Thesis (Master in Management) -- University of the Philippines Mindanao, April 2018

Santos Land Development Corporation (SLDC) was incorporated in the Philippines on October 15, 1971, engaged in real estate business including construction of commercial and residential building intended for lease. The focus of this paper is the Property Leasing Department (PLD). This department is assigned in prospecting, negotiating and giving customer service to any potential tenant to lease available units. SLDC is planning to expand its scope from PLD into Property Management (PM) wherein it will not only to manage for lease property of SLDC but also to be an intermediary between property owners, either individuals or other companies, and the renters. The purpose of this paper is to evaluate PLD?s performance considering the bigger responsibility at hand for the department, the following concerns arise: (1) Will the department be able to handle the soon-to-be increase in the scope of its operations? (2) Can it continuously maintain its good performance and even provide a more meaningful experience to its clients? PLD is challenged to widen its scope and strengthen its business processes. A modified framework used to formulate the strategic management plan is adopted from the framework of Thomas Wheelen and J. David Hunger (Thomas Wheelen and J. David Hunger, 2012). Other frameworks methodologies however were integrated to facilitate detailed analysis of the components of this paper. For the external analysis, two factors were considered to determine the opportunities and threats of PLD, namely: (1) external factors: Political, Economic, Socio-Cultural, and Technological (PEST), affecting the whole organization; and, (2) corporate external factors representing other departments of SLDC pertaining to PLD. The internal analysis utilizes the Leavitt?s Organizational Diagnosis Model to determine strengths and weaknesses of the Department. From external and internal analyses, strategies are formulated using the SWOT Matrix considering the PLD goals. There were four (4) strategic options identified and evaluated using the SPACE and QSPM Matrices. Based on these evaluations, the chosen strategy is to strengthen PLD?s internal business processes in preparation for transition to PM. This strategy will involve enhancement of PLD?s structure, prioritization of activities especially in job request process, and adopting needed technology for PLD?s efficiency. Certain programs and activities were identified for implementation to prepare PLD?s for the transition to PM through its structure, tasks, people, and technology. The implementing programs of this strategy however will also involve action plans related to other strategy options since it will help strengthening the internal business process. For the control systems and monitoring of proposed program implementation, Balanced Scorecard (BSC) is being used. This has been developed in order to properly evaluate the implementation of programs that will support the proposed strategies to achieve its goals for the next three years. The BSC shows the priority of activities, responsible persons to perform the task, timeframe of programs and activities and monitoring process to keep track of the progress of each activity.