Beruflich Dokumente
Kultur Dokumente
T o w a r d s
D e v e l o p i n g
FILIPINO
CORPORATE CULTURE
(Uses of Filipino Traditional Structures
and Values in Modern Management)
REVISED EDITION
F. L A N D A J O C A N O
Metro Manila/Philippines
yc.vm
**** *
TOWARDS DEVELOPING
A FILIPINO CORPORATE CULTURE
:
Revised Edition
Philippine Copyright 1999 .
by F. LandaJocano and PUNLAD Research House, Inc.
Contents
Preface to the Second Edition
Preface to the First Edition
Introduction
vii
1
P A R T 1: BASIC CONCEPTS
1
37
Sources of Contradictions
in Philippine Management System
53
23
ISBN 971-622-007-3
PART 2: SOCIOCULTURAL E N V I R O N M E N T
. Published by:
PUNLAD Research House, Inc.
P. 0 . Box 121 UP Post Office
Diliman, Quezon City 1.101
Philippines
4
5
6
73
95
107
P A R T 3: CORPORATE C U L T U R E
7
Corporate Culture
Bibliography
F . LANDA JOCANO
Quezon C i t y
October 20 1 999
3
vi
vii
Introduction
Uncritical transfer of management theories and
techniques' based on Western ideologies and value
' systems has in many ways contributed to organizational inefficiency in the developing country context
'
R. N . Kanungb & A. M . Jaeger,
in M a n a g e m e n t i n D e v e l o p i n g C o u n t r i e s ,
1990
be completely different from and even more meritorious than those of the boss. .
'
F. LANDA JOCANO
'
Quezon City
August 8,1988
viii
. '.. First, many theories, particularly the Western ones,learned in schools may not be applicable to actual Philippine
situations. Second, uncritical use of these theories contributes
not only to organizational inefficiency but also to miscommunication between management and labor. Third, managers
must remember that, when workers join the company, they
INTRODUCTION 3
bring with them, as part of their mindsets and emotional resources, their local cultural values. Fourth, these cultural values continue to influence their relationships with one another
even within the organization. And fifth, unless understood,
these values can cause a lot of unnecessary miscommunications, frustrations, and conflicts.
Thus, it would be helpful if managers go out of their
way to learn these cultural values and incorporate them as
part of their managerial style so that when the corporate buttons are located, they know which end does not buzz at all.
A cursory review of companies that did not fare well
during.the'1998-99 Asian financial crisis reveals that managers, in these, companies, particularly the multinationals, had
not fine-tuned their managerial leaderships to local cultural
environments. Thus, they found it difficult to communicate
with their colleagues or relate with their subordinates. When
a crisis finally, happened, they did not receive the support of
the workforce; instead, they got negative feelings and labor
problems.
,
.
.
On the other hand, there were companies that did not
only survive the crises but even thrived in the face of adversities. They bravedthe storms of economic, social, and political
turbulence' and succeeded in attaining their goals: making
profits in the midst of crises-. How did they do it?
'.. Research on this amazing phenomenon of success in
times of crises reveals a pattern: successful companies are
guided by proper.business.attitudes..They also shift their corporate gears, early enough from purely technical to substantially, cultural management style. While they keep their technological .-capabilities, at; par with the latest developments^ in
the field, they hold their management styles close to and in
tune with the cultural psychology of the workers. This knowledge enables them to redesign their business strategies, gain
the committed support of the employees, and affirm the patronage of the customers, before any disaster takes place.
:
often too bureaucratic as to allow immediate response to sudden environmental changes. Moreover, executives of these
companies see no need for cultural values being meshed with
"modern" management. They are of the opinion that "such a
venture will only lead to confusion and management problems." To them, a culture-bound perspective is not necessary
for making current management techniques work. Good
knowledge of business opportunities and better discipline of
workers' behavior are all that aire needed to achieve corporate
goals.
,''/
,
:
INTRODUCTION 5
Corporate analysts often overlook the' fact that management is an activity, shaped by the interactions of people
within the organization and affected by the cultural tra'dition
of the larger society outside it. The hard facts of capital, technology, and market are not the only elements of corporate life.
The human resource component of the-company is-just as crucial and deserving of management's attention. ..'-.. >
Corporate managers must, therefore, be sensitive to
the psychological and cultural demands of the' environment.
These factors affect the nature of corporate life. But they do
not easily yield to numbers and accurate statistical predictions. They involve deeper human predispositionsprocesses
that even high-tech instruments often fail to uncover. In this
context, it is the "intuitive" ability-of-managers to assess the
unquahtifiable workings and the dynamics of the various en-,
vironmental factors that enables them to chart the course of
INTRODUCTION 7
' '
3
'
Intellectual strategies alone will not motivate people. O n l y a company w i t h a real mission or sense of purpose that comes out of an intuitive or spiritual dimension w i l l capture people's hearts, A n d y o u must have
people's hearts to inspire the hard work required to realize a v i s i o n .
It is often those intangible factors in human psychology, lying underneath the observable corporate structures,
that determine the success or failure of the enterprise. These
INTR0DUCTI0N
'
-"
f
'..;
(we
help one another) system or a system of working together like brothers ariiJ sister" for the achievement of
the'goals of t h e company.'It means that all people, from
the president to the'last man in t h e c o m p a n y , will', work
together w i t h everything they got until the job is accomplished. It is accepted to mean the sharing of one's burden. Thus, the saying " b a y a n i h a n t a y o " is often invoked
When .there is work to be.done and the cooperation of
other units is needed, This way of life has been transmit- .
ted from generation to generation .of workers at the,
...
;.
ion.)
as a way of life in
'. There has to be continuity, congruence, and'reinforcement'between corporate'management and corporate environment: We have'pointed this out in the preceding discussion in
order to stress the role of cultural values in management. In
fact, this study proceeds from two complementary'assumptions: First, effective management is the functions of the
congruence between the principles of management used in
the corporation and the elements of culture prevailing in
the environment where the corporation operates. Second,
within the corporation, effective management is the function of the f i t or m a t c h of the perceptions and expectations
managers, employees, and workers have of each other.
In,other words, it is'the perfect (or near-perfect) fit of
culture and.management that leads to excellence, productivity, and growth. In speaking of Japanese management style,
Prof. Ryushi Iwata said:
10
Barriers to Change
In the Philippines,,many business schools do not emphasize the significance of Filipino culture in management
training. Cultural factorsi.e., values and normsare totally
ignored (or else listed in school catalogues as cognate subjects), if at all recognized, they are merely treated as residual
categories to quantitatively oriented courses. The same neglect is found in actual management practices. .This- indifference to or lack of appreciation of the importance of Filipino
culture to corporate management may be traced to the prevailing biases many business executives and business educators
have against existing Filipino traditional values. As one former official of the Bureau of Employment of the Department
of Labor said:
r
INTR0DUCTI0N 11
management relations that ariso In modern, urban, i n dustrial societies purely for production.
8
Unfortunately, these derogatory perceptions of F i l i pino traditional ways have become self-fulfilling prophecies.
They are used as excuses or alibis for personal wrongdoings
and inadequacies. Even mass media have tended to bloat this
negative view of Filipino cultural norms and practices .and
have labeled many aspects of the culture as scapegoats for individual aberrations.
A newspaper report, such as the one below, exemplifies
the lack of appreciation of Filipino values in management.
The secretary of transportation and communications
wishes to run his department like he used to manage-the
IBM Philippines and in the same way the Zobels, Ayalas,
Sorianos, whose concern is EFFICIENCY, run their corporation.
'
':--..'. V
'
12
INTRODUCTION 13
This is a very strong indictment indeed. But many executives share this view. When cultural factors do come intd.
the corporate picture; managers generally consider them "barriers'to good management or public administration." The idea
of incorporating traditional values in management training dr
imoperational techniques of actual job supervision is considered not necessary or Unorthodox at best. The sentiments' expressed by- one executive probably echo those of the majority
of his colleagues.
*'
.':.': -.
.'
-:.:/, : ..-.-:.;
1
''
'
'
>:;.
, ...
10
A n enterprise must involve its people, from top to bottom and bottom to top, in the total life of an organization. Its people must take part in the selection of goals',
in the development of purposes, in the analysis of obstacles, in-the generation of solutions, .in the design and
" implementation of strategies and-programs, and must be
rewarded w i t h the fruits of s u c c e s s .
12
'--''<
''.';'
14
INTRODUCTION 15
.;
'
liefs, and in response to local needs. Thus, unique, lo. i believing, and thinking emerged.
'
14
This somewhat schizophrenic state of affairs is generally recognized and accepted. However, there has been no concerted and systematic effort to unify the two systems into a
single orientation. The tendency has been to discard or disregard indigenous Filipino cultural values if these-aire perceived
as contrary to modern (i.e., Anglo-American) management'
ideas and practices: The reverence for things-modern has oftentimes resulted in the unquestioning acceptance of naive
and outlandish management theories so, long as these are
couched i n Western academic jargon. It is seldom realized by
many'Filipinos that modern values-considered universal have,
in fact, a strong Western bias.
- -' '>- :
1998).
16
for it-^pqkUdsqma-which
is highly prized. To.be i r i s e n - ,
. ,
.. , sitive to the feelings of others is to, be a social d e l i n , , , , quen.t.' ;
.
. , ;
,,
.,;.., . ; .
:
li
i . / T h e contradictions and confusions in.the,Filipino.'perceptions of work and work habit are the result of ambivalence
as to which model to use in managing: men in. corporate organizations,-Managers reject,traditional.values as backward,
whereas workers hold these in high esteem. In almost all occasions, managers and supervisors operate on one set of assumption; workers, on another. To the former, to be bossy is part of
their.managerial role. To the latter, it.is ^managerial arrogance. . '
.'.,'.
.
>....; . Further, to correct mistakes publicly is constructive.
Qrri-sifiismto the supervisors; to the workers, it is,an affront to
t ^ U ^ p i p r p j f Q ^ i O ' (self-egteem). For workers, to be ordered all
t]iQ ftiimje is, in the view of many managers and supervisors, am^s-UiFQIto make up for lack of initiative; but to the workers,
ifisj^utACratioand unnecessary. In the process, the managers
ad, Supervisors become impatient and the workers frustrated
or resentful. They are talking but not listening.to, each.other.
It.js. as though they are transmitting on two wavelengths or
tfieir signals are crossed. The inevitable results: conflicts. , ,
;
INTRODUCTION 17
h a r a p n g m a r a m l n g t a o ay s l n l s l g a w a n k a n g p a r a n g a l i l a .
.Walang paklkipagkapwa a n g m g a iyan. Kaya napuno n a
a n g m g a t a o n a g k a s u n d o a t l u m a b a n . (It is not that we
.do not know our w.ork, It is not that we are not receiving
a good salary. The real cause of the strike is the rudeness,
and cruelty of t h e foreigners, apd their Filipino, under;
lings. Even in front of many people, they shout at you as
if y o u are a servant. They do not strive for good rela-.
tions. That is w h y people agreed to fight b a c k . )
16
Reconciliation
., - . , ,,.
i : ; i ,
18
INTRODUCTION 19
Notes
'
'..-
- -
'
of H u m a n . D y n a m i s m ' ( T o k y o :
A s i a n P r o d u c t i v i t y ' O r g a n i z a t i o n , 1986), 3.
P a t r i c i a O ' T o o l e , C o r p o r a t e M e s s i a h ( N e w A m e r i c a n L i b r a r y , 1984),
269.
.'.-..
