Republic of the Philippines BULACAN STATE UNIVERSITY College of Information and Communications Technology City of Malolos
A NARRATIVE REPORT ON ON-THE-JOB TRAINING UNDERTAKEN AT EMERSON ELECTRIC COMPANY MANDALUYONG CITY
Presented to The Faculty of the College of Information and Communications Technology Bulacan State University
In Partial Fulfilment Of the Requirements for the Degree of Bachelor of Science in Information Technology
Submitted to: Mrs. Eunice B. Custodio
OJT Coordinator
Submitted by: Paula Jean N. Untalan
Student Trainee
BSIT 4F-G1 October 2011
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ACKNOWLEDGMENTS
I would like to thank Mrs. Regina Angeli A. Tobias (Training Officer) and Ms. Catherine Del Valle (Training (Training and Development Manager) for their direction, direction, assistance, and guidance. In particular, Ms. Angeli Tobias’ recommendations and suggestions have been invaluable for my
on-the-job training and self-improvement.
I also wish to thank Ms. Sandra Sacdalan, who has taught me everything that goes within the corporate world. Thanks are also due to Mr. Jolly Reign Acera, IT Engineer for entertaining my questions regarding some of IT related works.
Special thanks should be given to my student colleagues who helped me in many ways. Finally, words alone cannot express the thanks I owe to God and my parents Mrs. Imelda Untalan and Pedro Jose Untalan for their undying support, encouragement and assistance especially on the financial side.
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DEDICATION
I dedicate this work to my parents Imelda N. Untalan and Pedro Jose M. Untalan, without whose caring support it would not have been possible.
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INTRODUCTION
For the students, On-the-Job Training (OJT) is one of the finest program by which they are given an opportunity to apply all the principles and reckonings that they have learned inside the university. In addition, this training also helps the students to acquire relevant information and skills by performing in actual workplace. In effect, the workplace becomes a development venue for a student trainee to learn more about the chosen field and practice what they have learned from school.
Moreover, the companies who accept student trainees may also benefits in this program. The trainee provides additional manpower for a lesser labor cost by a regular employee. In addition, the employers can use this strategy as a method in recruiting new employees. Since the employers can also be the supervisor who follows the progress of the student trainees’, he can
estimate based on performance, behavior and attitude if the student will make a good recruit after completion of the training.
While in the workplace, the employers teaching their employees the practice of managing the trainees to expanded their patience, improves their teaching skills and make them more complex to the needs and the way how younger generation thinks. In line with this, it teaches them how to share what they know and how to be approachable to questions. Therefore, this program can also become an opportunity in training for future managers of the company.
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TABLE OF CONTENTS
CHAPTER I: Description of the Cooperating Agency --------------------------------------------- 6
I.
History ------------------------------------------------------------------------------------ 6-9
II.
Mission and Vision -------------------------------------------------------------------------------------------------------------------------------- 10-11
III.
Rules and Regulations ------------------------------------------------------------------------------------------------------------------------- 12-14
IV.
Administration and Staff -------------------------------------------------------------------------------------------------------------------------- 15
CHAPTER II: Narration ---------------------------------------------------------------------------- 16-18
I.
Reflection on Fieldwork Experiences Ex periences -------------------------------------------------------------------------------------- 16-17
II.
Working With My Cooperating Officer/Immediate Superior ----------------------------------- 17-18
III.
Daily Log of Activities (file scanned) -------------------------------------------------------------------------------------- 18-26
CHAPTER III: Conclusion and Recommendation ------------------------------------------------ 27
I.
Conclusion --------------------------------------------------------------------------------------------------------------------------------------------------------- 27
II.
Recommendation -------------------------------------------------------------------------------------------------------------------------------------------- 27
CHAPTER IV: Appendices ----------------------------------------------------------------------------- 28 CHAPTER V: Pictures ------------------------------------------------------------------------------ 29-30
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CHAPTER I: Description of the Cooperating Agency
I.
History
Emerson was founded in 1890 in St. Louis, Missouri, USA, as a manufacturer of electric motors and fans. Over the past 100-plus years, Emerson has grown from a regional manufacturer into a global technology solutions powerhouse.
