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Ateneo Lingua Ars Cultura Executive Committee Elections 2013 Application for Candidacy Position Aspired For: Full Name:

Vice President for Project Management


Maynard Brian







Year and Course:

II AB – European Studies

Cumulative QPI:


Contact Number:


I. Experiences in ALAC

2x2 Picture

Please list down past ALAC projects you have participated in and all positions held in chronological order. You may add more rows if needed. Name of Activity

Role in Activity

Contribution to the Activity

ALAC Turuan 2.0 (2012)


ALAC Tamabay Week (2012-First sem)


Manned the room and ushered people for the film viewing.

ALAC Turuan 2.0 Graduation (2012)


Reserved a venue for the event.

ALAC Recweek (2013)


Manned the booth during my shift.

ALAC 1st GA “Wanderlust” (2013)


Manned the registration

ALAC Tambay Week “Makisabay sa Alon ng

Project Manager

Supervised the logistics, program flow, budgeting, etc. of the project.

Kasysayan�(2013) ALAC Mentorship Program (2013)


ARTIculation (2014)

Project Manager

Supervising the logistics, program flow, budgeting, etc. of the project.

II. Other Co-Curricular Activities Please list down your co-curricular activities outside of ALAC in chronological order, including positions held in other organizations. You may add more rows if needed. Freshman applicants may include their experiences in high school.

Name of Activity

Role in Activity

Sanggunian ng mga Paaralang Loyola ng Ateneo de Manila (SOSS)

Block Representative of G1 (20122013)


Student Facilitator (2013-2014)

Contribution to the Activity

Collects and disseminates information to the block.

Facilitate INTACT classes, activities and exposure trips.

AEuSS Alumni Homecoming 2014

Programs (Video editor)

Made a video presentation for the program.

Matanglawin: Rubdob 2014

Project Head

Organizing the program and venue.

III. Self-Assessment Please answer each question in this section with no more than 500 words.

1. What made you decide to run for your position? Explain your qualifications and key characteristics that make you eligible for your chosen position.

At first I wasn’t interested in running for any position at all in ALAC, nor did I ever think about running for one. Despite this, I was given many opportunities to be part of the activities and projects of ALAC and I have been identified by the Executive Committee as one of the members who have been visible in the organization, and in turn I was deemed eligible for running for position. I have received much encouragement in pursuing this, and like every opportunity ALAC has given me, I would definitely not pass this one up. I believe that the qualifications and key characteristics that make me eligible for my chosen position was acquired in develop within this very organization. I think I am quite qualified for being AVP of Project Management mainly because of my experience as a PM in Tambay Week and my ongoing experience as a PM for ARTiculation 2014. The key characteristics that I have gained throughout my experience are; my responsibility in management of tasks, I’ve learned how to take notes and prioritize tasks that are to be done and executed; I’ve also been developing the characteristic of being incessant and non-complacent about the status of things, I always need to be on the offensive in executing tasks; lastly a key characteristic I’ve gained is resourcefulness and tenacity, I learned how to always have contingency plans and still be able to function and come up with other things even if the situation isn’t going so well. I believe these things would help me for my chosen position.

2. In your own words, what are the responsibilities of the position you have chosen to run for? As Vice President for Project Manangement I can sum up all its responsibilities as being a personal trainer. The Project Management department of ALAC is perhaps the most important department in the organization, mainly because this is where things get done and executed. Because of its perceived importance, the project management department must compose of qualified individuals up to the task of overseeing and supervising projects. Of course those who do get in the PM department might not have had prior experience to project management but appear to be promising and have the raw skills needed for a PM. It is the task of the VP for PM to be their personal trainer. The VP for PM must train, instruct, and advise every PM, alongside his/her AVP regarding their projects. They must equip the PM’s with the proper skills before they start their project and then guide them during it. Just like a personal trainer who teaches the exercises and diet plans, and also gives motivation when the client seems to be veering away from the training regimen; the AVP for PM guides and motivates the PM’s especially when they feel stressed, hopeless, or even lazy. Aside from being a sort of personal trainer for the PM’s the VP for PM acts as a messenger to the President, updating each and every detail of every project at hand. Because of this, he/she should be swift and precise in delivering these messages so that the overall progress of each project would be clear and so that any problem or conflict will be dealt with as soon as possible aswell.

These tasks and responsibilities may seem quite menial and minor, but the skill of the VP for PM to train and update is so crucial that it may perhaps be what is needed to make either excellent PM’s or sloppy ones. Because of this, the efforts of the VP for PM alongside with the AVP would just as well affect the entire organization of things start to go awry.

3. On a scale of 1-5 (with 5 being the highest), rate your overall experience in ALAC. Justify your rating and explain how it can be improved as a consistent rating of 5 throughout the next academic year if elected. I’ll rate my overall experience in ALAC as a 4, mainly because of all the opportunities and experiences I have gained over the past 2 years. I enjoyed the activities that I was able to participate in, but I did not give a perfect score because I feel that I didn’t put myself out in the activities as much as I’m supposed to, putting my experience a little short and a bit lacking. I believe that for one individual to have a really great experience in anything, the event should give 90% of the effort, while the individual should give the last 10% so he/she could enjoy the activity itself. A good and enjoyable event can still be a bad one if the person attending it is such a sourpuss and killjoy. If we could somehow bridge that gap and go all out in our activities and events and make that 90% complete then perhaps the people could give their own 10% and enjoy the activity as well. To achieve this, I think a good and cheerful ambiance that doesn’t smell of exclusivity would always help the members in opening up to the organization. If elected, I could make sure the projects to be executed would be excellent, and inviting and welcoming to the people as well.

