Republic of the PhilippinesBULACAN STATE UNIVERSITY

College of Information and Communications TechnologyCity of Malolos

A NARRATIVE REPORT ON ON-THE-JOB TRAINING UNDERTAKEN ATEMERSON ELECTRIC COMPANY

MANDALUYONG CITY

Presented toThe Faculty of the College of Information and Communications Technology

Bulacan State University

In Partial FulfilmentOf the Requirements for the Degree of

Bachelor of Science in Information Technology

Submitted to:

Mrs. Eunice B. CustodioOJT Coordinator

Submitted by:

Paula Jean N. UntalanStudent Trainee

BSIT 4F-G1October 2011

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ACKNOWLEDGMENTS

I would like to thank Mrs. Regina Angeli A. Tobias (Training Officer) and Ms. Catherine

Del Valle (Training and Development Manager) for their 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 --------------------------------------------- 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 sales.

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 being a well-managed, 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, 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 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 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 time to go there but it’s 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 time. May 5, 2011, we were interviewed

altogether since we’re just 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

were interviewed by the Managers of the 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 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 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 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 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 of a way to resolve

the problem. She just called the supplier and asked for another copies of booklets and just

deliver it on Monday. That incident made me realize of how important security and being

organized is.

One time, I 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.

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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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