Modest Beginnings
Two Scotland-born brothers, Charles and Alexander Meston, who saw a tremendous business opportunity in patenting a reliable electric motor, started the company. They persuaded John Wesley Emerson, a former Union army officer, judge and lawyer, to be their principal investor. The company, then known as Emerson Electric Manufacturing Co., quickly began exploring new uses for the largely untested technology of electricity in a variety of household and commercial applications.
In 1892, Emerson sold the first electric fans in America - a product for which the company soon became renowned. As the company grew, it expanded its product line by attaching electric motors to new products such as sewing machines, dental drills, player pianos and power tools.
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During World War II, Emerson was a supplier to the U.S. Army Air Force, becoming the world's largest manufacturer of aircraft gun turrets. In the postwar era, the company faced the dual challenges of rationalizing its highly seasonal fan product lines and responding to heightened competition from much larger electric motor manufacturers.
Diversification with a Keen Focus
Those issues were addressed head-on in 1954 when the company's new chief executive, W.R. "Buck" Persons, retooled and decentralized Emerson's manufacturing base and began a continuing process of diversification. The company rapidly targeted high-growth markets and then made acquisitions to position Emerson favorably within those markets. Persons reaffirmed a longstanding company policy of manufacturing components rather than end products, and also instituted a strong focus on cost reductions, quality improvements and formal planning.
When Persons retired as CEO in 1973, Emerson had significantly expanded its operations from 4,000 employees in two plants in 1954 to 31,000 employees in 82 facilities. Product lines had grown from five basic products to hundreds, and in the process, Emerson had become a diversified corporation with nearly US$1 billion in sa les.
Building on a Strong Heritage
Under Charles F. Knight, who was named CEO in 1973, Emerson evolved into a major global enterprise producing technologically advanced products used in such markets as
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telecommunications, electronics, heating, ventilating and air conditioning, and process controls. At the outset of his tenure, Knight expanded and refined a disciplined management process that has become famous in the business management world, with its emphasis on planning and an annual cycle of conferences and reviews, both for divisions and for the corporation as a whole.
During the 1970s and 1980s, Emerson made a series of restructuring moves and strategic acquisitions that allowed the company to reposition its core businesses and diversify into several promising new areas, including electric utility support, computer support and electronics, and process control. In 1984, Knight announced a "best cost producer" manufacturing strategy, with increased emphasis on ever-higher global competitive standards - both in terms of quality and cost.
Investment in Growth
In the 1990s, Emerson continued to upgrade its process and product technologies and markedly increased sales overseas. Under Knight's leadership, the company repositioned itself for growth by launching several initiatives to expand markets and leverage its human and technology resources. One recent growth initiative includes a US$2.5 billion investment in companies focused on fast-growth markets for network power. These companies serve the needs of the rapidly expanding communications industry and buildout of the Internet infrastructure. With the addition of Emerson Telecommunications Products and Emerson Energy Systems in 2000, we added over US$1 billion of annualized sales to our core network power capabilities, making Emerson the
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global leader in highly reliable power systems. In conjunction with this growth initiative we created the Emerson Network Power business, which is currently the largest of Emerson's Brands.
Continued Leadership in the New Millennium
Under the leadership of David N. Farr, named CEO in October, 2000 and as chairman in September 2004, growth continues to be a top priority. Emerson is seeking to accelerate its growth through infrastructure expansion in the world's developing regions, rapid technological development and investment in fast-expanding markets. Operationally, the company is fostering risk expectance and forward thinking to instill a passion for growth that rivals Emerson's traditional commitment to continuous improvement.
From its modest beginnings in St. Louis, Emerson has grown to become a global leader bringing technology and engineering together, serving its customers throughout the world.
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II.
MISSION AND VISION
Mission
Our mission as a company is to create long-term value for our shareholders, customers, and employees through a passionate commitment to excellence and a disciplined management process, which together drive sustained competitive advantage in a dynamic global market. Vision
Our values are deeply rooted within the company and reflect our internally disciplined character. Emerson is committed to to being a well-managed, results-oriented, results-oriented, engineering-driven organization whose people have a passion for progress and a commitment to excellence. We constantly strive to be better partners with our customers and to be more connected, more forward-looking, and more customer-focused than our competitors.
