Date of Publication

2025

Document Type

Bachelor's Thesis

Degree Name

Bachelor of Arts Major in Organizational Communication

Subject Categories

Organizational Communication

College

College of Liberal Arts

Department/Unit

Communication

Thesis Advisor

Nerissa Villarico-Ronquillo

Defense Panel Chair

Katrina Paola B. Alvarez

Abstract (English)

Casa Escondida (CE) has evolved from a small dive center to a continually growing multi-facility resort and one of the top dive centers in Anilao, Batangas with guests both local and foreign. From its beginnings with a founder-centric style of management, it is now operating with 10 functioning groups, with each having its respective department head, and is growing to 37 employees as of February 2025. Currently, CE has been facing a misalignment of expectations among the proprietor, department managers, and full-time employees (FTEs), resulting in inconsistent resort development, stalling organizational performance. To operate efficiently, management expressed the urgent need, as the resort grows, to have a unifying guide for its employees, instill in them the values that will define CE, and be manifested and guide them in carrying out their roles and responsibilities efficiently and collaboratively, and having pride in the resort.

In response, the thesis group initiated a change management intervention involving the co-construction of Vision-Mission-Objectives-Values (VMOV) statements, an organizational manual, and the implementation of an annual refresher program (ARP). Guided by the Montréal CCO theory, the intervention seeks to align CE’s internal stakeholders to build a collective awareness, standardized performance, and overall attitude in the workplace to prepare the dive center and resort for its continued expansion and growth by establishing and communicating its VMOV statements via the production of their VMOV workshop and organizational manual, and installment of an annual refresher program (ARP), manifesting their VMOV Congruence and ultimately enhancing their long-term organizational performance.

As a result, the co-constructed VMOV, organizational manual, and first ARP successfully realigned CE in the short term, motivating them to reassess and improve operations. For long-term sustainability, it is recommended that the project be evaluated in a longer duration and so as more external stakeholders (e.g., guests, investors, and boatmen) be involved to further validate the organization’s identity and future direction.

Abstract Format

html

Abstract (Filipino)

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Abstract Format

html

Language

English

Keywords

Resorts--Philippines; Communication in organizations

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Embargo Period

4-15-2025

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