ways of advertising. This can be achieved in numerous ways such as
activations and campaigns. The projects should also integrate all of the committee
heads. We need to know what each and everyone are doing. Good strategy is key.
The respective Vice Presidents should not limit the training of its committee
heads with their job descriptions. They should be able to instill what IMC is.
7. As a home organization for Communications Technology Management with
Integrated Marketing Communications as its core competency, discuss your
proposed branding for ACTM in the next academic year. If you were to create a newtagline for ACTM, what would it be?
As a member of the Executive Committee for two years, I see similar concerns for the
administrations I was under. I also know that my vision for the organization has remained
consistent. As such I would like to keep the tagline I had used in my application for last
year’s elections, Hone at Home. It is still in-line with the current branding of ACTM, Bring
It Home. However I want to stress that opportunities that the members can acquire
during their stay in ACTM. I want to share with them both our core competency and our
care and support.
8.
With your proposed brand for ACTM, how will you market the organization within andoutside the Ateneo community? What are the key projects and efforts for its
development? How will each department come into play?
Internally
With the projects under the Human Resources, I will ensure proper information
dissemination within the organizaton. Like this year’s administration, I would like to keep
SOM Week open for member’s participation. I will open up more opportunities for the
members to sign-up for projects throughout the year. During interviews and recweek, I,
together with the Executive Committee, will be as welcoming to the recruits. We will be
conversing with them more and inviting them to the orgroom.
Together with the Human Resources department, we will develop ways on how other
members can have fun in the organization during and in between projects. We will be
more relevant to their immediate needs (i.e. academics).
Externally
I would like to continue the commendable job of the externals departments. Together
with the Vice President of External Relations, I will help in pushing MAD Concepts out of
the growth stage and make it more appealing and relevant to clients.
9. What is the value of ACTM to Communications Technology Management major? Do
you believe it should be this way? Why or why not?
Currently, the value of ACTM to the Communications Technology Management
majors is having relationships with other blocks and other members regardless of age. It
should be this way, because as college students, we would need to look for opportunities
that one member might have. It is also inevitable to have existential questions, and
people who experience the same course load may be able to help more.
I have mentioned that it should be this way, but it shouldn’t be the only way. There
must be concrete ways to help members. For example, giving math long tests to
freshmen.
Apart from the aspect of home, the members can undoutedly garner career building
opportunities that they can use for their own growth.
10. What is the value of ACTM to the Ateneo community? Do you believe it should be
this way? Why or why not?
We are creative leaders. Yes, with the advertising world being more aggressive than
ever, there is a need to push creativity and strategy forward. As creative leaders, we
need to exemplify IMC in all of our projects. Concretely, we also provide services that
other organizations can benefit from.
11. If elected, what ways can your new administration move beyond ideas? Be specific.
I want a clearer system internally. It may sound rigid and plain, but we should have abasis and not fall in the traps of arbitrary decision making. We will not be able to come up
with the greatest ideas or execute the best projects without a proper system.
In summary, the organization must:
1. Have a clearer and more organized project management
2. Have a collective effort in strategizing
3. Be able to communicate with each department coherently
4. Tie the Strategic Communications Department in all aspects of the organization
The following questions will only be answered by aspiring Top 4 officers: President,Executive Vice President, Vice President for Information Management, and Vice
12. What was the most and least valuable project this academic year for you? Why?
The most valuable project for me is SOM Week. It is one of the main reasons
why we were able to pull in a number of active members. SOM week was extremelyorganized and it is the perfect example of finding the balance of core competency
and member development.
The least valuable is Wired +. While some alumni commend us for the
improvement of Wired +, I believe that it is not value adding for the organization. I
also do commend the efforts of Wired +. It had a really great branding that
encapsulated ACTM. I believe that it was a promising project at the start of the year,
but the format that it had proved to be counterproductive for ACTM simply because
Ateneo ACTM’s Media Channels (Facebook and Twitter) already do the same thing
that the Wired + page is doing.
13.
If you have the option to remove 2 projects, what are those projects? What is your
basis for choosing? What projects will you propose in their place?
Touchpoints
Instead of totally removing Touchpoints, I want to realign and change the
nature of it. The nature of Touchpoints is too common already. It is being offered
aggressively beyond ACTM. Instead of trying to look for relevant speakers of IMC
industries, we should focus more on making it more relevant for the members. For
example, the sophomores and juniors should have a talk on the different tracks that
they will inevitably choose.
Sample Format:
Freshmen:
o How to be Active in ACTM
o Coping up with Math
Sophomores and Juniors:
o Surviving your Majors.
o Internships
o JTA
o Tracks
Seniors
o
Job Hunt
Wired +
Wired + this year conflicted with the Ateneo ACTM media channels. There are
times that it would blast the same things as our main media channels. Oftentimes,
the articles aren’t even seen by the members. Instead, it should work closely together
with the External Relations and Corporate Relations, to help them aggressively