Emerson’s disciplined management process enables the company to focus on creating
shareholder value while anticipating changing economic and industry environments. This management process emphasizes current and long-term planning, disciplined control, and clear priorities. We leverage the combined resources and know-how of our businesses for the benefit of our customers around the world.
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We know that everything we accomplish rests on the skills, integrity, commitment, and dedication of our employees. We offer challenging, fair, fair, and rewarding employment for our employees and set high expectations for performance. We seek to create an environment where people can make a difference.
Everything we do reflects a commitment to the highest standards of personal and corporate ethics. We reinforce these standards through ongoing training training programs that reach all of our employees around the world. Emerson’s commitment to its shareholders includes a disciplined and transparent approach to corporate and business governance.
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III.
Rules & Regulation
Insisting on the Highest Ethical Behavior Firm and Comprehensive Rules and Procedures Shape Behavior
Emerson demands the highest business and personal standards of ethics. Recognizing that Emerson's reputation is priceless, we lack tolerance for any ethical compromise in our operations as well as in service to our customers, communities and other stakeholders. We formalize our requirements in the Emerson Business Ethics Program , a set of policies and practices honed over the past two decades that defines standards for every Emerson employee in his or her business practices. Emerson's leaders continuously communicate the roles and responsibilities of employees on the full scope of ethics-related issues, including compliance with the laws, rules and regulations, and accepted practices of each country in which we do business; handling of proprietary data and information; financial reporting; securities trading; and reporting of ethical violations.
This program requires our businesses and about 130,000 employees to operate fully within these dictates. The Emerson Board of Directors, in conjunction with a senior management committee, oversees the program and bears final responsibility for its prosecution.
Emerson sets standards aligned with different levels and dimensions of our organization. Senior management and Emerson's Board of Directors regularly review the Emerson Business Ethics Program standards and the CEO and Senior Financial Officer Code of Ethics to consider
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if updates are necessary or appropriate. The following documents define the elements of Emerson's Business Ethics Program:
Corporate Governance Principles and Practices
Our Statement of Governance Principles and Practices P ractices establishes the guidelines for ethical conduct by members of Emerson's Board of Directors. This statement articulates the ways in which Emerson must govern for full compliance with the law and in the best interests of our constituencies. The document provides comprehensive rules and criteria for Board roles and responsibilities, from management oversight and performance reporting to director independence standards.
Ethics Program Handbook for All Employees
Emerson's Business Ethics Program Handbook sets forth the detailed elements of our ethics program and forms the core of our annual employee ethics training programs. The handbook and our formal ethics training cover topics such as:
The company's commitment to conducting business with honesty, integrity and in compliance with applicable laws and regulations.
The company’s uncompromising standards for all dealings with customers, suppliers,
governments, the public, and each other.
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A stipulation that no employee may have a personal, business or financial interest that conflicts with his or her responsibilities to our company.
The rules forbidding payments in money, products, gifts or services – either directly or indirectly – to any foreign government representative to induce favorable business treatment or to affect governmental decisions in violation of the U.S. Foreign Corrupt Practices Act (FCPA) or other U.S. or local country laws. Our accounting practices are consistent with the requirements of the FCPA and related regulations.
The importance of being alert and sensitive to situations that may be illegal, unethical, in violation of the ethics program and supporting policies and procedures, or that are otherwise improper. Additionally, we reinforce our employees' obligation to report any questionable situations or suspicious activity.
Throughout the world, Emerson operations afford employees easy and routine access to our ethical guidelines. To reinforce the critical importance of these requirements and deal with evolving challenges and interpretations, all employees undergo annual training on Emerson's ethics requirements. Further, we provide many reporting avenues including a confidential ethics hotline, to promote open communications about ethical concerns.
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IV.
Administration & Staff
Company: Emerson Electric (Asia) Ltd. – ROHQ Department: Emerson Manila Shared Services
Corporate HR Training Director – Ms. Winnie Chu
Corporate HR Training Manager – Ms. Catherine Del Valle
Corporate HR Training Officer – Mrs. Angeli A. Tobias
Corporate HR Training Assistant – Ms. Sandra Y. Sacdalan
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CHAPTER II: Narration
I.
