This case study delved into the Scale Model Club of the Philippines (SMCP), an

organization dedicated to plastic scale modeling. Led by Edwin, the newly elected president,
the club faced challenges in achieving its long-term goals. He proposed implementing a
structured administrative system to address these issues, but encountered skepticism from the
executive board, who feared losing the informal, friendship-based culture of the club. This case
explored the dilemma between preserving tradition and embracing change, as the club grapples
with recruitment, member participation, work distribution, and talent utilization. This also raises
questions about finding a balance between maintaining the club's identity and implementing
necessary improvements for its growth and success.
Lack of Established System to Address Organization’s Growing Needs. As
SMCP’s projects grew in scope and complexity, managing the work became a challenge for
them due to the absence of a structured administrative system, which lacked disciplinary
measures and procedures for member removal, performance management mechanisms, and
standing committees for different responsibilities. As these organizational gaps have been
identified, the following are sub-issues related to the case: (1) Undefined Roles and
Responsibilities. Since members had no fixed duties, expectations were also undefined. More
active members carry most of the workload – a manifestation of failure to instill shared
responsibility and accountability. (2) Misalignment of Goals and Objectives. The organization
lacks a definite growth direction and strategy. Since priorities were not clarified, members were
unable to maximize their potential. The lack of shared vision also prevents SMCP from working
for a more meaningful purpose.
With SMCP’s decentralized, generalist, and flexible work environment where assigning
works on an ad hoc basis are the status quo, it is clear that the organization has an organic
structure. However, with the increasing size and complexity of their projects, the organization
has started transitioning to the formalization and control stage of the Integrative Life-Cycle
Model, as it already secured its necessary resources and now needs a stable and structured
system to address both its continuous growing needs and existing operational challenges. As
the new president, Edwin recognized the pertinent need for change, so he proposed a more
structured administrative system. His action initiated the unfreezing stage of Kurt Lewin’s
Change Management Model as he was able to provide arguments for change and create
discomfort with the status quo among the executive board and members. Despite this, skeptical
contentions were raised by the board as Edwin's plans seemed a revolutionary change for the
organization.The fear of loss of security and maintaining the satisfactory status quo can be
used to explain why they resisted his proposal, as these can be further attributed to factors
such as social identity theory and strong organizational culture. The founding members'
resistance to change may stem not only from their attachment to the club's organizational
culture, which provides them with a sense of belonging and value, but also to their perception
that the proposed changes are a threat to their established roles and influence. Edwin's formal
power as the club president clashes with the referent power held by the founding members,
challenging his authority. This tension among the higher ups is a threat to the political
feasibility of his desired change as implementing change requires the cooperation and support
of those involved. If all of these concerns remain unsolved and the management fails to adapt
to their changing situation, the sub-issues found in the case will continue to persist and
potentially prohibit SMCP from growing in the long-run.
Analysis points to following Edwin and changing the organization – which leans to the
professional side but still keeping some forms of fun. In the short term, holding the board needs
accountable since they did not provide solutions, formalizing the organization consensus by
surveying, assigning prominent and trusted members to lead stopgap committees which can
have voluntary member intake, defining member roles clearly, having simple and direct lines of
authority, establishing SMART objectives for the organization and the committees, and
improving communication lines are some things SMCP can work on. Long-term solutions would
be establishing a solid membership committee and then other relevant committees like events
planning, finance, and marketing, to name a few. Moreover, creating a structured administrative
system is highly needed, expounding on organization objectives, retaining the good practices of
the old administration, such as the focus on events, cyclically obtaining feedback from
everyone, leverage awards, sponsors, and connections in the organization’s favor, and finally
devise a way to compensate members who contribute to the organization projects.

BA 151 WFU | Group 3 Alda | Canda | Ellamil | Pek | Sebastian | Tumnog

 Appendices

Appendix A - Statement of Strategic Issues

Lack of Established System to Address Organization’s Growing

Needs
● “It was obvious that as the projects grew in scope, size, and
complexity, the club experienced increasing difficulty managing
the work.”
● “There was no membership process; becoming a member was a
Main Issue matter of filling up a membership form and submitting it.”
● “This mindset resulted in a set of club rules and regulations that
had few disciplinary measures and procedures for removing
members, an absence of performance management, and no
standing committees.”
● “How can we have enough manpower if there is no systematic
way of attracting and screening new members?”