4
"'
J o h n ' N a i s b i t t and P a t r i c i a A b u r d e h e , R e i n v e n t i n g t h e C o r p o r a t i o n
;
(New
'
I b l d . , 25-26.
"
'
' '
'
"
'^
'
' .
peats
'
:;
..
P h i l i p p i n e J o u n i u l of I n d u s t r i a l R e l a t i o n s '
-.
.; - - ,
>V,<x>;-,-
'',;'
',
10
P e r s o n a l i n t e r v i e w , 1987.
L e e Iacocca (with W i l l i a m N o v a k ) , I a c o c c a : A n A u t o b i o g r a p h y ( N e w
Y o r k : B a n t a m B o o k s , 1984), 53.
12
Relations,"
P h i l i p p i n e J o u r n a l o f I n d u s t r i a l R e l a t i o n s 5, n o s . T - 2 (1983):27.
14
R o b e r t F o x , The
U N E S C O , 1959), 1.
15
Business
lfi
Philippines
i n Pre-Hispanic
Times
(Manila:
Parti
BASIC CONCEPTS
Management and Culture
Overview of Human Resource Management
Contradictions in Philippine Management System
-.-I
'
Douglas McGregor,
Author, I960
Management
Management is a given in all social groupings, from
the most primitive societies to the most sophisticated organizations. Management directs organization activities and pre-
24
25
Structural relationships in the organization have contributed to perpetuate the popular view that management is
purely the official prerogative of managers. Managers are
hired to manage; that is their sole job. They have to discharge
their duties efficiently and objectively if they are to stay at the
helm of the enterprise. In this context, the rank-and-file workers are viewed as people who simply do their jobs as defined,
directed, and managed, and are totally removed from the decision-making process.
:
This view is changing. Management is no longer considered "primarily a matter of technique but of finding out
ways to reach objectives within an existing sociocultural system." Such development proceeds from the realization that
no business enterprise is an isolated entity but instead is
shaped by its social and economic environment. Thus, management is no longer guided solely by its impersonal organizational structures, but principally by the motivations of people.
It has become a humanist art. As such, it consists of work attitudes, drives, values, creativity, and innovation. It is a kind of
counterculture aimed primarily at developing a collectively
4
26
How Well managers manage and are managed determines whether business goals will be reached. It also
largely determines
enterprise
manages
reflects,
It directly
Elements of Management
Management as a cultural and behavioral process
means developing shared feelings and beliefs in the organization. This includes planning, organizing, implementing, and
controlling (evaluating) activities in order to provide a favorable climate for operation.
6
Planning is the first element of management. Planning, whether explicit or implicit, is necessary in order to attain organizational or corporate goals. This necessitates setting up objectives, clearing them, and developing strategems
27
in anticipation of future actions. It is at this point that conventional wisdom merges with scientific knowledge, insight
with rational thinking, vision with realistic decision making.
To plan is also to extrapolate from factual information ideas
for envisioning a course of action. This way, one may reasonably predict that, if nothing disturbs existing conditions drastically, the desired goal of the company can be achieved, perhaps even easily.
The second element of management is organization.
This involves the definition of tasks, the allocation of work to
people, and the integration of activities into a work system.
Beyond the tedious process of job recruitment is the challenge
of providing workers with a sense, of identity or belongingness
that will promote corporate unity and productivity.
The third element of management is direction or the
implementation of plans as envisioned and of work activities
as organized. Direction or implementation (labels are a matter of personal preference) includes leadership, motivation,
delegation, discipline, and cooperation. Managers must ensure that the proper environment for productive work exists
and must decide which tasks ought to be closely supervised
and which responsibilities may be delegated. In these contexts, they must not only implement policies Or direct activities; they must also create, innovate, motivate, and inspire.
The fourth and last element of management is control
or evaluation. Without any form of control, discipline is difficult to attain; without regular evaluation, group work loses its
direction. In production, standards and quality control must
be top priorities to avoid losses. Furthermore, costs, machine
cap-abilities, inventories, liquidity, and cash flows have to be
controlled in order to provide direction to the volumes of production and to further development. Work performance must
be continually evaluated to improve personal and group output. Activities related to the work cycle must likewise be
evaluated in terms of their contribution to the total effort in
achieving corporate goals. The overall purpose of evaluation
or control is to improve performance, thereby enhancing professionalism and maintaining excellence.
<fb\r
<c- a i ;
ffStpivintK
thin**.
28
29
harder in order to further satisfy their wants. All that management has to do is to provide benefits and strengthen the employees' dependence on the organization for their security and
satisfaction.
Supportive leadership,- on the other hand, is management that provides the proper climate for human resource der
velopment while achieving the ends and purposes of the enterprise, Collegial leadership is premised on' teamwork as the
key to responsibility and productivity. It is the task of management to build a better team if it aims for corporate excel,
11
...
lence.
Our ability to compete rests on our ability to organ- '
ize human beings in such a w a y as to geneca-te opportunity and results, rather than impasses, stagnation, bureacracy, and wasteful friction.
... . ;
Managerial Leadership
The success,or failure of a. company is largely attributable to its managerial leadership. Some managers are merely
administrators who limit their activities to routine and formally prescribed tasks. Others are leaders who do not only
manage the daily affairs of the company but also harness the
potentials of employees so as to achieve company goals.'
There are four types of managerial leadership: autocratic, custodial, supportive, and collegial. Autocratic leadership is formal and founded on the delegated authority to
command and be obeyed by the people over whom leadership
is applied. It is based on the premise that management knows
best and that it is the obligation of the employees to follow accordingly.
10
Culture
In defining culture, the layman is most likely to turn
to the dictionary for help.. Dictionary definitions emphasize
the applied meanings of culture: moral and aesthetic values,
development, training, and transmission ..of knowledge. Culture is thus a means of learning as well as of teaching ways to
becorpe an acceptable member of the group. Much of what an
individual is and the way he behaves are largely due to his
cultural upbringing.
,
.From a holistic point of view, .the classic, definition of
culture is that of Edward Tylor wherein culture is "the complex whole that includes knowledge, beliefs, art, morals, laws,
30
31
It is also the meaning or significance human beings attach to things or events that accounts for their ability to reason and to draw "valid conclusion from formulated premises."
As one anthropologist argued:
13
14
Men could not act and feel as they do if they could not
form concepts and make judgments, but neither could
they make use of concepts and engage in the ideal activity of thinking if they had not developed their innate capacity for the "idealized" modes of behavior and feeling
characteristic of human beings. "
1
32
33
Culture is learning. It is also learned. Learning is facilitated by language, which is the.bearer of culture. Once language is learned, the ideas, contained in its vocabulary become
precepts that guide behavior. It is in this way that culture becomes embedded in our conscious and unconscious minds.
The power of behavior was aptly expressed by one writer who
said:
.
A s soon as we learn to talk, w e become captives of articulate speech; as soon as we learn h o w t o read and'
write, we become slaves of the printed p a g e . '
18
34
'35
G e e r t Hofstede, C u l t u r a l P i t f a l l f o r D u t c h E x p a t r i a t e s i n I n d o n e s i a
( D e n v e r : T G International M a n a g e m e n t Consultants, 1982), 7.
Man
I b i d . , 177. '
Ibid.
which
agement
1 0
(New
K e i t h Davis, H u m a n B e h a v i o r a t W o r k :
Y o r k : M c G r a w - H i l l , 1981 ed.), 110-16.
Man-
Organizational Behavior
I b i d . , 116.
12
J o h n N . W i l l i a m s o n , ed., The L e a d e r - M a n a g e r
W i l e y & Sons, 1984), 75.
(New Y o r k : John
13
E d w a r d T y l o r , The O r i g i n of C x d t m e ( N e w Y o r k : H a r p e r T o r c h B o o k s , 1958), o r i g i n a l l y p u b l i s h e d as P a r t I of P r i m i t i v e C u l t u r e ( L o n d o n :
1981), 1.
14
gists
16
Ibid.,381.
17
Business
18
Notes
'Cf.
(New
(New
Peter D r u c k e r , M a n a g e m e n t :
Tasks,
Responsibilities,
Practices
D a l t o n M c F a r l a n d , The M a n a g e r i a l I m p e r a t i v e (Cambridge, M a s s . :
B a l l i n g e r P u b l i s h i n g C o r p . , 1986), 200.
A t t r i b u t e d to James M c G r e g o r B u r n s .
19
De
20
W a l t e r G o l d s m i t h a n d D a v i d C l u t t e r b u c k , The W i n n i n g
Y o r k : R a n d o m H o u s e , 1984), 6.
L a g u n a , op cit., 382.
Streak
ilipinos have shown in the past.a propensity for borrowing and using exogenous techniques to solve indigenous
II
organizational problems. Based on the assumptions that
there are elements of universality in corporate structures and
problems, .the question remains: Can organizational theories
and management techniques developed out of experiences
in Western cultures be applied in non-Western ones? Will
these still have the same functional efficiency in the host
culture?
Before taking a stand on the Philippine situation, let
us first review the theories on human resource management
most commonly applied in the Philippine setting. Most of the
38
39
Early Theories
The scientific management approach has deeply influenced the thinking of the Filipino business community for
several decades, following.the end of the Second World War.
Even today (1999), it continues to attract ardent followers
among businessmen. Many executives are convinced of its rationale and effectiveness in managing corporate affairs.
Maslow's hierarchy of needs. Bolstering the popularity of scientific management among educators and businessmen today is the hierarchy of needs theory by A. H . Maslow. In several studies of factory workers, Maslow found that
human motivation for job performance is based on the hierarchy of needs of people: physiological, safety, belongingness
and love, esteem, and self-actualization. The people's desire
to satisfy these needs propels them to pursue work activities.
Thus, through the proper understanding, modification, and
reinforcement of these needs, motivation for increased productivity may succeed.
4
Maslow's needs hierarchy theory has influenced management practitioners to focus their attention on the human
side of the business enterprise. Management is responsible for
the coordination of production inputscapital, technology,
and personnel. The.personnel input, however, further needs to
be controlled, modified, directed, and motivated to serve the
goals and ends of the company. Without this managerial intervention, workers tend to veer away from the real purpose of
the organization, resulting in low productivity and high wastage.
. Theory X and theory Y. One of the prominent proponents of the human approach is David McGregor, who advanced two theories, aimed at improving managerial skills in a
business enterprise. One theory, which he calls Theory X , assumes that workers are lazy, irresponsible, not very intelli5
40
OVERVIEW OF H U M A N RESOURCE M A N A G E M E N T
41
Expectancy theory. Related to the cooperative-motive system of management is the expectancy model, also
known as'the expectancy theory. The underlying premise is
that motivation is a product of how much a person wants
something'and the degree of probability, in his estimate, that
he may obtain it. Motive is also seen as an expression of
one's desires to achieve certain ends. This expectation propels
15
10
11
42
18
New Directions
43
There are three common factors that make each corporation unique and different from other corporations. These
are:, cultural environment where the corporation is found,
type .-"of industry in which the enterprise, is engaged, and corporate history. A management style that is successful in one
company may not be a success, in other companies because of
44
The more successful enterprises are those which utilize the conventional wisdom of the culture wherein they operate, as well as the types of industries they are. engaged i n , as
part of their .management system. This integration enables
them to be "especially adroit at continually responding to
change of any sort in their environment." As authors Richard Pascale and Anthony Athos have stated, "the best firms
link their purposes and ways of realizing them through human values as well as through economic measures, like profit
and efficiency." Employees are not seen as mere items in the
organizational chart but as active participants in their environment and are treated as such.