Reflection on Fieldwork Experiences
My experience started from being a walk-in applicant. I and my classmates went through the high buildings of Makati, searching for companies to send our printed resumes. It is exciting since it is my first first time to go there but it’s really really tiring though. I actually got leg cramps the next
day. We waited until a company contact us for interview. May 4, 2011, we were e-mailed by this company Emerson Electric Company for an initial face-to-face interview in their office. We were nervous yet excited since this will be our first first time. May 5, 2011, we were interviewed interviewed altogether since we’re just applying applying for OJT. At 6:30PM of May 5, 2011, I was contacted
together with one of my classmate for final interview. I was happy and surprised since the company needs only two trainees for their Internship Program. May 6, 2011, I and my classmate classmate were interviewed by the Managers of the team team we were going to be placed. As for my situation, I was interviewed by the training officer because the manager filed her sick leave and wasn’t
able to interview interview me. We went home hoping for a call or an e-mail. May 17, 2011, I was called and told that the company considers me as their OJT and wants me to go to their office for contract signing.
On May 23, 2011, I started my training in Emerson. That day, I was a bit nervous and excited at the same time. The training officer gave me some works to do right away. The next day, I realized that the team I belonged to was a busy team. Employees treated me as if I was an
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employee too. They were nice and accommodating since they are all HRs. I was given some light and some hard works (usually excel files and paper works).
II.
Working with My Cooperating Officer/Immediate Officer/Immediate Superior
There was one time that I was asked to create a gift certificate for the winning trainees of some Managerial Training. It required my ideas, thoughts and creativity for that certificate certificate since it has to look like a corporate certificate. Most of the task that was given to me requires so much focus on details. Focusing on details is one of the things that I think is essential essential because if you are ignorant of details, your work will always be questionable and will have less quality (which you’ll surely don’t like). I also learned the importance of security. There’s this incident that I
had became conscious – one of my supervisor (training assistant) prepare the booklets on Friday for the Monday training, she was searching for the booklets, she even asked the security to find it but the booklets were gone. I could sense that she is worried but she thought thought of a way to resolve the problem. She just called the supplier and asked for another copies of booklets and just just deliver it on Monday. That incident made me realize of how important security and being organized is.
One time, I was was moved to other desk which is few steps away from my supervisors. I was moved to the Travel desk temporarily because some employee is going to occupy my desk already. I was shy for the reason that I don’t know anybody from that team and I’m thinking that maybe they’re thinking that out of the blue I was being seated there and they don’t know me. I didn’t show how shy I was, instead, I greeted my seat mate nicely and politely introduced
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myself. Being moved out from where my “friends” are and being placed to where I am a stranger is a big thing for me, being the shy type of person that I am, but I fought that shyness in me and tried my best to be sociable and welcoming to them.
III.
Daily Log of Activities Week 1
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Week 2
Week 3
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Week 3 cont…
Week 4
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Week 5
Week 6
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Week 6 cont…
Week 7
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Week 8
Week 9
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Week 9 cont…
Week 10
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Week 11
Week 12
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Week 12 cont…
Week 13
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CHAPTER III: Conclusion & Recommendation
I.
Conclusion
At the end of the on-the-job training period, the trainee experienced many things and she learned from it. She gained knowledge about the work of a Corporate Human Resource Assistant.
During this time, the trainee experienced how to deal with the people around her, with her co-workers. It is important that one team should have camaraderie so that they can work well and attain their goal. She observed that it was different when you were in school and when you were in real world. Because most of the time, you just learned theoretically in school while in the real world, you actually experienced the things that your trainers taught you.
II.
Recommendation
Every trainee must focus to his or her work. They should listen carefully with the instructions of their boss. If they do not understand something, they should ask for help. You should be aggressive in order to learn. You should be the one who take the initiative that you want to learn. Deal with your problem with calmness, so that everything will turn all right. Trainees should always observe the proper attitude while working because your attitude will also affect the work of your co-employees. You should work with promptness and be confident with your job. 27 | P a g e
CHAPTER IV: Appendices
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CHAPTER V: Pictures
This is me with Ms. Carey Ramento (Corporate HR Recruitment Manager) on the left and Ms. Sandra Sacdalan (HR Training Assistant) on the right.
This is me working on some e-mails.
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This is me in front of Robinsons Cybergate Plaza where on the 7th and 8th floor, Emerson Electric Company is located.
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