Case Study

FAR EASTERN UNIVERSITY
Institute of Accounts, Business and Finance

BUSINESS ADMINISTRATION DEPARTMENT
BUSINESS CASE STUDY

REPORT
A Final Paper in MGT1104 Organizational Behavior Course
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Table of Contents
Table of Contents ............................................................................................................................. i
List of Tables and Figures............................................................................................................... ii
Executive Summary ........................................................................................................................ 1
Overview of the Case ...................................................................................................................... 2
Viewpoint ........................................................................................................................................ 2
Time Context .................................................................................................................................. 2
Case Facts ................................................................................................................................... 3
The Problem ................................................................................................................................ 5
Objectives ................................................................................................................................... 5
Alternative Courses of Action/Criteria ........................................................................................... 6
Recommendation ............................................................................................................................ 8
Conclusion ...................................................................................................................................... 9
References ..................................................................................................................................... 11
Appendices .................................................................................................................................... 12
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List of Tables and Figures

TABLE 1: SUMMARY OF ALTERNATIVE COURSES OF ACTION .........................................................................................8
TABLE 2: THE RESPONDENTS ....................................................................................................................................... 13
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Executive Summary
The purpose of this case study was to know the reason why some senior employees of Victor
Hardware are resistant to learning and change. It also aimed to recommend possible actions or
solutions to lessen or remove this problem. To know more about the issue of Victor Hardware,
we interviewed its employees, both the seniors and young ones, and one of its managers. We
asked them about their thoughts and experiences concerning the problem in their workplace. We
also tried to ask them of the possible solutions they could think of. After further analysis about
the case, we learned that the senior employees are behaving like that because they feel that they
already know everything and think that trainings and other programs are just waste of time.
Some of them do not want to learn from the younger employees because of their pride and ego.
They also don’t prefer young managers/leaders because they perceive it as an unfair thing.
Basically, everything goes down to lack of communication. Senior employees aren’t fully aware
why they need further trainings, they aren’t fully aware about the reason why young managers
are hired and that they still have a lot of things to learn especially in this generation where
technology is rapidly improving. Therefore, our recommendation for this case is to improve
communication between the employees by creating reciprocal interdependence and the task is
something that requires new learning which the senior employee isn’t knowledgeable about.
Through this, they will have the urgency to learn and at the same time they can learn from their
co-employees as well.
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Overview of the Case

In an organization, diversity or differences cannot be avoided especially in today’s
generation wherein a lot of companies encourage diversity in their workplace and use it to their
advantage. However, we can’t deny the fact that diversity also has negative implication if not
handled well by the organization or management. One thing that causes diversity in a workplace
is the individual differences of the employees or workers within it. People have different
attitudes and it isn’t impossible for them to express these at work. One common problem that
occurs in organizations today are the negative attitudes of some senior employees toward
learning and change. In fact, according to a research, employers have negative stereotypes on
older workers. They are considered to be stuck in their ways and not interested in further training
or promotion (James, Swanberg, & McKechnie, 2007). Also, another assumption about older
workers is that they are short-term focused and hence more resistant to change (Kunze, Boehm,
& Bruch, 2013).
Victor Hardware, just like other organizations, also experiences this issue concerning
senior/older employees. Some of its senior employees refuse to learn from their co-employees
and are no longer interested in attending trainings and programs for their improvement and
learning. Moreover, some senior employees do not particularly want to listen or learn from the
younger ones. They continue to do their old ways and believes that there is no need to change or
learn new things.
Viewpoint
This case study is analyzed based on the perspective of Ms. Gertrudis Barreto, one of the
managers of Victor Hardware. The possible solutions we’ll get from the analysis will be
recommended to her since she’s the one who has observed the issue and she has the capability to
apply the recommended solutions to the case.
Time Context
The issue about some senior employees resisting change and learning, especially from the
younger employees, has already been a problem of some organizations since then. However,
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when the 21st century came, this issue became more evident due to the technological
advancement and new learnings of the new generation. Ms. Barreto has been working in Victor
Hardware for many years already and she observed that this issue gets bigger as time passes by.
As a manager, she realized that she has to face the issue and do something about it.
Case Facts
I. Introduction
Victor Hardware is business/company that buys and sells industrial hardware (tools and
industrial materials). Its organization consists of both senior and new employees from the service
and accounting department. They also have supervisors, team leaders and managers that are
young and don’t have much experience than the seniors in Victor Hardware. One of its
managers, Ms. Gertrudis Barreto, has observed that some senior employees in their organization
refuse to learn and engage with new younger employees. She has also noticed that some don’t
want to adapt to changes and resist from joining trainings and other programs. Furthermore,
while some senior employees are fine with having younger managers, some are hesitant and find
it unfair which consequently affects their work and performance.
II. Attitude/Feelings Towards Having Young Leaders