23
24
45
As stated earlier, finding a common cultural orientation enhances communication.and understanding. The roots
of many managerial difficulties are not to be found in lack of
organizational abilities; rather, they are, .to paraphrase Pascale and Athos, in the "limitations of.our managerial culture." -Many successful Filipino .managers find themselves in
trouble when they- join government establishments where an
entirely different managerial culture prevails. The converse is
equally true. As one successful Filipino manager turned government official admitted:
28
Because of this approach, he said, "the patrons of incompetents and crooks/are employing every foul means" to stop.him..
. S o
- ,,
46
This is an interesting incident wherein personal competence is denied performance by the existing managerial culture. Perhaps the problem here is the inability to use the traditional norms positively and effectively to solve normative
problems in the office. This is reinforced further by the legal
culture of the bureaucracy, which limits or even denies efficiency in solving human resource problems. As one bureaucrat said, "How can you operate? Panay bawal (All is prohibited). Your kinship loyalties are nepotism, your gift giving is
bribery, your friends are cronies. How can you harness the human potentials of your office?"
On the other hand, some executives are able to professionalize bureaucratic behavior by "strictly observing civil
service rules" but communicating human relations in the context of Filipino traditional culture. As one official said:
By invoking the other person's sense of p a k i k i s a m a and
by establishing a feeling of u t a n g - n a - l o o b to me and
what I stand for, I was able to get my subordinates to
cooperate efficiently. These norms can be used to
counter the very practices that we say they cause. It is a
matter of using them to your advantage than condemning and throwing them a w a y .
31
The role of .cultural values in creating a corporate environment conducive to teamwork and productivity is central
to Japanese management strategies. Cultural valuessuch as
the emphasis placed on one's household/family, the premium
on seniority, consensus decision makingare absorbed as
part of the corporate ethos. Also embedded in this corporate
ethos are moral codes governing the rituals of interaction, like
the use of subtleties in communication and in behavior. The
strength of Japanese management techniques rests on the
Japanese ability to allow the workers to interact "intimately"
and positively, using as philosophy one that finds echoing
resonances in their value sets. As Shin-ichi Takezawa has
pointed out:
47
48
49
35
37
50
Notes
51
Men
17
18
I b i d . , 157.
1 9
Michael
Cf. F . B . T a y l o r , T h e P r i n c i p l e s of S c i e n t i f i c M a n a g e m e n t ( N e w Y o r k :
H a r p e r a n d R o w , 1991); see also the 1947 e d i t i o n .
3
Cf. E l t o n M a y o , T h e H u m a n P r o b l e m s of a n I n d u s t r i a l C i v i l i z a t i o n
( C a m b r i d g e , M a s s . : H a r v a r d U n i v e r s i t y Press, 1935); F . J . Roehlisberger
a n d W . J . D i c k e n s o n , M a n a g e m e n t a n d t h e W o r k e r (Cambridge, M a s s . :
H a r v a r d U n i v e r s i t y Press, 1954).
4
D o u g l a s M c G r e g o r , T h e H u m a n S i d e of t h e E n t e r p r i s e ( N e w Y o r k :
M c G r a w - H i l l , 1960).
;
' - '"
Rose, I n d u s t r i a l B e h a v i o r
<
'
, >"'
(Harmondworth, Middlesex:
P e n g u i n B o o k s , L t d . , 1975), 10.
20
James O ' T o o l e , V a n g u a r d M a n a g e m e n t
l i s h i n g G r o u p , 1985), 17-18.
22
I b i d . , 18-19.
23
P e t e r s , T . and R . W a t e r m a n , I n S e a r c h of E x c e l l e n c e
(New York:
H a r p e r a n d R o w , 1982), 12.'
V k t o r H . V r o o m , , W o r k a n d M o t i v a t i o n .(New Y o r k : J o h n W i l e y &
Sons, 1961).
'.' "
-
10
26
Ibid.
2 4
27
K e i t h Davis, H u m a n B e h a v i o r a t W o r k :
(New Y o r k : M c G r a w - H i l l , 1981 ed.).
-
Organizational
^ M a n i l a B u l l e t i n , 21 M a r c h 1988, 43.
Behavior
!2
I b i d . , 76.
. "'
'
3 2
1 3
B . F . S k i n n e r , S c i e n c e a n d H u m a n B e h a v i o r (New Y o r k : . M a c m i l l a n
C o m p a n y , 195.3); see also B . F . Skinner,, C o n t i n g e n c i e s a n d R e i n f o r c e m e n t
(New Y o r k : A p p l e t o n - C r o f t s , Inc., 1969).
Inc., 1976).' ,
'
W i l l i a m G . O u c h i , T h e o r y Z : H o w A m e r i c a n Business
J a p a n e s e C h a l l e n g e (New Y o r k : A v o n B o o k , 1981), 34-35.
the
- :
3 4
Can Meet
Ibid.
1 5
'
Edward Lawler III and J. Richard Hackman, B e h a v i o r i n O r g a n i z a t i o n (New Y o r k : M c G r a w - H i l l , 1975). ''
..::<
16
P e t e r D r u c k e r , T h e P r a c t i c e of M a n a g e m e n t ( L o n d o n : P a n B o o k s
L t d . , 1968), 50-68; see also J o h n H u m b l e , ed., M a n a g e m e n t by O b j e c t i v e s
i n A c t i o n ( N e w Y o r k : M c G r a w - H i l l P u b l i s h i n g C o m p a n y , L t d . , 1970);
35
52
Sources of Contradictions
in Philippine Management System
The dilemma for the organization operating
abroad is whether to adapt to the local culture or to
try to change it.
.
'
Geert Hofstede,
Management consultant, 1980
Johannes Schregle,
Labor consultant, 1987
The successful transfer,of exogenous management concepts and practices,, theories^ of industrial psychology, and:
even labor unionism to another culture depends on whether
these borrowed/ideas andvpractices are copied in.toto or. modi-.
Tied accordingly to confofm to the cultural: climate of the soci*
ety wherein the corporation operates. '
,-.,,..,-':. .
The assimilation of new ideas is facilitated and enhanced when cultural incompatibilities and contradictions are
first taken into consideration and accounted-for. Using exoge-
54
ftCHJiUGBfl OP CONTRADICTIONS
nous structures and concepts to uproot those that are indigenous will most likely result in an unconscious rejection of
what has been summarily imposed. There is no need for a total transplant; instead, a graft of a healthy branch that will be
allowed by the indigenous stem to grow, blossom, and bear
fruits may be needful.
55
W e s t e r n technology as well as social and economic i n stitutions. But they soon became highly discriminating
Modes of Borrowing
'
Again, we stress caution. Unless thoroughly understood and suitably adapted-to local conditions, the Japanese
management style may not work efficiently and effectively in
another cultural setting'. As Prof. Ryushi Iwata pointed but,
.,
And here starts the problem. These materials are
rarely, if'ever, questioned.' They- are accepted-as doctrinal'
truths' about modernization.) Few Filipino scholars have' attempted to'..synthesize a uniquely Filipino: strategem from
Western theorems.'Tremendous efforts though have been.continually exerted to make Filipino reality conform to the Western experience. The results :have so far been unsatisfactory.
56
SOURCES OF CONTRADICTIONS
... different norms and perceptions apply in different cultures. W h a t is, kinship loyalty in Malaysia may be,seen
as nepotjsm in, the W e s t . Small gifts sternly rejected by,
the expatriate as the "thin edge of the wedge of corrup. t i o n " a r e ' t o k e n s ' o f esteemindispensable in creating .
cordial business relations based on mutual indebtedness
and a. necessary ritual of granting and receiving favors....
Business in the East is conducted along an elaborate
network of family and personalities where ""contracts,"
'' '
the c o m p a d r e and go-between (be it in marriage o r b u s i - ' '
' -' ness), and "Godfather" patronage all have their place.
Industrial relations in Southeast Asian countries differ from that of Western countries. One of the fundamental differences lies in the concept of enterprise. In
many Asian nations, the enterprise tends to be regarded
as a community of people, w h o ' a r e bound by bonds of
' r e c i p r o c a l moral' obligations and a sens'e of sharing a
common d'estiny. T h e sarrie Is nbt so in W e s t e r n enter--.''prises where people a r e ' generally considered to be
,
bound b y ' c o n t r a c t s / .
, '::.
j
57
'
''
There are'limits to the efficiency of transferred management styles as there are limits to the productive output of
transferred technology. Unless what is tansferred or borrowed
js remodelled or "acclimatized" to the-.cultural environment
where the business operates, new ideas and new structures
cannot hope to gain deeper and firmer roots, nor can these be
nurtured into productive-systems that can affect corporate
growth, sustain prosperity, and ensure survival. -.
This need to "indigenize" foreign ideas, models, and
methods, including political ideology, and legal systems, becomes'especially pressing from the context of management
^nd labor relations, Often these two components of a corporate system determine the competitive edge, the capacity for
excellent performance, and the very survival of the company,
industrial peace is necessary for,productive business and economic growth. But when industrial relations are not harmoni 1
56
8QUHCES OF CONTRADICTIONS
57
i;
... different norms and perceptions apply in different c u l . tures. W h a t is^kinship loyalty in Malaysia may be.seen
as nepotism in. the W e s t , Small gifts sternly rejected by,
the expatriate as the "thin, edge of the wedge o f corrupt
. t i o n " are tokens of esteemindispensable in creating
cordial business relations based on mutual indebtedness
and a necessary ritual of granting and receiving favors.,..
Business in the E a s t ' i s conducted along ah elaborate
network of family'and personalities where'"contracts,"
" " ' ' the c o m p a d r e and go-between (be it in marriage or busi
ness), and "Godfather" patronage all have their place.
Industrial relations in Southeast Asian countries differ from that of W e s t e r n countries. One of the fundamental differences lies in the concept, of enterprise. In
many Asian nations, the enterprise tends to be regarded
as a ' c o m m u n i t y of people, w h o are bound by bonds of
'"'reciprocal 'moral' obligations and a sense of sharing a
common destiny. T h e same is not so in W e s t e r n enter prises where people a r e ' g e n e r a l l y ' C o n s i d e r e d to
, . bound by Contracts.
"
:<:.:
be
' There are. limits to the efficiency of transferred management styles as there are limits to the productive output of
transferred technology. Unless what is tansferred or borrowed
is remodelled or "acclimatized" to the cultural environment
where the business operates, new ideas and new structures
cannot hope to gain deeper and firmer roots, nor can these be
nurtured into productive systems that can affect corporate
growth, sustain prosperity, and ensure survival.
This need to "indigenize" foreign ideas, models, and
methods, including political Ideology, and legal systems, becomes especially pressing from the context of management
and labor relations, Often these two components of a corporate.system determine the competitive edge, the capacity for
excellent performance, and the.very survival of the company.
Industrial peace is necessary for,productive business and economic growth. But when industrial relations are not harmoni^-
58
80UnCE8 OF CONTRADICTIONS
The above cases show that unless corporations integrate into one corporate sentiment the diverse elements of
cultural values that workers and managers bring into the organization, there will always be strain in the relations between
labor and management. Industrial peace and harmony cannot
thrive in the midst of conflicts. They can be nurtured only by
goodwill, by sharing responsibilities and obligations. The sentiments of the Filipino moral rules of pagbdbahala
(responsibility) and m a l a s a k i t (solicitous concern), answer this need.
''
8
13
14
10
."
