Name: Gail O.

Cubillas
Group No.: Group 1 and 2 Date: December 18, 2024
Course, Year and Section: BSCE-SE 3 - JK1
Subject: ES 23 - Engineering Management

Assigned Department: Department of Electronics and Communications Engineering

Interview Questions and Answers:

1. What strategies will you employ to produce topnotchers this year?

This year or next, ECE (Electronics and Communications Engineering) faces significant
challenges due to the competition among over 200 schools for top board exam results. Being a
top performer is highly prestigious. Caraga State University is among these competing schools,
making it particularly challenging given the extensive coverage of core and major courses in the
board exam.

Success largely depends on how well faculty and students focus on the topics likely to
appear in the board exam. However, the aim shouldn't just be to pass the board exam; real-world
companies prioritize skills over board exam rankings. In discussions with semiconductor and
electronics companies, especially those outside the Philippines, the emphasis is on the skills of
the graduates rather than their exam performance.

The PRC (Professional Regulation Commission) has a specific table of specifications for
the board exam, which covers a wide range of topics, including electronics, communication,
general engineering, applied sciences, and mathematics. The ECE curriculum has been
compressed from a 5-year to a 4-year course, now totaling 192 units. This compression adds to
the challenge, as students have to manage an intense workload.

Efforts are being made to dialogue with CHED (Commission on Higher Education) and
PRC to align and possibly update the curriculum. Some subjects currently mandated may be
outdated and not directly relevant to the board exam. The curriculum needs to prioritize major
courses that are more likely to appear in the exam.

Engineering courses require extensive practice, not just classroom learning. Students
often need to spend significant hours outside of class to master the material, which can be
exhausting given the high number of units they must complete. Despite these challenges, the
focus should not only be on topping the board exam. In many international contexts, there are no
board exams; companies assess candidates based on their skills and qualifications during
interviews and exams. The private sector, particularly outside the Philippines, typically does not
require a PRC board exam, with exceptions mainly in the government sector.

In conclusion, while achieving top board exam results is a good indicator of success, it
should not be the sole focus. Emphasis should be placed on ensuring a high-quality curriculum
and developing the skills necessary for real-world applications.

2. What are the department's main objectives for the next 5-10 years?

Currently, we are actively collaborating with various entities, including private companies,
government organizations, non-governmental organizations (NGOs), and others. We also have a
Center for Renewable Fabrication Technology, where all our faculty members are affiliated.

In the ECE (Electronics and Communications Engineering) department, we offer diverse

majors, specializing in areas such as microelectronics, information and control systems, power
systems, and more. ECE is a broad field, and each faculty member is encouraged to focus on
their areas of expertise. Specifically, in microelectronics, we aim to compete not just within
Mindanao and the Philippines but internationally.

The journey has not been without challenges. For example, in microelectronics, we initially
lacked the license for integrated circuit (IC) design. However, through collaborations with
institutions like MSU-IIT, CIDR (Center for Integrated Device Research), and DOST, we secured
funding to obtain the license. This milestone had a ripple effect, encouraging faculty members in
other areas to propose projects. For instance, with the support of Engr. Alex Dimitilio, our VP for
Finance, we successfully submitted a proposal to CHED, resulting in the acquisition of 25
computers for our microelectronics laboratory. Subsequently, we also sought assistance to
acquire a server.

Progress often comes one step at a time. While we aim high, we recognize the importance
of taking small, deliberate steps to achieve our goals. For instance, in instrumentation and control
systems, while it is not my area of specialization, I know many faculty members are actively
involved in extension projects. Personally, I work on student theses that aim to produce
sustainable outcomes. For undergraduate projects, where funding is often limited, we focus on
identifying beneficiaries who can adopt these projects, ensuring their sustainability in the future.

Our department also collaborates with companies like Equiparco to foster a mutually
beneficial relationship. These partnerships not only enhance student learning and professional
development but also provide us with equipment and resources that strengthen our programs.
Collaboration is key to exploring real-world challenges and solutions. Remaining confined within
the four walls of a classroom limits our perspective. By reaching out and working with others, we
gain insights and resources to address issues beyond our immediate environment.

3. What is the department's biggest challenge right now?

University Requirements and Policies:

Policies can sometimes be redundant, such as having multiple versions of syllabi. For instance,
version 1, version 2, and so on, which seems unnecessary.

Administrative processes are inefficient, such as requiring multiple signatories for letters. This
doubles the workload for faculty members. While the intentions may be good, more effective
approaches could be explored by gathering feedback or conducting surveys.

Workload and Designations:

Faculty members often juggle multiple responsibilities, including administrative tasks, instructional
duties, and research work. This leads to compromised priorities.

Frequent meetings and multiple designations take away time from teaching, affecting the quality
of classes and focus.

Student Challenges:

Students today have different attitudes and coping mechanisms compared to previous
generations. These changes are influenced by factors such as technology and societal shifts.

Facilities and Resources:

The college lacks adequate facilities. For example, laboratories are used as both classrooms and
labs, which is not ideal.

There is no dedicated lab technician; instead, faculty members must oversee lab equipment,
leading to inefficiencies and risks of mismanagement.

Benchmarking with other schools shows that they have dedicated technicians for each
department, whereas the College of Engineering has only one technician.
4. How confident are you that you will be able to produce topnotchers again?

We are confident that with our current efforts and continuous improvements, we can
produce top-notchers again. However, it’s important to emphasize that producing top-notchers is
not just about luck; it requires a strong alignment between our curriculum, the dedication of our
faculty, and the commitment of our students.

We are actively working to ensure that the topics we teach are not only aligned with the
board exam coverage but also relevant to real-world applications. Our goal is not just to prepare
students to excel in the board exam but to equip them with the skills and knowledge they need to
succeed in the industry.

While achieving top-notchers is prestigious and a testament to our program’s quality, we

are equally focused on producing well-rounded graduates who can excel beyond the board exam
and contribute meaningfully to their chosen fields. With this mindset, we believe that success in
both the board exam and professional careers is attainable for our students.

5. What opportunities are there for professional growth within the department?

Professional growth, in my view, often involves going beyond what is immediately

available or provided, much like how a family needs to go beyond what’s on the table to achieve
better outcomes. In our case, when we started in ECE, it was essentially from scratch. Coming
from a poor background, I had to work hard and not expect everything to be handed to me. After
moving to CSU from MSU IIT, I had no license and was new to being permanent, but I sought out
opportunities to explore my specialization. I applied for a scholarship and even traveled to Taiwan
to further my learning.

Not everything is given to you, and sometimes you have to take initiative. While some
opportunities might come to you, there are many other institutions and departments that also need
support, and their resources may not always meet your needs. It’s important for faculty members
to take the initiative to look for opportunities to contribute to their own growth and the development
of their departments.

The real driver of departmental growth is the faculty. If they are motivated, the department
will grow. However, if they are passive and wait for opportunities to come to them, progress can
be slow. If faculty members are driven and committed, they will help the department become more
visible and effective. By stepping outside your comfort zone and seeking opportunities, you can
gain valuable experiences and bring back new ideas that benefit the department. This is why it’s
important not to stay confined to the four walls of your department. There are many opportunit ies
outside, and only by exploring them can you truly experience and bring back more innovative
approaches to your field. In any organization, you should not just wait for opportunities to fall into
your lap. you need to create your own opportunities and take responsibility for your professional
growth.