IV. Leadership Please answer each question in this section with no more than 500 words.

1. List down at least three strengths and three weaknesses as a leader. How will you overcome these weaknesses? As a leader my main strengths would be my commitment, communication skills, and decisiveness. I would never, under any circumstance, abandon a task or project. I would see it through up to the end whether the outcome turns out to be favorable or not. I also always try to get my point across as clearly and as concise as possible to avoid miscommunication. Lastly I’m not bogged down with difficult choices or situation and I would try to act on it promptly and accordingly. On the other end, I as a leader, have my own weaknesses as well. I have problems with my punctuality, organization skills, and complacence. Sometimes progress gets bogged down because I get preoccupied with other things making me miss some deadlines which would hurt the project. I’d need to motivate myself to get my work done as early as possible and motivate myself even more when I’m nearing the deadlines. I also need to organize myself so that I could work more efficiently. I need to put myself into order so that I can easily access what I need to do and get back to it right away when I need to. This would really help reach those deadlines and make my work much better. Lastly I need to aim higher and not just settle for what’s in front of me at the moment. I’m too comfortable with mediocrity but that goes against what I want for the organization and that is excellence. I shall need to have a keen and critical eye for things if I’m to get out of this unhealthy complacence. 2. Describe your leadership style. How do you think your approach to leadership will help the organization? My approach to leadership is through being friendly. I believe that by first establishing that you are friendly among your team, then these people that you would be working with, would not be alienated by you. I believe that it is better to be loved than feared. A leader who is loved would have his team gladly follow him and work for him but a leader who is feared may get his team to get the work done but it might also cause him to be hated, and this might be one of the reasons that could undermine and project or task. Being too friendly or comfortable as a leader can have its drawbacks as well. Respect and professionalism might disappear altogether. Authority needs to be established and asserted as well. This can be done by giving constructive criticisms or even belting it out the occasional sermons if needed. There should be a balance between being professional and friendly. No one wants a leader who’s too friendly that he ends up not appearing as a leader anymore, nor does anyone want a leader who is too serious and stuck up that he ends up being too insensitive. A good balance is always the key to things and this is what is needed to bridge the leader to the members so that things can be done. I think this approach is effective because it is microcosm of how an organization should look like an be in the first place. It is a collection of people who are friendly towards each other but have the common agenda of achieving things together and being able to create output for the organization.

V. Questions about ALAC 1. Do you think the mission, vision, and core competencies of the organization are well-manifested in its efforts? Why or why not? How do you intend to improve on this? Overall, I think that the mission, vision, and core competencies have been well-manifested by the organization’s efforts and it has always been on track. Essentially cultures have been bridges, languages have been experienced, and the arts have been celebrated through the various projects of ALAC. These core competencies have been accomplished in each and every project and I’ve observed that at least 2, if not all 3 of these core competencies, are being accomplished in each and every project. The vision and mission has been well manifested by the organizations efforts at all times but it is lacking in the spirituality that it aims to promote in both its mission and vision. Since ALAC is a cultural org it doesn’t have to strive to be a religious one as well if it needed to achieve the spirituality that it is aiming for. Perhaps the organization could offer cultural trips to different places of worship such as churches, mosques, synagogues, etc. This could surely open up new venues to explore, but it would be only a minor addition and not a major focus, since we need to retain the integrity of the organization as a cultural organization and not a religious one. 2. How do you differentiate ALAC from other cultural organizations in Ateneo? I could differentiate ALAC from the other cultural organizations in Ateneo simply through the name itself. It offers a little chunk of human experience that can be found in all nations. It is not simply confined to one certain group of people like the Chinese-Filipinos or the accommodation of foreign students. From how I see it, ALAC offers a little bit of everything thus it offers a myriad of experiences making it more diverse than other cultural organizations. This differentiation is only face value and I wouldn’t have a more in depth comparison I’m not part of the other cultural organizations in Ateneo.

3. What do you think is the relevance of ALAC to the Ateneo community? I think ALAC is and should be relevant to the Ateneo community. It brings relevance about the different things that can be found beyond the school and even the country. It offers the knowledge of language which is very important if one ever wants to go and explore the world, have an extra skill for work, or even just to understand other people and their culture more. It also gives a chance for the Ateneans to experience with all of their senses the different things the world has to offer, may it be food, music, visual art, places, etc. This awareness can help widen the horizons and perspectives of Ateneans and in turn making us more understanding people.