'
59
12
... the most effective method of resolving workers' grievance's against management and management's grievances against workers is the informal dialogue between
t h e aggrieved worker or his representatives and manage-
60
SOURCES OF CONTRADICTIONS
61
>
. ' ,. i 0 0 : '
MANAGERS'
., . WORKERS' .
SUBCULTURAL
, ' '
SUBCULTURAL
ORIENTATION- ' '' '
' ORIENTATION
; ;
: l1V;
62
ings and lead to unnecessary troubles, such as sabotaging factory equipment at the shop floor, or to accusations of "unfair"
labor practices.
Just as managers are trained according to Western
business principles, so are union leaders steeped in the dialectics of Western unionism and philosophy. This takes on the
perspective of irreconcilable interests between labor and management. Management is viewed as predatory and ruthless,
while labor plays the'role of the exploited victim..The Marxist
view of class, struggle (hence the struggle, between management and labor) and the capitalist view of free enterprise
(hence free trade unionism) have influenced the union leaders' approach to the resolution of conflicts in the industry.
Because'of differences in ideology, mostly foreign derived, many union leaders cannot agree on the best method of
resolving labor-management conflicts. The government has attempted since 1987 to bring the four, major labor federations
together to serve as the "bargaining agent" of the entire trade
union movement. But -it did not succeed. Many labor leaders
i doubt the success of any future effort to unite the unions. As
one labor union- leader remarked: "Considering the ideological divisiveness among Unions; a single all-embracing center
does not seem possible for now."
16
The difficulty encountered in evolving a strong, corporate culture arises from the fact that managers, workers, and
labor leaders bring into the company, upon recruitment, their
basic community, family, and school orientations. These orientations are embedded in their respective mental and emotional,sets. These are not noticeable until they surface by reason of situations or conditions in the office or on the shop
floor.
. .,, ... . For example, the managers have learned and absorbed
their, professional perspectives, organizational biases, and
managerial techniques mostly from schools. The norms
learned in business schools, tend towards the legal. The behavioral standards they imbibe.emphasize being objective, impersonal, and organizational. The expectations they bring to
work.stress profit, task efficiency, and productivity..In such
settings, the ethos is: mind your own business, (See Figure 2.)
s o u n c n s OP CONTRADICTIONS
63
They subordinate' whatever traditional values they have retained to the idealized self-image of professionals in business.
Yet, when things go wrong, the tendency is for- them to blame
Filipino values. There is a strong tendency among executives
to denigrate (or even to discard) these traditional values
rather than to make the best use of them to prevent miscommunication, resolve conflicts, and achieve, organizational
goals.
The workers, on the other hand, are minimally educated in formal schools. Being in closer touch with traditional
cultural norms, the behavioral standards they know emphasize subjectivity (i.e., in the sense of paying attention to one's
feelings, not in a pejoratiye Sense), personaliSm, and familism.
Coming from such a background, the expectations they bring
to the workplace include security of tenure, better treatment,
and a self-fulfilling job. The prevailing ethos at Work thus emphasizes concern with others. (See Figure 2.) Whatever they
know about organizational behavior is often learned on the
job through informal interactions with their coworkers. Thus,
they fail to grasp clearly management's ideals. Whenever attempts are made to improve standards and the quality of output and services through exacting procedures and impersonal
relations, a covert yet real resistance to the procedures and relations comes into play. Subtly, this resistance often manifests
itself in their work attitudes and habits.
For their part, labor leaders often emphasize the difference in the orientations, and goals of labor and management to achieve their own ends. The'norms they have learned
place emphasis on the sociolegai. The behavioral standards
that govern their actions tend toward the emancipatory, the
confrontational, and the organizational. The expectations they
bring ,to labor-management relations are profit sharing, the
emancipation of labor, and better employment terms. The
ethos thaf drives them is one of vigilant and militant concern.
(See. Figure 2.). As a result, labor-management relations are.
closely monitored. Grievances are to be documented and redress to be legally settled. However, instead of the interests'of
labor and management being reconciled, they are polarized
and become the sources of conflicts.
64
SOURCES OP CONTRADICTIONS
MANAGERS'
ORIENTATION
WORKERS'
ORIENTATION
vIoFms:
legal
'Behavioral Standards:
objective /
impersonal
organizational
Expectations:
profit
i task efficiency
productivity
Ethos:
mind your
own bust
"ness
Expectations:
' security of tenure
better treatment'
self-fulfilling-job .
Points of
(.Integration/
Conflict
Areas
.Conflict
'Areas '
Ethos: '
concern
for
, others
, Norms:
socioiegal
Behavioral Standards
emancipatory; confrontational
organizational '''
Expectations:. "
sharing of profitemancipation of
laborbetter employEthos:. . .
ment terms/
vigilant & militant
concern - ' :
UNION L E A D E R S '
, ORIENTATION
"'
';.',
The results of these contradictions and subcultural
clashes are a climate of constant bickering and mutual distrust
hi management and labor'relations, Because of "distrust" (or
lack of good faith; as one labor leader characterized it), grievance
hearings in the mediator's 'office often complicate rather 'than
resolve problems. One union leader expressed it, thus:
65
17
adopted,
of class
struggle
66
...
'Furthermore, incentives and rewards are focused on
individual rather than on group performance. Thus, employees tend to strive for personal gain, to emphasize individual
rather than group..responsibility and accountability, and to
nurse.petty '.jealousies, Decisions are departmentalized,-segmented, iapd individualized;; any attempt at initiative .outside,
of one's,own department or special-field or job.is construed as,
"encroaching on another's official.function and. responsibility." This leads to professional specialization and managerial
rigidity. . ,
.
,
......
On the other hand, the cultural, environment where the
corporation operates and from which it recruits personnel encompasses another cultural perspective, which even managers,
union-leaders, arid workers, as Filipinos, share and internalize
in the process of growing up and in participating in community affairs. These internalized values'give rise to subjectivism, personalism, and familism more than objectivity, imper-
SOURCES OF CONTRADICTIONS
67
sonality, and organization-orientedness. In spite of the objectivity with ..which managers say they handle problems, they
also fall short of this ideal in times of crises. They are just as
sensitive as the workers and the labor union leaders. As one
executive commented in an interview, "Filipino ^managers' objectivity is ninety percent subjectivity."
These three elements (subjectivism, personalism, and
familism) constitute the; internal fundamental rules of the
Filipino worldview, on the basis of which Filipinos organize
their ideas, interpret their experiences, make decisiqns' or
pass judgments, arid guide behavior... In a corporate .setting,
these, internal emotional rules give' rise to expectations of a
managerial style that is or ought to be consultative, persuasive, and consensual. The rules are there as. a-matter of general guidelines, but explicit relationships must be carried out
in the context of culturally acceptable ways. Even communication is expected to :be done in a\nonconfrontational and
eupherhistic .manner.. Incentives, like salary Increases, are
supposed to be across-the-board or group-oriented; decisions
must be group responsibility and riot mainly individual accountability. A group leader or manager is supposed to help
solve corporate and personal problems.
.The structure of these internal contradictions inj Philippine riianagemerit system is outlined in the accompanying
diagrarn; next page.
. '
i , ;; '.'
,:
; These contradictions have a conflicting impact on the
perception, expectation, and definition of managerial! roles
and personal behavior. Together they, constitute the internal
weakness of the current management system in this country.
That such a system has worked with some degree of success
rests on the ability of Filipinos to accommodate changes in
the system even.Without tacit.acceptance of the', principles associated) with them. *Found in the '.system,- for' example, are
p a k i k i t u n g o (to adopt appropriate action) a n d p a k i k i r a m d a m (to.
assess a thing intuitively). However, the system, as is, has not
effectively harnessed and mobilized the full potential and productivity of the human resources in both private and public
enterprises. The dominant managerial view is: Unless measured, any strategy is not worth "paying attention to."
:
SOURCES OF CONTRADICTIONS
69
In the public sector, all kinds of development strategies have been tried to spark enthusiasm, to' increase morale,
and to inspire employees to excellence .but to no avail; these
strategies have failed-to develop an administrative culture of
professionalism, productivity,, .and .excellent performance.
Furthermore, they have evoked not; only token responses from
both administrators and. employees. The relations between
rank-and-file employees and., the , corporate administration
have remained distant at best, adversarial at. worst. Neither
condition is conducive to maximum productivity.
' ..
1
Notes
' M a n u e l A . D i a , "Psycho-Sociological Factors A f f e c t i n g P r o d u c t i v ity o f S k i l l e d W o r k e r s , " P h i l i p p i n e J o u r n a l of I n d u s t r i a l R e l a t i o n s 3, nos.
1-2(1981):110-111.
2
70
N. Y.
(Cambridge,
Japan's
Mass*:' MIT;
^ M a n a g e r i a l System:
Tradition.
Press, 1'96,8), 2 1 ,
. ! - . ( . . ,
totflF.Innovation
^ R y u s h i I v / a t a , J a p a n e s e - S t y l e - M a n a g e m e n t : F o u n d a t i o n s
( T o k y a : A s i a n P r o d u c t i v i t y Organizations, 1982), 8..'
a n d Prospects
:r..-?
Geert Hofsttde, E u U u r a l F i t f a t t s f o r D u t c h E x p a t r i a t e s i n I n d o n e s i a
(Deventa: T G Internationaiy Management Consultants, 1982), 3 0 , ' 3 5 .
Part II
lj
S0CI0CULTURAL ENVIRONMENT
ippihe JoumaVof'Industrial
9
Business
i (
'.
Relations1
(October 1983):23.'
D a y , . 30. A p r i l .1986...
ibid.,.
'
':.
'.
.,
;v
12
, ?
/ y " Y;
"ibid.1 5
Q J u l i e . Q . Case!, "Dispute.Settlements
in Unionized, Hotels i n
B a g i i i o , " P h i l i p p i n e J o u r n a l of I n d u s t r i a l R e l a t i o n s
1
'[
! }
the. N a t i o n a l
T r i p a r t i t e Seminar
Business
17
'
Proceedings.of
"
' / ' V
(March
:
'
D a y , op. c i t , 11.
"Ibid.
;r>
,''.".-'iyVi
"'
One of the important aspects .of the kinshipsystem in the,Philippines is the .fact that it is flexible, that relationship, among distant relatives at
least, may be implemented or not as the individual
chooses.
.' . .
Fred Eggan,
Anthropologist, 1968
were
74
family corporations. A s such, they were run not according to corporate principles but accordingly to the rules
and ethics of the "family game."
1
In this context, it is important for those who are involved in corporate management to know some of the important principles of Filipino kinship and family in order to deal
properly with Filipino workers, peers, labor leaders,' politicians, and business associates.
In general, Filipino behavior cannot be fully appreciated unless the underlying sentiments of kinship and family
are first appreciated. These sentiments are deeply rooted in
the very structure and organization of-the national society itself. In politics, O. D. CorpUz observed:
The ethics of the family work far beyond the matter of
securing government employment. Family influence or
personal " p u l l " is resorted to as a matter of course in
application for business licenses, franchises, and government contracts. Family interests and values largely support the dynastic structures of politics in the provinces.
The network is w i d e - r a n g i n g . . : .