A. It makes them feel insecure/nervous
B. Others feel disappointed and find it hard to approach these leaders
C. Some senior employees perceive it as unfair because they feel that these leaders have less
experience than them
D. Some are hesitant to follow the advice or suggestions of these leaders
III. Experiences about senior employees that are resistant from:
A. Learning from younger employees
1. Some refuse to learn from new employees because they think they know better
2. Others want to learn from senior employees only because of their pride and ego
3. Others resist learning from the younger generation because they can’t accept that
they are more updated than them.
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B. Learning as a whole (trainings, programs etc.)

1. Others don’t attend meetings about improvements because they believe what they
know is enough
2. Some resist trainings and other ideal programs and still do the old practice
because they feel that their experience is already enough for their job and it’s a
waste of time
C. Learning from all types of employees
1. Some senior employees insist their old knowledge and doesn’t entertain new
ways/method
2. Others doesn’t accept suggestions from their co-employees
IV. Negative implications
A. It will cause stress to the new employees whose ideas aren’t accepted
B. No unity and harmony within the workplace or organization
C. Slow progress of the work (less efficiency)
V. Conclusion
Based on the supporting details above, we can infer that some senior employees havenegative
attitudes towards change and learning and negative perception towards young employees and
leaders. Most of the senior employees are behaving this way because they feel that they already
have learned a lot from their experiences in the organization. They believe that what they
currently know is enough for their job. Some of them are already comfortable with their old
ways and are afraid or hesitant to try new things. Furthermore, the reason why a lot of senior
employees don’t prefer younger managers is because they feel it is unfair and their egos are hurt
by following someone who’s not as experienced as them. This behavior is supported by a study
which found out that age is negatively associated with learning scores for a learning program.
However, we can say that this issue is due to the individual differences of the senior employees
because not all of them are like this. Moreover, we can say that this kind of employees have low
levels of openness since they are less receptive to new things and ideas(Griffin, Phillips, &
Gully, 2017). Due to these behaviors, the work, unity and environment within the organization is
negatively affected.
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The Problem
Some senior employees of Victor Hardware are resistant from learning and change which
negatively affects the organization in many ways.
 Some senior employees do not want to learn new things from young employees and
young managers
 Some senior employees do not attend trainings and programs to enhance and improve
their knowledge and skills
 Some senior employees do not adapt to change and do not want to learn from their co-
employees
Objectives
The main objective of this case study is to provide a possible solution to the issue
regarding the senior employees’ perceptions and attitude. It also aims to achieve the following
objectives:
 To encourage senior employees’ to be more open in the workplace

 To increase the efficiency of the employees
 To improve the unity and harmony within the workplace
 To encourage senior employees in attending seminars, trainings and other programs
 To improve the relationship of the employees
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Alternative Courses of Action/Criteria