4. Based on goals and projects set by the organization in the previous years, what do you think are the major problems encountered by ALAC? What do you think are possible efforts to address these problems? I think the major problems that ALAC has encountered from its goals and projects are its execution, improvement, and accomplishment of projects. Some projects could be expanded like,

Turuan, where it can offer more languages. It did have more a couple of years ago but due to some problems it had to be constricted to the languages that are available in the modern languages department. It can bring back Russian and perhaps introduce Bahasa as well. It would be quite difficult to get tutors that can speak and teach these languages and finding people who would like to learn a language such as Bahasa might seem difficult as well. The organization needs to keep expanding, it should expand in projects like these. 5. How do you envision the organization 3-5 years from now? 3-5 years from now I can see the organization having a stronger and bigger presence within the Ateneo community. I could also see that its members would be larger more diverse. Besides having more members, hopefully there would be more active members as well. I also see that the members would be more diverse in the sense that they’d come from different courses, not just from Management or EU, as I’ve observed, and that there would be more male members. All this would certainly change the dynamics of the organization and it would surely bring this to a better direction. I could see this happening because of think ALAC is becoming a popular organization because of the increase in the number of its members and the reception of its projects. I envision it to be an organization that can produce even more projects and as an organization that would be very relevant to the Ateneo community. I see this because I believe that the people from the past and present of this organization are paving way for this sort of expansion, and that all this is not far from happening according to how things are now.

6. If you were to decide which projects to remove from the organization, what would these be? Why? (For Executive Board aspirants only) If I were to decide which projects are to be removed from the organization, I’d decide to only remove one and that would be the ALACbay. The project is good and exciting for the members but if it cannot be put into fruition then all the promotion and anticipation would be put to waste. I believe that this project is what attracts most if not all the members to joining it. Of course before removing any projects from the organization, one should think about such decisions carefully. The feasibility of such projects must be studied and the reasons why some projects fail should be studied as well. If at the moment those problems still cannot be resolved or improved upon then the best course of action would be the removal of the said project. Although, just because a project gets removed from the organization doesn’t mean it could be rehashed and renewed later on. If the resources are present, and if the people working on it are competent enough then it might be possible to reintroduce something similar again to the organization.

7. Evaluate the performance of the department you are aspiring for based on its efforts for the present academic year. (For President and Executive Vice President aspirants, discuss the strengths and weaknesses of ALL departments.)

So far the performance of the Project Management department wasn’t so stellar for me, mainly because of how the ALACbay project wasn’t executed due to various constraints. I also feel that all the projects need a little more work, including the one I handled. Despite this, the department did deliver some interesting and fun projects as well; this is one of the strengths the department has. They have the ability to conceptualize good projects. They only fall a little short in the execution because some problems occur during the events itself, although it is easily and immediately remedied most of the time. A weakness I see in the department is its efficiency. I believe that it could work faster but this can’t be avoided because the members are students also and there are many unforeseen problems that come along the way. As for all other departments, the introduction of the core team has started integrated the other departments with the project management department and this has certainly improved the process of making projects easier to execute. The Finance, External Affairs, and Corporate Relations department have been very efficient in helping with the projects in my experience although, it would be better if there is more involvement with the members in these departments because I feel that the Executive Board is doing too much of the work for them. The HR department, in term of its members needs to be felt a bit more by the project managers, in my experience. The doc and pub has been doing an excellent job especially with the new website sending out newsletters periodically. This should be further improved upon and be made more relevant as this would be really helpful to the members in disseminating information.

VI. Platform 1. Overall Plan for the Organization Briefly explain what you think the direction of ALAC should be for the coming academic year. I think that the direction ALAC should be going for the coming academic year is expansion. The organization should aim for more members, and have most of them be active as well, and there should be an increase in the quantity and quality of projects. This shall be done accordingly and proportionally to the number of members the organization has. 2. Overall Plan for the Department What will be the main thrust of your chosen department? Explain how this will sustain the efforts of the department from the previous academic year. How will it connect your current plans to how you envision the future of the organization? My main thrust for my chosen department would be aggressiveness. By being aggressive and unrelenting, the organization would be able to sustain the expansion and integration that I’ve envisioned for it. It would definitely put the organization more out there because of the visibility it would garner from all the projects and number of members the join. With an aggressive strategy there should be a need for a defensive expansion or the ability to maintain, wherein once the organization has achieved a milestone, it should never go below that again. Take the Turuan for example. Once new languages have been introduced they should still be available the subsequent semesters or years. The organization should keep getting better and better but it should also be able to maintain its improvements. This thrust to being aggressive and in turn expansive shall bring the organization even further from before.

3. Concrete Strategy and Specific Steps List down the key elements of your platform. You may add more points if necessary. 

 

A systematic expansion of the organization through: - The increase of its members - The increase of the number of projects - The increase in quality of the projects An aggressive stance to expansion - This will raise visibility of the organization Expansion should be maintained and protected - This will show the consistency of the organization.

On pain of disqualification, I certify that all information I have provided on this application form is true and correct. I understand that the ALAC Committee on Elections may verify information included in my application. I hereby give my consent to Ateneo Lingua Ars Cultura to use the information provided herein for the purpose of election consideration and publication.

Maynard Brian G. Chua __________________________________________ Signature over Full Name

January 13, 2014 __________________________________________ Date

Vice President for Project Management - Maynard Chua  
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