2
75
Kinship Structure
The structural relationships of kinship' are' based on
descent (consanguinity or blood), as in parents-children'relations;, marriage (affinity), as in husband-wife relations;-' and
c o m p a d r a z g o (ritual filiation), as in godparents-godchildren
relations; '
'' ' \
76
Kinship
reckoning
''>
ship groups. A l l parental.siblings aretreated by the children as "second parents" and are accorded,.the respect
similar to that extended to the parents. The moral basis.. ,
of this practice is the belief that if "our.parents did not
give birth to us, their siblings would have done so. K i n ship is in the b l o o d . "
;;
. ,
77
78
Generational
arrangement
79
are also reckoned, aside from bilateral filiations, vertically according to the order of descent of the members of the familial
group. Jural authority and rules of inheritance are established
through consideration of generations.
Generation though is not only a structural principle
but also a social one. This is most obvious in behavior associated with respect and familiarity. Members of the older generation expect and may demand tokens of respect from the
younger generation whom they may in turn treat with familiarity. The Tagalog practice of using po and the plural second
or third person (i.e , kayo or sila [they]) in addressing one's elders is a common and socially approved occurrence. Thus,
even comparative strangers or social inferiors are addressed
by using terms of kinship, such as t a t a n g (elder uncle) or t i y a n g (elder auntie), manong (big brother) or m a n a n g (big sister) to signify respect for them because they happen to be
older. This practice is especially prevalent in workplaces
where employees affectionately refer to one another in kinship terms. For example, middle-level female supervisors are
called ate (older sister) of mommy (when well into middle
age). Even those staples of the lingua franca, p a r e and brad,
originally came into popular usage with the intent of establishing a semblance of kinship between, mere acquaintances or
even strangers.,
;
80
81
iyong
anak
n i Maryang
Taciong m a n g i n g i s d a . "
bulanti, asavia
n i Mang
'
Seniority
and
status
82
to be the eldest in his family, she automatically becomes senior to his younger siblings even if they are biologically older
than herself. Conversely, the man is considered by the wife's
older siblings as junior to them, even if he is older than they.
Proper use of kinship terminology is observed, and interactions between them follow the superordinate rule.
For example, A has a younger sister B. B married at
-the age of 16, while A married at the age of -40. In spite
of the fact that B's Children are biologically older than
A's, the former address the latter w i t h kinship terms
meaning "older sister/older brother," depending upon
the sex of the one spoken t o .
7
There is no contradiction in this judgment. What appears to be inconsistent in the ranking is a matter of priority
in the order of choice of the means of achieving individual
and group goals. Formal education is regarded as the surest
way to acquire a well-paying job in the future and, consequently, status and wealth,'if not power, in the community.
Moreover, the view exists only as an aspiration on the part of
many rural people because most,of them do not acquire formal education beyond the first six years of elementary schooling; In urban centers, both education and economic resources
are combined as the basis of social status.
Status is not automatically attached to a person who' is
rich and educated. He has to possess the necessary age qualifh
cation. If he is young and educated, he may be consulted and
followed,.but this does not mean that he has acquired a higher
83
Mr. Bonyag, a y o u n g engineer in Electronics Incorporated; was hired as production supervisor. He came
from another company where he performed very well.
W o r k i n g under him in' Electronics Incorporated. were
three engineers,and five foremen w h o were older than he
was.
In spite of his excellent academic,and work performance in another company for w h i c h reason he,was
hired, the older engineers did not take him.seriously and
the foremen resented his ordering them around. The
more M r . Bonyag asserted his authority, the more these
engineers and foremen 'resented it. In instances where
they could h o t answer him back, they simply did not do
the job very well.
W h e n I interviewed the engineers and foremen, they
all pointed to the fact that: " B a t a p a l y a n , w a l a p a n g
m a s y a d o n g a l a m sa practical. K u n g m a g - u t o s , a k a l a m o
k u n g s l n o n a . W a l a m a n l a m a n g g a l a n g sa n a k a t a t a n d a
sa k a n y a . " (Translation: "He is sti11 young, he does not
have much practical experience. If he'orders, he makes
you think he is somebody. He does not even s h o w respect to.those older than he i s . " )
8
84
m a r a m i p a n g bigas n a k a k a i n i n iyan
rice).
85
10
Family Structure
The family is the core unit of Filipino kinship system.
It is also'the smallest social, political, religious; and economic
unit of the national social system. Under Philippine law (cf.
Executive Order No. 209, known' as the F'ariiily Code), the
family is referred to as the "foundation of the nation." As a
sole property-owning unit with authority over its members,
the'FilipinoTamily is the only social unit with corporate cha'riacteristics. Practically all group actions enlanateTroiri and are
unified in the family.
:.,;:
;
86
, MANAGERS'
ORIENTATION
The Filipino family, large and functionally extended
as it is, provides social security, old age, pension, jobs,
scholarships, unemployment benefits, nursery services,
credit, land, labor, capital, income redistribution, work
sharing, companionship to the unmarried, care for the
sick, home for the aged,, counsel for the troubled, and
most o f ' a l l , love, affection; emotional sustenance, and
social stability without which a Filipino's life is meaningless;
.
. : , ) . .
I
1.
Overview:
Basic orientations
12
Impact on.:
managerial
style
3.
Impact on
interpersonal
relations .
WORKERS'
ORIENTATION
86
. MANAGERS'
ORIENTATION
The Filipino family, large and functionally extended
as it is, provides social security, old age, pension, job.s,
scholarships, unemployment benefits, nursery services,
credit, land, labor, capital, income redistribution, work
sharing, companionship to the unmarried, care for the
sick, home for the aged,, counsel for the troubled, and
most o f ' a l l , love, affection; emotional sustenance, and
social stability without which a /Filipino's, life is meaningless;
,
, ,
, >. , . . .
1.
Overview:
Basic orientations
12
Impact on ..
managerial
style
:
3.
Impact on
interpersonal
relations: .
WORKERS'
ORIENTATION
88
Circles
of
relatives
;
The, family is a complex network of relatives. These
people generally form the individual's immediate neighbors.
Structurally, this network is composed of primary, secondary,
and tertiary circles of people known to the individual and
whom he recognizes as kinsmen. The inner circle of this network is the nuclear family or mag-ctnak.
It is composed of the
parents and their child or children. The mag-anak
is the core
of the kinship, group..
Next to it Is the household or the s a m b a h a y a n . By definition, the household is composed of members of the nuclear
family plus one or more other members who may or may not
be related.but who chose to live with the family. The sambahayan members perceive themselves as one family, in spite of
actual membership. They work together as a team, a cooperative unit. .
Immediately outside of the sambahayan
group is the
circle of close relatives or the k a m a g - a n a k a n . Members of this
group may or may not intimately know each other. Some of
them live within the neighborhood or family compound and
89
FIGURE 5. Diagram s h o w i n g c i r c l e s of r e l a t i v e s
90
Affinal
Consanguineal ties are reinforced and expressed by affinal bonds. Affinal relatives are treated as though they are
consanguineal kin. The distinction is a matter of definition.
In fact, some informants consider their affines "much better
relatives than the real ones." Parents-in-law are equated with
one's own parents and are given similar authority and respect.
The spouse's siblings are likewise considered as one's own and
the same rights, obligations, privileges, and taboos (such as
incest) are observed.
An affine is one whose relationship with the other
members of the kinship unit is established through marriage.
Most marriages in rural communities are performed in the
Roman Catholic Church as a majority of Filipinos are Catholics. Many people do not consider a nonchurch marriage as
binding, even if they recognize it as legal. In fact, such a marriage is viewed as a source of lifelong and irreparable bad luck
for the entire family. Couples who live as husbands and wives
without the benefit of a church wedding are often pressured
by their relatives into correcting the error "or suffer from misfortunes throughout life." But, as always happens in any society, there are persons who live , together as common-law
spouses in spite of this community-held religious interdiction.
Ideally, the Filipino wife is bound by the culture to
follow her husband. This is the norm. There are exceptions to
this rule however. For example, where the greater portion of
the family income is derived from the earnings of the wife, the
husband tends to give way to many of her wishes. She can
have her way at home, but this is only insofar as routine and
daily domestic affairs are concerned. If the decision to be
made will affect the welfare of the entire family, it is the man
who makes it. ~
This traditional system is currently challenged by the
acculturated young Filipinos. More and more Filipino women
are productively employed. This economic independence has
made many females conscious of their rights and have become
politically assertive. This phenomenon is very predominant in
urban centers than in rural villages.
Compadre
91
Structure
Compadrazgo
or thecompadre system is the form of ritual kinship that reinforces affinity by providing a wider
framework for social interaction in the community. The compadre relations are formalized between kin or nonkin when
one of the principal actors stands as sponsor for binyag (baptism), kumpil (confirmation), and kasal (marriage). In some rural areas, the practice of prebaptismal rite, called buhos ng tubig, is allowed by the church. Traditionally, the purpose of the
buhos ng tubig is to make sure that should anything happen to
the child prior to church baptism, he/she does not die a heathen. The observance is especially urgent if the child is sickly
at birth or is to be taken along On a long journey. It is usually
done, or performed by any older member of the family or
neighborhood before the church rite is celebrated.
The godparents or sponsors are addressed as ninong
(godfather) and ninang (godmother) by the godchild, who is
called i n a a n a k . Traditionally, godparents have the responsibility of functioning as second or surrogate parents to their godchild. They are expected to help in-the upbringing and education of their godchild and to assist him in time of need. In
turn, the child is expected to. help his godparents when they
need his assistance. He has to obey and to respect them as
though they were his natural parents. It is on this assumption
of altruism that the bond of cpmpadreship
is defined between
the godparents and the, parents of the child. As in real kin-,
ship, this special relationship is extended to the siblings of.
both compadres.
As a social unit, a compadrazgo
relation is structurally
amorphous. While it is ideally established on the basis of mu
tual obligations between the contractantsthat is, those who
initiate its formation have agreed explicitly and formally to
become ritual kinthe articulation of the relationship in actual practice is dependent upon whether or not the parties
concerned cooperate with each other. Lately, the Catholic
Church has sought to limit the number of godparents or wedding sponsors but apparently to no avail. To have many pairs
of baptismal or -nuptial godparents is consi'dered lucky. (It is
7
92
Compadre.
Compadre
93
Notes
^ a m o r u T o s u d a , " U n d e r s t a n d i n g I n d u s t r i a l Relations i n the P h i l ippines," P h i l i p p i n e J o u r n a l of I n d u s t r i a l R e l a t i o n s 1, no. 1 (1st Semester,
1978):68.
2
0.
of c o m p a d r e system
F i e l d notes, 1984.
F i e l d notes, 1984.
F i e l d notes, 1984.
F i e l d notes, 1985.
10
M a y o r of B a g u i o i n 1988.
G e l i a T . Castillo, B e y o n d M a n i l a : P h i l i p p i n e R u r a l P r o b l e m s i n P e r -
1949), 1.
1 4
The bottom line iri the relationship is that, unlike parents arid spouses, compadres
cannot sue or be' sued of legally
compelled to give support to the godchild, even if they have
ritiially pledged to do so. The intricate but loosely defined relationship can be maintained only through'^'system of continuing exchanges of solicitude. It is for this reason that obligations established by compadrazgo
are selectively 9arriedout.
Mu-
n i c i p a l i t y ( M a n i l a : N a t i o n a l M u s e u m , 1973).
ship
i n the Philippines
1977).
( D e - K a l b : N o r t h e r n I l l i n o i s U n i v e r s i t y Press,
E l
o f Filipino Life
96
THE FAMILY
Functions
Economic
. . . -:
-v
Marami
'
tapos
a k o n g k a - p a m i l y a d i t o . M o a n g nag-start,
ndgpafokako
leader s f y a ,
Sumicnod
n g k a p a t i d k o ^ t i g i r i g m a n g group
a n g m g a ; p a m a n g k i n ko n a - m g a
97
:',.'