The following actions can be taken in order to solve the problem in Victor Hardware’s
workplace:
1. Increase the senior employees’ communication with other employees in order for them to
be more comfortable with them and learn to accept their suggestions. The management
can create reciprocal interdependence between the senior and young employees. They can
also give them a work which requires the use of technology or new things so that the
senior employees will have to learn from their team or partner. However, this can affect
the work at first because they’ll have to adjust especially if the other employee refuse to
cooperate.
2. Set a new goal for the senior employees so that they’ll have the urgency or need to learn
new things. This can be done by moving them to a different team or department. Some
senior employees feel that they already know everything about their job so it could be
good to give them new things to do and learn.They can also be moved to a department
which uses technology often so that they’ll really have to learn about it from the younger
generation. However, this might affect the quality of work at first since the senior
employee is still not used to his/her new job/department.
3. Give rewards to those employees who join or attend trainings and ideal programs that
will improve their knowledge and skills. Some employees think it’s just a waste of time
and they have learned a lot already but if they are given rewards or positive
reinforcement when they do trainings it might change their perspective. However, this
can be costly (but there can be other rewards aside from money, like awards and
acknowledgement). Also, some may just attend it for the rewards so they will think that
they really don’t have to listen and learn from it.
4. New employees and new managers must be introduced properly to the old employees of
the company. This will let them know why the manager is chosen despite his/her age and
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experience. This is because other senior employees don’t want to learn from the young
employees because of perceived unfairness about it. Through this, the senior employees’
attitude and perception towards them might change. But this might be time consuming
and others might just feel that the new employee/manager is boastful for telling his/her
capabilities and achievements. Also, other new employees might be humble and tell that
they don’t really know much.
5. Promote or increase the salary of senior employees who’s been doing well in their job.
The reason why some senior employees resist change and new things because they feel
that they are not being credited or acknowledged by the company while the young
employees have high salary and high position. But this can also be costly especially if
there are many senior employees. Also, new employees might find it unfair especially if
the senior employee just slacks off.
6. Improve the relationship of the employees by regularly conducting team building

especially if there are new employees. However, can be costly if the company shoulders
the expense for it. Also, other employees might not join since it is not compulsory.
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Advantages Disadvantages
1. Reciprocal Increase comfortability and Possibility of refusal to
Interdependence for tasks communication between cooperate
that requires new employees
application/ways Increase the need for learning
2. Move to different Increase the need to learn new Adjustment
team/department things
Possible low quality of work at
Creates new goals first
3. Rewards/Positive Increase training/programs Can be costly
reinforcement for attending engagement
trainings and programs Others might attend only and
not learn
4. Introduce new employees Lessens perceived unfairness Other might find the new
and managers and tell their employees boastful
capabilities and achievements Can change the perception and
attitude of senior employees
5. Promotion or increasing Lessens the insecurity of senior Costly
the salary of senior employees
employees Can be unfair for new
employees
6. Team Building Improves relationship Can be costly
Improves unity Others might not join