Undefined Roles and Responsibilities

● “The founders of SMCP wanted to create a tightly knit, informal
group with a friendly, non-competitive culture. Their aim was to
promote fun, friendship, group cohesion, and to avoid creating a
large, bureaucratic organization.”
● “Members had no fixed-duties like in a bureaucracy; instead,
work was assigned entirely on an ad hoc basis.”
● “Using personal relationships and informal authority was the only
way to motivate and direct members.”
● “The lack of defined responsibilities for each member resulted in
free-riding, work redundancies and a lack of specialization in
club administration.”
● “How do we ensure that our members participate actively so that
Sub-Issues
we can actually have successful events? When people do
participate, how do we make sure that work is fairly distributed?”

Misalignment of Goals and Objectives

● “It was an unwritten club rule that “having fun” was in itself, an
objective of every member and of the club as a whole. Anything
that prevented members from enjoying their membership was
unwelcome.”
● “... this club was established to promote the hobby but NOT at
the expense of the members having fun.”
● “Please consider that the club has done fairly well following our
formula of informal friendship and I see no reason for us to
implement this rigid structure on our members.”

BA 151 WFU | Group 3 Alda | Canda | Ellamil | Pek | Sebastian | Tumnog

 ● “The executive board recognized these as valid concerns, but
they wanted to stubbornly hold on to traditions that they felt were
central to the identity and character of the club.”
● “How can we leverage people’s talents if there is no opportunity
to focus on a single task or job that is compatible with their
skills?”

Appendix B - Conclusion and Recommendations

Decision: Change the overall organization structure towards a more professional one
(but not too professional, but the organization definitely needs to steer away from
solely being a fun organization).

Short-term Long-term

1. Immediately hold the Executive Board 1. Develop a structured administration

accountable for the stagnation of system.
growth of the organization. If they 2. Establish a better membership
cannot come up with better solutions, system, including committees, but of
they should not have a say. course everyone will still be involved
2. Formalize organization consensus by with model building.
having a survey of sorts to gather a. event planning, membership
what everyone is feeling. recruitment, public relations,
3. Pinpoint prominent members of skills development, finance,
SMCP and then have them become and marketing
stopgap leaders for different projects b. ensure to create a committee
and possible committees. Becoming a and guidelines for project
member under these will be voluntary management
in the short-term to not culture shock 3. Expand on long-term organization
the members as it transitions to more objectives.
formal roles – but of course, there will 4. Retain good practices of the old
be incentives for those who join these administration in order to sustain
said committees (see long term). member intake and training and
a. define member roles mentorship programs.
b. have first simple and direct 5. Cyclically obtain feedback from
lines of authority everyone in order to improve
4. Establish SMART objectives for the organization more.
organization as a whole and for the 6. Leverage the awards, connections,
stopgap committees. sponsors for member intake.
5. Establish or improve communication 7. Devise a way to hand out
channels immediately for the compensation and rewards to
organization as a whole, specific everyone who actively contributes.
projects, specific committees, etc.

● Lack of Established System to Address Organization’s Growing Needs

● Integrative Life-Cycle Model
○ Formalization and Control - The proposed changes by Edwin, the new president,
align with the formalization stage of the life cycle model. Recognizing the
challenges faced by the club, Edwin aims to introduce a more structured
administrative system. This involves developing a club strategy, assigning
specific responsibilities, creating performance management systems, and
revisiting the recruitment strategy. These changes aim to address the
inefficiencies and lack of clarity in the club's operations.
■ SMCP is in this stage → Need for stability and structure → for growth →
rules, strategies, culture → continuity for the long run → prevents
organization to be larger