98
THE FAMILY
Political
99
100
THE FAMILY
Religious
Just as all personal considerations are secondary to familial interests, so also is religion in family affairs. Religious
belief is rarely accepted on the basis of individual preference.
It is generally a shared family or kinship decision. The popular saying "The family that prays together stays together"
finds support in the family-centeredness of religious activities
in the Philippines. Church worship is an occasion for family
solidarity. Many church and religious-oriented practices, such
as the celebration of death anniversaries with a Mass attended
by all members of the family, are social events and occasions
for holding kinship and family reunion. For some time, the
practice of holding a Mass at home during anniversaries has
been abused by many people, especially the rich, and the
Church has recently discouraged the saying of Masses by
priests during these privately sponsored celebrations.
...The Filipino fiesta is a uniquely kinship-oriented affair. Rural migrants (especially domestics) to urban centers
consider their town fiestas red-letter days when they return to
show the folks at home how well they have made out in the
Big City.
101
It is often by virtue of this unstated concern over kinship obligations that employees insist on going home during
the death anniversaries of their departed kinsmen. Some managers cannot understand this cultural practice. Many cannot
fathom why, even if permission is denied, the employee concerned nevertheless goes home to the province to attend the
celebration. Some employees I interviewed would rather be
fired than incur the ire of the "spirits" of their deceased ancestors. The fear of supernatural curse, like gaba (among the
Bisayans) or sumpa (among the Tagalogs), often, transcends
job responsibilities.
-
102
. .
The more sanguine form of p a n a t a is the Lenten vows
Of mortification called p e n i t e n s i y a , It is made by adults and
children when they suffer from lingering illness or are being
visited by the "spirits" of the deceased ancestors urging them
to do the p e n i t e n s i y a , or for other similar reason. In fact, some
men and women go.to the extent of having themselves nailed
to a cross in fulfillment of their p e n i t e n s i y a vows.
Moral
THE FAMILY
103
104
THE FAMILY
105
Management must think of itself as the family-surrogate, providing support and security to employees. It
must push this idea into every corner of the organization w i t h sincerity of action that inspires and stimulates
corporate identity, pride, and commitment to
sionalism and e x c e l l e n c e .
10
profes-
106
Notes
^ ' C O J A C International, Inc.," Study
o n M a n a g e m e n t of
Successful
S m a l l Business
i n t h e P h i l i p p i n e s ( M a n i l a : F A M D / S E R D E F ) , n.d., 105.
2
R o b e r t Y . S i y Jr., C o m m u n i t y Resource
M a n a g e m e n t : Lessons
Z a n j e r a ( Q u e z o n C i t y : U n i v e r s i t y o f the P h i l i p p i n e s Press), 45.
from the
F . L a n d a Jocano, Elements
of F i l i p i n o S o c i a l O r g a n i z a t i o n ( M a n i l a :
F o r e i g n Service Institute, 1980).
'"'Field notes, 1987.
3
R e m i g i o E . A g p a l o , The P o l i t i c a l E l i t e a n d t h e P e o p l e ( M a n i l a : U P
College o f P u b l i c A d m i n i s t r a t i o n , 1972), 103.
C l a u d i a M . Rosal, L i f e A f t e r D e a t h [ A Study of M e d i u m s h i p ]
C E U Research and D e v e l o p m e n t Center, 1987), 76.
s
Ibid.
J u d y C a r o l C . Sevilla, Research
(Manila:
D i b a l e mo a k o n g s a k t a n , h u w a g mo l a n g h i y a i n
(Hurt me physically if you must, but do not put me
to shame).
Tagalog Proverb
o n t h e F i l i p i n o : Review
a n d Prospects
D a p a t sa m g a may k a t u n g k u l a n ay m a g - a s a i
n a n g k a g a l a n g - g a l a n g (It is necessary for those w h o
occupy high positions to comport themselves w i t h
dignity).
MangTeban Cruz,
Labor leader
108
"kulang
l a n g sa
Similarly,, the
1984, was "he does not have any regard for the d a m -
Kaya
b a ^ (isn't it)? T a l a g a n g
pinagtulung-tulurigan namln
siyz.
ganged up on h i m . ) "
110
112
Pamantayan:
Halaga
(Evaluative core)
Pamantayan
(Value system)
"r
Asal
(Expressive core)
Diwa
(Spiritual core)
Halaga
represents the evaluative core of the p a m a n t a y a n system. It is used as an economic term, as in "Ang halaga
ng galunggong
(kind of fish) ay P-80.00 b a w a t k i l o (The price of
galunggong
is F-80.00 per-kilo)." It is also used to stress importance, as in "Mahalaga
ang kanyang i m i n u n g k a h i sa a k i n (What
he advised me is important)."
P a m a n t a y a n as a system has three main core value elements: halaga, asal, and diuoa.
114
GORE VALUES
In this book, we shall focus our attention on the expressive core of the Filipino p a m a n t a y a n systemthe asal.
This core consists of basic and irreducible postulates governing behavior. Traditional beliefs, norms of conduct, and unanimously held ethical and moral standards are all manifestations of asal. The kind of value we give to a behavior is dependent on what kind of asal we read from it.
The Notion of
Asal
115
A n o m a n g h i r a p ay d i p a n s i n
Dusa'y lubos n a haharapin
Kapag ang pagsasamahan
Ay sa k a g a n d a h a n g - a s a l n a k a t a n l m .
[Rough translation]
Hardships are not minded
Sufferings are willingly faced
If companionship is rooted
In proper decorum.
116
CORE VALUES
Elements of Asal
117
Kapwa
pakikitungo
pakikiramay
FIGURE 8. Diagram showing the elements of a s a l
118
Subjectivism and personalism are among the numerous Filipino ways of handling relationships. To maintain harmony with nature is conceived as the rule of life; to have harmonious relations with fellow human beings is the accepted
code of ethics. Winning is adversarial in perspective and confrontational in procedure. It does not reconcile "hurt feelings"; instead, it widens the cleavage in relations. On the
other hand, in the ayos system, no one wins and the antagonists are not "put on the spot," so to speak, wherein one does
not lose face ox p a r a h i n d i mapahiya.
Everyone is simply made
aware that there are points of disagreement and that these differences can be removed without anyone losing face before
peers or the community.
This is what makes Filipino relational values quite different from those of the Westerners..We give much significance to interpersonal relations. Older people generally advise
the young ones to be serious about it. "Kailangan
marunong
kang makipagkapwa
sa kasamahan
(You need to get along with
your companions)." Or, "Dapat m a r u n o n g kang
makipagkapwatao (It is necessary that you know how to treat other people as
fellow human beings)." This emphasis on relationship provides sentiments for group cohesion. It is also the source of
conflicts if not properly understood.
To uphold the essence of quality in kapwa relations,
several norms or rules of conduct have to be observed. The
more dominant norms of kapwa value are p a k i k i s a m a , p a k i k i tungo, and p a k i k i r a m a y . There are several subnorms under
these major ones.
In popular usage, p a k i k i s a m a is used to refer to the desire or demand "to get along with someone." Ethically, it
means to be concerned about, to be supportive of, and to concede to public opinion. It is generally used as the rule to define reciprocal relationships in social situations.
P a k i k i t u n g o means "to act humbly, to be civil, to conduct oneself in the most appropriate way with people, to have
the proper attitude." As a norm, p a k i k i t u n g o is ego-oriented. It
governs how an individual should personally behave towards
others in specific situations; for example, towards a superior
120
Damdamin
The second element in the Filipino core value system
is d a m d a m i n or.emotional standard. This standard accounts
for much of the sensitivity of Filipinos in almost everything
they do or in every situation they find themselves. As a concept, it refers to the emphasis Filipinos place on feelings, or
emotions. It focuses attention on the mode and specificity of
relations. D a m d a m i n can also mean finer feelings, state of
mind, spirited disposition. Because of this concern, d a m d a m i n
underlies much of the Filipino ways of relating to all conditions', situations, and realities of things in the surrounding
world. It is, in fact, fairly accurate to say that Filipino rationality is ninety-five percent subjectivity.
:
Dan gal
This concept is the third element of asal. It embodil
the moral imperatives of the core value system. In popular Ufa
age, dangal refers to personal honor and dignity and famlLkLi
reputation. As a moral norm, it is used to characterized idt
120
Damdamin
The second element in the Filipino core value system
is d a m d a m i n or. emotional standard. This standard, accounts,
for much of the sensitivity of Filipinos in almost everything
they do or in every situation they.find themselves. As a concept, it refers to the emphasis Filipinos place on feelings or
emotions. It focuses attention on the mode and specificity of
relations. D a m d a m i n can also mean finer feelings, state of
mind, spirited disposition. Because of this concern, d a m d a m i n
underlies much of the Filipino ways of relating to all conditions', situations, and realities of things in the surrounding
world. It is, in fact, fairly accurate to say that Filipino rationality is ninety-five percent subjectivity.
To prevent conflicts arising from transgressions of
d a m d a m i n , there are specific rules of conduct to observe. The
dominant ones are hiya, delicadeza,
amor propio, and a w a .
Dan gal
This concept is the third element of asal. It embodies
the moral imperatives of the core value system. In popular usage, dangal refers to personal honor and dignity and familial
reputation. As a moral norm, it is used to characterized iden-
122
Value Orientation of
Asal
124
This is misreading Filipino value orientation. It is erroneous to conclude that Filipinos are not achievement-oriented simply because they enjoy singing sad songs or having a
good cry at the movies. This sentimentality is a natural outgrowth of emotionalism. While Filipinos readily shed tears,
they are also quick to burst into laughter. They even laugh
oyer their misfortunessmiling and greeting those who come
to sympathize or condole with them, cracking jokes at every
opportunity to ward off the pangs of a heartache. The balance
of sentimentality and humor accounts for much of the F i l i pino's ability to cope with stress, frustration, and tragedy.
Like his mythological bamboo, he bends pliantly with the
wind of misfortune, only to rise unscathed when the tempest
is over, to bask again in the warmth of the morning sun.
The coping abilities of Filipinos are the offshoot of
their sensibilities. That males do not suffer from the Western
strictures against overt displays of emotions should not be interpreted as a weakness. Rather, it must be viewed as freedom
from emotional repression. The act is not unmanly, it is being
truly human. It allows the Filipino to express what he feels
deep inside without fear of being stigmatized or derided as a
sissy or scorned as acting like "a hysterical female."
The Filipino tampo (sulking) is a way of expressing
emotional disappointment. Sometimes, it is part of the F i l i pino lambing (fondness, affection). It is a subtle way of showing care or concern emotionally. Actually, tampo is a way of
calling attention to a slight, a nonverbal communication pattern. Of course, tampo. can also be so emotionally charged that
it can lead to quarrels and breakup of relations.
The Filipino concern for the feelings of others is also
expressed in,"linguistic ambiguities" or p a h a g i n g . Figures of
speech are often used to emphasize certain desires, wants, orneeds. Even the Filipino yes takes on different forms. In a paper published in. 1966, we noted the tendency among our informants to dwell in ambiguities rather than take the risk of
offending or being offended. A n average Filipino will say yes
when:
As much as Filipino sensitivity brings about the tendency to avoid trouble or to "snibothen" things out, it also
triggers Filipinos to quick anger. Again and again, one reads
reports in the newspapers that two persons "shoot each other"
because, one happens to say something in a manner that the
other considers as bastos (offensive). Similarly, an innocent
glance or a "stare" longer than what is ethically allowed in
public can also be fatal. A front-page story in the M a n i l a
Times, published on 10 July 1988, reported this incident.