Table 1: Summary of Alternative Courses of Action
Recommendation
Each alternative course of action that we’ve come up has its own advantages and disadvantages.
In order to choose the best course of action we considered the cost and benefit of each of them
and analyzed which is feasible or applicable given the current situation and capabilities of the
management or the organization. Out of all the six possible actions, alternative action number 1
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seems to be the best action the management can take to solve the issue concerning senior
employees. That action is to create reciprocal interdependence between the employees wherein
they have to communicate and adjust in order to accomplish a task. It is not that risky and it
gives great advantage to the company. It can also possibly solve the three aspects of seniority
problem: learning resistance from young employees, learning resistance from all co-employees,
resistance from training and programs. As we know, attitude is not permanent and not as stable
as personality attributes. The seniors may have negative attitude towards new and young
employees but this can change if they see the capabilities and potential of these employees.
Through reciprocal interdependence their relationship will strengthen and they will come to
know more about their co-employees. Communication will also improve. Also, it would be better
if the task they’re working on requires technological application or it has to do with something
new to the senior employee. Because of this, the senior employees will realize the need for
improvement and they will feel the need to join trainings and programs. Furthermore, this is also
a way to suppress the employees’ tendencies and their personality that negatively affects the
organization. This is because the relationship of personality and behavior depends on the
situation a person is in. In order to weaken the expression of their individual personality, the
culture of the organization must be strong (Griffin, Phillips, & Gully, 2017). Having reciprocal
interdependence can strengthen the culture of Victor Hardware which promotes respect,
openness and learning.
Conclusion
Based on the responses that we’ve got from the employees and by further analysis of the
case, we learned the several reasons why some senior employees of Victor Hardware do not want
to learn from their co-employees and do not attend trainings and ideal programs. Most of them
feel that they know a lot already and they’ve been in the company for a long time so there is
nothing to know and learn anymore. This is also the reason why they do not want to listen from
their young co-employees. Furthermore, some of these senior employees do not like having
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young leaders because they think it’s unfair and it hurts their ego and pride by following
someone who’s less experienced and newer than them. Through this information, we’ve come up
with six alternative actions to possibly solve the issue. Out of all the six alternatives, we saw the
two most feasible action to take: alternative number 1 (reciprocal interdependence) and
alternative number 2 (change department/team). These two has the potential to solve Victor
Hardware’s problem but out of the two, alternative number 1 is the easiest thing to do and it
doesn’t have big risk compared to the others. So, basically, our recommended solution is a
combination of increased communication and new tasks. The management just have to create an
environment where continuous communication and further learnings and trainings are
necessary.
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References
Griffin, R. W., Phillips, J. M., & Gully, S. M. (2017). Organizational Behavior: Managing
People and Organizations (12th ed.). Boston, Massachusetts: Cengage Learning.
James, J. B., Swanberg, J. E., & McKechnie, S. P. (2007). Generational Differences in
Perceptions of Older Workers' Capabilities. Retrieved from Boston College:
www.bc.edu/agingandwork
Kunze, F., Boehm, S., & Bruch, H. (2013). Age, resistance to change, and job performance.
Journal of Managerial Psychology.
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Appendices
Questions Asked
Respondents and Documentation
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Name Position Years in Service