BA 151 WFU | Group 3 Alda | Canda | Ellamil | Pek | Sebastian | Tumnog

 ■
● Kurt Lewin’s Change Management Model
○ Unfreezing - This stage involves creating a readiness for change by addressing
the existing mindset, beliefs, and resistance to change within the club. Edwin, as
the new president, recognizes the problems that plagued the club and the need
for change. He opens the meeting by reviewing the issues, highlighting the
challenges faced by the club, and acknowledging the need to address them. This
initiates the unfreezing process by creating awareness and a sense of urgency
among the executive board and club members.
● Change – departure from status quo
○ Seems a Revolutionary Change for the executive board
■ Extreme, radical, significant change
● Why People resist change
○ Satisfactory status quo
○ Fear of loss of security or power
○ Fear of the unknown
○ habit
● Social Identity Theory
○ This theory explores how individuals' self-concept and sense of identity are
influenced by their group affiliations. The founding members' resistance to
change and the emphasis on maintaining an informal and non-competitive
culture reflect the importance of social identity within the club. Members may
derive a sense of belonging and value from the club's culture, and altering it
could potentially impact their self-identity and commitment.
● Strong Organizational Culture – “The executive board recognized these as valid
concerns, but they wanted to stubbornly hold on to traditions that they felt were central
to the identity and character of the club.”
○ The emphasis on fun, friendship, and avoiding bureaucracy reflects the club’s
culture, which shapes members’ attitudes, behaviors, and expectations. The
clash between Edwin’s proposal for a more structured system and the existing
culture highlights the potential tension between culture and change.
● Concept of Power (Formal, Legitimate, and Referent)
○ Edwin’s formal power as the club president gives him legitimate power to
propose and implement changes. However, the case also highlights the
influence of the founding members and their resistance to the proposed
changes. These founding members may possess referent power due to their
status, experience, and relationship with the club. Their resistance can challenge
Edwin’s power and leadership.
● Politically feasibility – cooperation and support by people involved → willingness to do
something for the change
Undefined Roles and Responsibilities
● Social Loafing
○ Can be lessen by identifiability (task delegation), accountability, and member
public commitment
○ There are certain elements that suggest the possibility of social loafing within the
club.
■ Uneven distribution of work - The case mentioned that the demands of
public events and work were unevenly distributed, which put strain on the
more active members of the club. This implies that some members may
have been contributing less or not actively participating in club activities,
potentially exhibiting social loafing behavior.
■ Lack of defined responsibilities - The case also highlights the absence
of defined responsibilities for each member, resulting in free-riding, work
redundancies, and a lack of specialization in club administration. → when
people do not have clear roles and responsibilities, it can lead to
BA 151 WFU | Group 3 Alda | Canda | Ellamil | Pek | Sebastian | Tumnog
 ambiguity and a higher likelihood of social loafing, as they may assume
that others will take care of the tasks.
Misalignment of Goals and Objectives

Verdict: Change or Remain (I think change) —> based sa analysis, change

Short-term solutions:
1. Open discussion and dialogue: The executive board and members should engage in open
discussions to understand each other's perspectives and concerns. This will help foster a sense
of mutual understanding and cooperation.
2. Conduct a member survey: The club can conduct a survey to gather feedback from the
members regarding their expectations, suggestions, and concerns. This will provide valuable
insights for addressing the issues effectively.
3. Revise recruitment strategy: Develop a more proactive and targeted approach to attract new
members. This could involve reaching out to potential members through online platforms,
organizing workshops or events to showcase the hobby, and collaborating with hobby stores or
related communities.
4. Define roles and responsibilities: Establish clear roles and responsibilities for members
based on their skills and interests. This will ensure that tasks are distributed fairly and everyone
contributes effectively to the club's activities.
5. Implement performance management systems: Introduce a performance management
system that recognizes and rewards active participation. This can include acknowledging
members' contributions, organizing competitions or challenges, and publicly recognizing
outstanding achievements.
6. Enhance communication channels: Improve the flow of information within the club by
leveraging technology. This can involve creating an official website, setting up an online forum
or social media group for members to interact and share their work, and sending regular
newsletters or updates.
7. Organize regular club events: Plan regular club events, such as monthly meetings,
workshops, group builds, and field trips, to enhance member engagement and foster a sense of
community. These events can also provide opportunities for skill development and knowledge
sharing.

Long-term solutions:
1. Develop a structured administrative system: Establish a more structured administrative
system that includes clear procedures for membership, decision-making processes, and
accountability mechanisms. This will help streamline club operations and facilitate efficient
management.
2. Strategic planning: Develop a long-term strategic plan for the club that outlines its goals,
objectives, and strategies for promoting the hobby, improving member experiences, and
expanding the club's reach. This plan should be regularly reviewed and updated to adapt to
changing circumstances.
3. Establish standing committees: Create standing committees with specific responsibilities,
such as event planning, membership recruitment, public relations, and skills development. This
will distribute the workload and ensure that different aspects of the club's operations are
effectively managed.
4. Training and mentorship programs: Implement training and mentorship programs to support
members in developing their modeling skills. This can involve organizing workshops, inviting
experienced modelers as guest speakers, and facilitating mentorship relationships between
experienced and novice members.

BA 151 WFU | Group 3 Alda | Canda | Ellamil | Pek | Sebastian | Tumnog

5. Collaboration and partnerships: Seek opportunities for collaboration and partnerships with
other modeling clubs, organizations, or businesses to expand resources, share knowledge, and
promote the hobby more effectively. This can include joint events, sponsorships, or joint
initiatives.
6. Continuous improvement and evaluation: Regularly evaluate the club's activities, processes,
and outcomes to identify areas for improvement. Encourage feedback from members and
stakeholders to ensure that the club remains responsive to their needs and expectations.
7. Balance tradition and innovation: Strike a balance between preserving the club's informal and
friendly culture while incorporating necessary structures and systems for effective management.
Emphasize the importance of fun and camaraderie while also recognizing the benefits of
organized processes and clear responsibilities.

BA 151 WFU | Group 3 Alda | Canda | Ellamil | Pek | Sebastian | Tumnog