Fatal Stare
W h e n somebody gives y o u a mean look, it is best to
ignore it simply or look the other way. Doing so may not
prove your masculinity, but it can save your life.
Eduardo Reyes, a 20-year old student of Stanford
Street, Cubao, Q u e z o n City, w a s on his Way home w i t h
two friends on board a Marikina-bound jeepney w h e n a
man Sitting across him cast a mean look at h i m .
Reyes looked at that man straight in the eye in what
appeared to be a contest of w h o w o u l d blink first.
But w h e n Reyes got off the jeep, the man immediately followed him and, w i t h o u t saying a w o r d , ' fired at
him..
i
126
him that place." You will be forced to take the last seat
and that is very shameful.
inside the comfort room of the M2 Food Rama. The gunman, however, followed and cornered him, pumped two
bullets into his body and then walked away casually.
The victim was taken to the Q u e z o n City Medical
Center where he died from gunshot wounds in the abdomen.
K u n g i k a w ay a n y a y a h a n
sa I s a n g k a s a l a n ,
huwag
k a n g u m u p o sa p a n g u l o n g l u k l u k a n ; b a k a may [ba p a n g
m a n y a y a h a n n a [ a l o n g m a r a n g a l p a kaysa
lyo; a t d a r a t l n g
Pagkamapagkapzua
(relationalism). The colloquialism me-personal (taking things personally) captures the essence of pagkamapagkapzua
as an element of value orientation.
It emphasizes the importance of face-to-face interaction even
in group relations. Filipinos are group-oriented in matters, of
sentiment; they are personalistic in matters of social etiquette.
This distinction is made and observed on all occasions. That
is, even if,they are part of the-group, their relationships are always maintained on a distinctly personal level.
That is why, even if there are signs in many offices
that state "NO F O L L O W - U P OF PAPERS," these notices are
seldom followed. One has to follow up one's papers, otherwise
they, may be lost or not acted upon promptly. When confronted why papers are not yet signed or acted upon, those in
charge of these documents often say: "We thought you are no
longer interested,.kasi n i h i n d i mo p i n a - f o l l o w up (because you
did not follow them up)." Even clerks like to be visited once
in a while or be asked about "how things are getting along"
when one is transacting business in that particular office.
Those who are not used to these nonformal practices are often
annoyed or frustrated. Whether "follow-up" as a practice is to
be perpetuated or not is better left to the discretion of managers. The point is that "follow-up" as perception, expectation,
and behavior is an expression of personalism in society. So
far, no'office rule (in 'public offices or private enterprises) has,
at least to this writer's knowledge, succeeded in eliminating
the practice.
'
1
a n g n a g - a n y a y a sa i y o , a t sa k a n y a . a t s a s a b t h i n sa fyq:
" I b i g a y mo r i t o a n g l u g a r , " a t m a p i p l l i t a n k a n g
[umagay
sa p a n g h u l i n g u p u a n , t a g l a y a n g m a l a k i n g k a h i h i y a n .
[Rough translation]
128
,
...In business as in politics,, an effective leader is one
who has a personal touch"good public relations." Fie must
have and should maintain good relationships with people
around him'.; This means remembering not only the names of
those whom he deals with but also the significant little details
about their personal lives. Problem solving and decision making are also often shaped by the kind of'relationships one has
with others. Confrontations, as in formal discussions during
grievance hearings in labor disputes, tend to create more
' problems than solve existing ones. Once an individual loses
face Inapahiya)
in the meeting, he will muster all mean's to
save it!'He will not accede to any arrangement in order, to resolve the conflict, J3y all means, he must win. That is why'litigation drag's on for'months, even years. The process also''becomes h o s t l y . ' " ''" ' . ' '' " "'
:
' .
Sohietimes smooth vehicular traffic gets' snarled because no driver will give way to another' at an intersection;
Once a driver senses that another has put one over him, he
will not budge unless the other backs off. Honking and shouting generally.' characterize the impasse. Sometimes, fistfights
ensue and traffic turns into a pandemonium. If there is no policeman in sight, traffic signals are sometimes hot followed.
Cold mechanical signals do not command respect and compliance. Filipinos want personalized services. That is why it is'
>
130
not uncommon to see a policeman manning the traffic beneath a properly functioning signal light.
Another example of emphasis on personalized relations is in the so-called "self-service" gasoline stations. It is
not yet (as of 1995) very popular in the Philippines. The few
that operate this way have "attendants" on han^ to help customers. In "self-service fast-food" outfits, some enterprising
owners hire waiters to carry the trays and softdrinks of customers to their respective seats. The "self-service" rule is
"overruled,", so to speak, by Filipino customers' demand for
personalized service. . . .
..
A good entrepreneur is one who is m a t u l u n g i n or helpful. Filipinos expect to be assisted or are expected to assist
customers or clients personally. Problems are easier solved by
personal appeal than by court litigation. To personally talk
things out is calledpakikipag-usap, one of the many techniques
of getting things done.'
'
As stated earlier, in temperament, Filipinos are. riot
confrontational but are instead consultative. This mode pf
communication is often disregarded by educated Filipinos, especially modern managers. Thus, teamwork is undermined
and cooperation is not fully^ achieved. Even instructions are
expected to be given in a "nice way." Complained one distraught secretary who was unnerved by the, stern voice of the
boss: " E h , w a l a namang m a w a w a l a sa p a k i , a h ! B a k i t p a isisigaw? Saaso lang g i n a g a w a i y a n , h i n d i l a ? " (Translation: E h ,
nothing is lost in saying please. Why does he. have to, shout
about it? Such is done only to dogs, isn't it?)
Consensus is generally arrived at through consultation
and persuasion. Effective mediators in grievance hearings, for
example, often approach the team leaders of the parties in-"
volved in the controversy,,talk genially to them, and persuade,
them to settle their problems amicably outside of the court. If
the leaders of both parties agree/then the conference becomesa matter of form. The Filipino term for consultation is pagsasangguni and fpr persuasion, p d g h i h i k a y a t .
" ',
Of. course, litigation of cases, in court are a common
practice. Discussions, debates, group deliberations, and cofle-
gial reasoning are tolerated and, to a certain extent, even accepted as a corporate practice, but nothing succeeds like a
personal approach. Even legislators lose their tempers and engage in fisticuffs. When a person is defeated in discussions, he
loses.face before his. peers.and he will do .all he can to wipe
out the affront. He hits <back in some other way than debate;
he has to "cut down that other guy to size" so as to restore.his
own ."perceived loss of face." This happens again and again in
the boardroom and on the shop floor. When the supervisor, as
group leader, veers away from a relational approach to team
building, consensus, is not generally arrived atvteamwork is
undermined and cooperation is lost.
.
,.
(
,,',-:
...
Pagkamarangal
(moralism).Viewed from within the
culture, Filipinos are more moralistic than as ordinarily perceived. The changes that took place through long years of co--
132
lonialism and. the impact of modernization have somehow colored or diluted Filipino social behavior. But underneath the
veneer of change are moral values that have remained intact
and have continued to influence Filipino lifeways. In some
cases, exogenous...elements have been incorporated into.the
value system and these look, at first glance, different from the
traditional core. The most popular normative force i n - k a r a n g a l a n ; orientation \s. utang-na-loob.It refers to reciprocal
rights and" obligations among Filipinos. It is the essence of
loyalty, of commitment, and of moral order.
, .
.,
P a k i u s a p implies a process of negotiation as opposed to simple rule enforcement. Negotiations are also
part of a strategy mentioned by another supervisor; reciprocity is added. The result may be called b i g a y a n - (con......
.'
that
Kung p u p u w e d e ,
siia
i'bigyan'natim
"Pinagbigyah
n a tayo
[management] n a m a n
Mag-overtime namdn k a y o
[workers].
:
sa
a n g - p a g -'
Sabado."
10
.,. ,
134
Part III
CORPORATE CULTURE
Corporate Culture: Inner Force of the Enterprise
Enhancing Strong Corporate Culture
Notes
'Cory R. Partido, "Intimate Things Y o u Do Not Know About Vilma
Santos, the Person," The J o u r n a l (10 July 1988): 18.
2
: ;
1 0
Corporate Culture:
Inner Force of the Enterprise
Senen J. -Gabaldon,
Businessman, 1985
.,
Ricardo Gonzales,
OD Consultant, 1987
138
utang-na-loob
'
u
;,;
i ;
There is some empirical evidence indicating that Filipinos, especially among the rank and file, highly appreciate superiors w h o are approachable ( m a d a l i n g
lapitan)
The difference between the culture of natural communities and that of corporations lies in their demographic size,
membership, residence, and inheritance. The members of the
corporation do not reside in it (although there are corporate
communities, for example, i n ' m i n i n g arid in plantations);
whereas in'natural communities, the people are permanent
residents. Moreover, when members of the corporation marry,
their children do not automatically become members of the
group, except the legal heirs of the owners, and do not inherit
corporate properties. Furthermore, the corporation is: smaller
than the community or tribe. It is actually a subsystem of the
larger national social system.'
.,
;
kausapin:
''
'
Corporate
structure
140
: y
Secretaries are often requested to serve coffee or tea to company guests, even if they are not hired as "waitresses or waiters." But these extra roles are perceived as part of being, a'
good elerk or secretary.- .
'':
"Structure and Organization have to be complementary.
If deviation is to be made, it must be on minor things. There
must be greater congruence between status and role. OtherWise, there will be conflicts. Structure and organization serve
a common end: to provide consistency; harmony, and stability
of relationships in-the corporations*
i
;
Corporate
organization
,. Organization is perceived order: the harmony and synchronization of the, actions of the various departments in.the
corporate structure. It is concerned;with adheren.ce to corporate goals. ...
. .; , ,
......
.. . ,.;
:
Functionally, this element of organization entails; the
unification of the various modes- of thought, belief, and action
within the corporation. Such matters as decision making and
planning or course of action are therein encompassed.
A structure determines status, so organization defines
how a person performs the role that is inherent in that status
or position. For example, a person is hired, as a messenger, He
is expected to do exactly just thatto deliver 'and retrieve
messages. That is his role. He could play the role of a division
chief but he'has no status to back'it up. When this happens,
we speak of status/role incongruence.' Each member has to
play the role corresponding to the status he occupies .in'the organization. ,
Status is fixed; role can be made flexible. A clerk can
be given additional tasks, like delivering papers to or retrieving them from other divisions, even if he is not a messenger.
Corporate
culture
142
with the company rules given the greater emphasis. One can
be very objective without hurting feelings; a manager can be
detached and yet approachable in time of crisis; the company
can impose rigid discipline but at the same time treat the employees .with fairness and.affection as though.all of them are
one big family. It-is when corporate goals become employees'
goals that excellence in work performance is achieved; corporate ends are promoted thereby,
j
.. . . A. corporate culture is.;defined.bysets of commonly
shared ways, of thinking,..believing, and doing things in the
company, whether it is in formal or. in nonformal context. It is
the way things are done here. The formal ways are explicitly
prescribed in charters of incorporation, official policies, and
written rules and directives. The.nonformal ones are implicitly embodied in .friendship, cliques, b a r k a d a h a n (peer-group
gangs), and'other groupings that flourish from daily interactions.
'.. _.
..;:.."
Once accepted and established through' constant use,
these .ways become standards of group perceptions, and expectations. In order to, be considered worthy, of continued .employment or deserving of a reward, each employee must abide
by,the ground rules, formal.and nonformal, of corporate behavior.