Mary Jane B. Rivero Bookkeeper 3
Rowenna Dellosa Accounting Staff 9
Divina T. Gacale Accounting Staff 10
Keziah Pearl Gomez Accounting Staff 2
Sarah Rosario D. Fernando Accounting Staff 1
Ruby B. Madija Accounting Staff 11
Marilou Legaspi Accounting Staff 10
Sarah Macayayong Accounting Staff 3
Catherine Capiral Accounting Staff 2
Gertrudis Barreto Manager -
Table 2: The Respondents
Transcript of Interview:
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1. With the span of time that you’ve worked in this company, do you think you’ve gained
enough information and knowledge on how the organization works and how to solve certain
problems?
 “For the past 20 years that I’ve been working here in our company, of course I gained
some knowledge on how to deal with certain problems that I encountered every day. It is
important to have an open communication in every department in order to solve certain
problems”
 Yes
 “Gained knowledge but not yet enough”
2. What would you feel if your team leader or supervisor is younger and has less experience than
you? How does it affect your work?
 “It will be okay with me”
 “It doesn't bother me. It’s nice working with younger known as millennials. Millennials’
arrival in the workforce is a challenge but also an opportunity to demonstrate their
potential and capabilities. Works made easier.”
 “First of all, Iwill feel disappointed because it will be hard having a team leader or
supervisor who’s younger than you and who doesn’t have enough experience with how
the work here flows. It will have an effect on our work and feel timid to approach with
regards to the tasks that should be done because we respect their position unless they are
the ones who will approach us to teach them.”
 “I accept the young leader with more knowledge and experience. But with less, I
wouldn’t and I will also feel stupid. And to the effect of my work, maybe I can’t express
my excellence because people can’t appreciate it.”
 “For me, it doesn’t matter whether he is younger than me and with less experience as
long as he is open-minded and knows how to handle his people, and willing to learn from
his people also and not for superiority”
 “If my team leader is younger and has less experience than me, I will feel that it’s unfair
and it will really affect my work.”
3. In such cases, wherein a common problem occurred in the organization and your team leader
or manager who is younger than you gave you a different instruction to solve it, would you
follow his/her order? Or would you stick to what you know based on your experience? Why?
 “In such cases, wherein a common problem happened, yes, I will follow since he is my
manager and his equipped with new ideas, concepts and strategies to solve such
problem.”
 “I can follow if it will help the organization.”
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 “It depends on the instructions. If it is right and if it can also be a huge help to our work,
the we will follow him/her. But if not, then we will talk about that matter and it’ll him/her
the right thing to do.”
 “First, I need to analyze the problem if his instruction will lead to solve the problem, I
will follow him but if not, then why should I? I can hesitate but with respect on him. It’s
a case to case basis.”
4. Does your workplace have managers or supervisors who are young and are just new to the
company?
 “Yes”
 “Few”
5. (Regarding Question #4) What have you observed regarding the submission of other
employees to these leaders?
 “Lack of communications, having problem for how they approach their co-workers.”
 “Some are hesitant and some are rude to their leaders, being a leader - attitude is a must.
If you treat them right, good deeds will come back to you”
6. Do you know someone in this organization who is a senior employee which is somehow
resistant from learning? Narrate the instances.
a) Learning from younger employees
b) Learning as a whole, including trainings and ideal programs
c) Learning from all types of employees.
 “I know someone that can’t resist learning from young employees. Maybe she can’t
accept the fact that the younger generation are more updated and smarter.”
 “YES! Learning as a whole, including trainings and ideal programs”
 “Yes. There is. Cannot adapt to the new system. Thinks that he knows better.”
 “Yes. In our workplace, she doesn’t follow new ideas. She insisted her old knowledge.”
 “Yes. Because the team leader is new and younger, the senior employee refused to learn
because he knows he had learned a lot”
 “Refused to attend meetings”
 “She wanted to learn but to senior employees only”
7. (Regarding Question #6) Personally have you had any own experiences regarding this matter?
Can you narrate it?
 Yes, I have, my head can’t always take my suggestion or learning and she always finds a
way to make it wrong.
P a g e | 15
 “I knew someone from our organization, she doesn’t want to attend trainings or any ideal
program that will help her to improve. She is using the old practice of accountancy and
she’s no. 1 demanding and pestering her co-workers also.”
 “Yes. It’s hard to manage older generations at workplace. It requires patience, the ability
to listen carefully and the knowledge that you must learn the old ways of doing things
before you can apply your own ideas.”
8. What do you think are the other negative implications or effect if seniors resist from learning
and following other’s instructions?
 “A company should have a team work. It is hard to work as a team if others cannot adopt or does
not have an open mind towards new ideas.”
 “Negative implications. It can increase stress and anxiety. Work progress maybe slow and no
harmoniously relationship in the workplace.”
 “The result will only have a negative impact if some of the seniors overlooked or didn’t gave
extra careful in accepting instructions or ideas.”
 “They resist because the ego and pride fighting versus learning from the young one.”
 “Negative implications, well if senior refused from learning, there will always a negative impact
in his work. Especially now that we are in a millennial time, we need to accept and learn the
technology or else we will be left behind. Just like gadgets, we need to upgrade also for good.”
 “Chaos, and work will be affected.”
 “There will be division among employees”
9. What do you think is the solution submission and learning conflicts in regards to seniority and age
diversity in the workplace?
 “For me, it’s always to have a good leadership. Know your people well, see what is the best
she/he can do with your organization. Try to listen and accept suggestions from your subordinates
because every day is a learning process. It’s a give and take, and most of all, treat your people
fairly.”
 “The solution is, they need to retire and take a rest.”
 “We must learn how to accept fair ideas regardless if the one who contributed it is younger than
you if you know that it will help for the betterment of everybody”.
 “Age diversity in the workplace can create challenges to manage worker from different age
group. It can create conflicts at work. The best solution for me is communication.
Communication is one of the main components of business management and is essential for
business success.”
 “Make the person understand the effect of the new system.”
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BUSINESS PROFILE
DESCRIPTION
VICTOR HARDWARE is a full-service, industrial equipment supplier, based in Quezon City, Philippines.
We provide a variety of leading industrial products and after-sale services for complete product lines of Tailift
Forklifts, Pneumatic Compressor and Blower Systems, Caster Wheels, Material Handling, and Garage Equipment.
GENERAL BUSINESS INFORMATION
Business Name: Victor Hardware
Year Established: 1972
Industry: Industrial
Head Office Address: 697-699 G. Araneta Avenue Quezon City Philippines
Phone Number: T: 743-6771 to 77 F: 743-4587
Website Address: https://victorhardware.biz
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RESEARCHER’S PROFILE
BACOLOD, EUHANNA KARLA

122 Torres Bugallon St.
Sangandaan, Caloocan City
09055237829
euhannakb@gmail.com
EDUCATION
Far Eastern University-Manila Tertiary2018- Present

Nicanor Reyes St. Sampaloc, Manila
University of Cebu-LM Senior High School 2016- 2018

A. C. Cortes Ave, Mandaue City, Cebu
Edens Christian Academy Junior High School 2015-2016

Poblacion, Cawayan, Masbate
Cordova Central School Elementary 2011-2012

Cordova, Cebu
PERSONAL INFORMATIONS
Birth Date : June 09, 2000

Age : 19 yrs. old
Place of Birth : Poblacion, Cawayan, Masbate
Citizenship : Filipino
Civil Status : Single
Religion : Born Again Christian
Name of Father : Eufe Bacolod
Occupation : Self-employed
Name of Mother : Analiza Bacolod
Occupation : Nurse
P a g e | 18
BARRUESO, APRIL JOY

#4678 Phase 2, Roadrunner St., Santolan
Gen T. De Leon, Valenzuela City.
09177674878
ajbarrueso@gmail.com
EDUCATION
Far Eastern University-Manila Tertiary 2018- Present

Far Eastern University–Senior High School Senior High School 2016-2018

Nicanor Reyes St., Sampaloc, Manila
St. Joseph Academy of Valenzuela Junior High School 2012-2016

1 San Felipe St., Karuhatan, Valenzuela City
St. Joseph Academy of Valenzuela Elementary 2006-2012

1 San Felipe St., Karuhatan, Valenzuela City
Birth Date : April 02, 2000

Age : 19 yrs. old
Place of Birth : KKUH, Saudi Arabia
Religion : Roman Catholic
Name of Father : Roderick V. Barrueso
Occupation : Self-employed
Name of Mother : Gigie L. Barrueso
Occupation : Registered Nurse
P a g e | 19
GARCIA, JOSAN ANDREA

#31A Mt. Airy St. New Marikina Subdivision
Sta. Elena, Marikina City
09263614237
Andreahaha20@gmail.com
EDUCATION

Polytechnic University of the Philippines Senior High School 2016-2018

Anonas, Sta Mesa, Manila
Marikina Catholic School Junior High School 2012-2016

Gil Fernando Cor. Mt. Everest, Marikina
Marikina Catholic School Elementary 2006-2012

Gil Fernando Cor. Mt. Everest, Marikina
Birth Date : November 08, 1999

Age : 19 yrs. old
Place of Birth : Marikina City
Name of Father : N/A
Occupation : N/A
Name of Mother : Josyphine P. Garcia
Occupation : N/A
P a g e | 20
LEGASPI, JAMES FRANCIS

33 F. Manalo Street
Cubao, Quezon City
09475347105
2018040421@feu.edu.ph
EDUCATION

New Era University Senior High School 2016- 2018

No. 9 Central Ave. New Era, Quezon City
Trinity University of Asia Junior High School 2012-2016

275 E Rodriguez Sr. Ave, New Manila, Quezon City
Kamuning Elementary School Elementary 2006-2012

Scout Torillo Street, Diliman, Quezon City
Birth Date : October 19,1999

Age : 19 yrs. old
Place of Birth : Quezon City
Religion : Iglesia Ni Cristo
Name of Father : Ronald Legaspi
Occupation : Manager
Name of Mother : Marilou Legaspi
Occupation : Accounting Staff
P a g e | 21
VICENTE, RICHMOND JASPER

Blk 11 Lot 12 Parsley St. Riza Village, GB2
San Mateo, Rizal
09062501880
cabralesvicente@gmail.com
EDUCATION

Diliman Preparatory School High School 2012-2016

Commonwealth Ave, Quezon City, Metro Manila
Xavier School
64 Xavier, San Juan, 1500 Metro Manila Elementary 2006-2012
Birth Date : December 16, 1997

Age : 21
Place of Birth : Manila
Name of Father : Ramon Emiliano G. Cabrales
Occupation : OFW
Name of Mother : Judy Grace Vicente
Occupation : N/A
P a g e | 22
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FAR EASTERN UNIVERSITY

Institute of Accounts, Business and Finance

BUSINESS CASE STUDY

List of Tables and Figures

Overview of the Case

II. Attitude/Feelings Towards Having Young Leaders

B. Learning as a whole (trainings, programs etc.)

 To encourage senior employees’ to be more open in the workplace

Alternative Courses of Action/Criteria

6. Improve the relationship of the employees by regularly conducting team building

Improves unity Others might not join

Respondents and Documentation

Name Position Years in Service

Rowenna Dellosa Accounting Staff 9

Divina T. Gacale Accounting Staff 10

Keziah Pearl Gomez Accounting Staff 2

Sarah Rosario D. Fernando Accounting Staff 1

Ruby B. Madija Accounting Staff 11

Marilou Legaspi Accounting Staff 10

Sarah Macayayong Accounting Staff 3

Catherine Capiral Accounting Staff 2

Gertrudis Barreto Manager -

Table 2: The Respondents

GENERAL BUSINESS INFORMATION

Business Name: Victor Hardware

Year Established: 1972

Head Office Address: 697-699 G. Araneta Avenue Quezon City Philippines

Phone Number: T: 743-6771 to 77 F: 743-4587

Website Address: https://victorhardware.biz

BACOLOD, EUHANNA KARLA

Far Eastern University-Manila Tertiary2018- Present

University of Cebu-LM Senior High School 2016- 2018

Edens Christian Academy Junior High School 2015-2016

Cordova Central School Elementary 2011-2012

Birth Date : June 09, 2000

BARRUESO, APRIL JOY

Far Eastern University-Manila Tertiary 2018- Present

Far Eastern University–Senior High School Senior High School 2016-2018

St. Joseph Academy of Valenzuela Junior High School 2012-2016

St. Joseph Academy of Valenzuela Elementary 2006-2012

Birth Date : April 02, 2000

GARCIA, JOSAN ANDREA

Far Eastern University-Manila Tertiary 2018- Present

Polytechnic University of the Philippines Senior High School 2016-2018

Marikina Catholic School Junior High School 2012-2016

Marikina Catholic School Elementary 2006-2012

Birth Date : November 08, 1999

LEGASPI, JAMES FRANCIS

Far Eastern University-Manila Tertiary 2018- Present

New Era University Senior High School 2016- 2018

Trinity University of Asia Junior High School 2012-2016

Kamuning Elementary School Elementary 2006-2012

Birth Date : October 19,1999

VICENTE, RICHMOND JASPER

Far Eastern University-Manila Tertiary 2018- Present

Diliman Preparatory School High School 2012-2016

Birth Date : December 16, 1997

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