''..'....;.
. . . , ' .
It is said that when an individual becomes..part of-a
group, he actually surrenders himself to it. This is affirmed-in
the- corporation.' Upon joining; the. company, an' employee
makes himself subject to constant corporate demands and
pressures to comply with explicit rules and implicit behavioral requirements. The formal, rules, for. example,- require
him to shed off many of his earlier traits in order to function
well in the job. He has to strictly manage his time: to wake up
early (i.e., if he used to wake'up late) in order to reach the office on time, to follow and-keep his business schedules, arid to
be on time during appointments. Nonfulfillment of these expectations brings about trouble, if not loss of business. Furthermore, i f he is new, the-employee has to accept certain nonformal office ways in order to cope with everyday activities,
like running occasional errands for' old-time offieemates,
helping meet deadline's;- avoiding crossing' lines with .other
;
144
employees, and so on. These coping mechanisms are embodied in the concept of p a k i k i t u n g o (to adapt with humility).
' In due time, the'new employee becomes socialized to
the new ways of thinking, believing, and doing thingshe becomes a corporate'man, sharing the same orientation with
other' members of the corporate group. That is, he already
thinks, feels, believes, and talks like everybody else in the corporation.
./-.'..'
One of the characteristics of culture is change. No culture remain's constant or static. Change" is the dynamic unfolding of culture. Conformity to its innovative demands, in
the process,'constitutes'culture's vital force in shaping personal and institutional behavior. This is true in natural .communities as it is in formal organizations, like business corporations. To conform and to change appear to be contradictory.
But viewedin the context of time and social setting, these two
forceslike the Chinese y i n and yangcomplement
each
other in making development or growth possible.
Although the corporate culture requires conformity to
organizational standards, it is nonetheless flexible and' responsive to change. It is the motive force in life. Change may
be radical and immediate or moderate and gradual. At whatever rate it takes place, change in corporate culture must be
actively managed in order to reinforce or modify existing patterns of behavior and insure the integration of values. Change
must be controlled so that it becomes the source of renewal of
corporate values, and commitments rather than :of conflicts
and frustrations.' In this way,, corporate culture becomes the
fountainheadof initiative, creativity, and productivity:
The shared orientation of the corporate culture is concerned with order, teamwork,-and responsibility. Order necessitates a degree of conformity to < certain standards. Man!s
needs to conform is a cultural phenomenon: a natural response to socialsanctions. Behavioral standards define the so-
145
dally approved ways of going about things for a group. Conformity may also be seen as the manifestation of man's institutional need to belongthe herd Instinct.
Discipline is concomitant with order. As a response,
discipline may be externally imposed, as in corporate rules
and regulations, or it may be inherent in the individual.
Either way, it is a strong motivator of excellence in job performance, and productivity. It facilitates teamwork and reinforces employees' identity and pride in the corporation where
they work. It instills in them the drive to achieve corporate
goals.
. :
:
Standards cannot be met without discipline. Right discipline is defined by responsibility. Responsibility itself, must
carry a sense of personal obligation to accomplish a delegated
task as well as possess moral courage to answer for whatever is
146
the outcome of an activity. Shared perceptions and expectations of responsibility facilitate teamwork. Less than this
makes it difficult for people to work as one toward a single
end. A n organization is successful only when it. succeeds in
creating esprit de corps-among its.members.
...
(patroniz-
148
" E v e n the reward system in most weak corporate cultures has been adopted in its entirety from Western style management practices, sedulously following the Western psychological model of satisfying the individual's physiological
needs first. As noted earlier, the Filipino is first a familial
creature before he is a "rugged individualist." Family welfare
is given high priority over all other considerations. D e l i c a d e z a
(decorum; refinement in behavior) is often forgotten even by
those who are reputed to be morally upright when family interests are atstake.
In most cases, conflict arises between managers and
workers when rules governing interpersonal relations are
based purely on formal and legal norms. Effective managers
avail of the nonlegal and informal arrangements first before
resorting to the legal or formal ways of settling disputes. A
good example is the case of MCS Incorporated.
''
Once in the store, he decided to inquire w h y paym e n t to his company was never made in spite"of its
promises. He sought out the owner. In the conversation,
the supermarket owner said: "This is not the way to
"treat your suki (client), is it? Sendingall those nasty and
'.threatening letters. N a k a k a h i y a k a h i t sa s a r i l i (It is
shameful even to oneself).: ,
The lawyer tacfuily asked what MCS could have
done. The owner replied: "You should n o t have sent
.. those threatening letters:" The'lawyer apologized for the r,
company and said: "If I took back those letters, h o w : ;
soon can y o u pay us?" "Give me a. month, and 1 will
send y o u my payment." True enough, the supermarket '
owner paid his bills aqd, made some more orders.
1
Managers who'go by the book often become rigidly bureaucratic. When conflicts arise, they tend to throw the book
at labor. 'They opt to.go through the costly, excruciating,procedure of ventilating the case in court rather than exhausting
all possible Ways and remedies of arriving at concordance.
They hesitate to use such traditionally tested Filipino ways of
settling disputes throughpagsasangguni (consultation), p a g h i h i k a y a t (persuasion), andpagkakasundo (consensus). ,
, ,v
The flexibility of the tradition-bound and intuitive
managers has been mistaken for weakness and lack of authority. On the contrary, these managers are well in control of the
situation. Their closeness to their workers has produced am
emotional tie akin to benevolent but firm paternalism. This is
one reason why well-liked managers are often addressed as t a tang (father), mommy
(mother), manong ' (older brother),
mandng/ate
(older sister), and so on.
1
150
By no means should paternalism be interpreted as absolute authoritarianism. It is familial concern. In the Philippine context, paternalism is viewed as the moral obligation of
superiors to look into the welfare of their subordinates; to the
workers, it is the right way of relating to superiors,,Managers
are viewed by the workers as-"responsible guardians,"; overseeing the activities and works of their wards-"as. good'fathers
do with their children." The sentiment underlying.paternalism is one of reciprocal moral obligations between superiors
and subordinates.
give concessions), p a k i k i s a m a (to go along with), u t a n g n a - i o o b (debt of gratitude), and so on. Once discovered,
these traits were used to communicate w i t h employees,
to delegate responsibilities, and to control behavior in
the company.
To
'
its workers. These were also used as occasions to highlight corporate goals and standards.
were
Few Western-trained Filipino, business executives appreciate the tremendously important role that cultural values
and conventions play in the management of men in a corporate organization. Nevertheless, the handful of Filipino companies that managed to thrive and earn profits, during times of
economic crisis were those that .incorporated Filipino tradi-
recognized publicly
High
in appropriate
performers
ceremonies.
the
152
those w h o were concerned about their career development in the company. In all these occasions, the c o m pany telegraphed the message of u t a n g - n a - l o o b , p a k i k i s a m a , m a i a s a k i t , and so on, at the same time that it
emphasized the b a y a n i h a n spirit in achieving standards
and quality in company products. Slowly, a new highly
motivated environment emerged; relationships among
employees took place; and productivity increased.
6
Comparatively, there are structural similarities between "Western (especially Anglo-American), and Filipino
management systems. After all, the latter was patterned after
the former. Scientific management, management by objectives, and participatory management are bedrock principles of
contemporary Filipino management system. In terms of actual office and shop-floor practices, however, the two value
systems orient the members to different'standards of evaluating performance, interpersonal relations, and rewards.,
In the Anglo-American system, the people are encouraged to: .
1. receive, within limits, recognition for their activities;
154
ing colleagues to decide in his favor. He imposes this on others. But when members of his family, like a son, a daughter, or
his wife, are involved, he generally puts aside his principles
and intercedes for their welfarean act that many foreigners
cannot understand. A man is judged not only by his personal
accomplishments but also by the way he protects his family.
English may be the common language of Filipinos and
Westerners, but the two communicate in' entirely different
ways. Filipinos tend to speak euphemistically or metaphorically. In their carefully courteous manners, they discuss uncomfortable matters diffusely and t'angentially. Westerners,
used to getting straight to the point, may find this roundaboutness irritating, evasive, and pointless. Filipinos are just
as likely to be put off by Western'bluntness and to find them
charmlessly curt and offensively brusque.
.
'
Filipino v a l u e
orientation
156
i J i m i j i tit-
FILIPINO
(Based on aspiration study by Vasquez de Jesus [1983])
157
;
Sharing is the dominant theme'of Filipino aspirations:
having a happy family, one's'own house,, successful children, and
so onall express the importance'of the family and group gains.
Beneath this emphasis on social relations are deep-seated moral
obligations to satisfy the basic needs of the group. In the process,
the physiological needs are also met. Clearly, Filipinos are not
individualists; they are, instead, group-oriented.: .
Industrial
Relations
Community,
, Relations
15 8
The
things better, and to strive through each small contribution to make the economy succeed.
Vicente Paterno,
Businessman, 1985
Notes
l
; .
Jose Gatchalian,
Labor educator, I 988
Ricardo Gonzales, C o r p o r a t e C u l t u r e M o d i f i c a t i o n : A G u i d e f o r M a n -
agers
F i e l d notes, 1987.
ippines," i n Quest
F i e l d notes, 1985.
F i e l d notes, 1987.
A.
.. "'
Cf.
the
Productivity Development Center, Development Academy of the Philippines, 1983; F . Landa Jocano, " A Survey of Filipino Value Orientation,"
orging a corporate culture of superior work performance calls for,a new approach to,human resource training. Employees must be reoriented to the positive aspects of Filipino values and must be encouraged to use these
in order for them to achieve corporate goals as well as realize,
their own potentials as members of the corporate organization.
There are three elements in Filipino culture that can
be used as the guiding principles of corporate life: k a u g n a y a n
(identity), k a r a n g a l a n (pride), and k a t a p a t a n (commitment).
These elements add up to form the vital force of cultural covenant, a kind of moral contract called m a l a s a k i t (selfless concern), the highest virtue in Filipino society.
Productive
Participation
-Commitment makes participation
a positive one, measured in terms
of. responsibility, self-djspipline
and productive work. ' '
Kaugnayan
(Identity)
-ethos:
standards, quality, and excellence of products and services
collective responsibility
group loyalty
The first requirement in strengthening a corporate culture is to establish among the employeesmanagers and
workers alike--a strong sense of identity with the corporation.
The closest Filipino term for identity is k a u g n a y a n . Identity is
that ineffable sense of belonging, of being an integral part of
the group. If workers do not identify themselves closely with
the corporation, teamwork and cooperation are well-nigh impossible. In order for workers to identify with the goals of the
corporation, the corporation itself must convince its employees of its genuine concern for their well-being. It is this reciprocity of trust and caring that makes m a l a s a k i t a positive
force that moves those who share it to stand by one another
against all odds and thus to bayani (cooperate) until the crisis
is overcome.
The sense of identity cultivated through m a l a s a k i t generates pride in the excellence of products and services. Employees in companies who have strong identities with the corporation are proud of their company and its products. They
are proud to say that the appliances people use at home, the
beverages/liquor they drink, the ice cream they have, for dessert, the chemicals that go into so many essential consumer
goods, and the plywood they build their houses with are all
products of the company where they work.. As company workers, they are part of these- excellent products; they have contributed, even if indirectly, to the process of manufacturing
these items. They are of the conviction that management does
not work for company profit alone but for the improvement of
the employees,
This paternalistic concern can be communicated
through solicitous concern or pagbabahala
over the workers'
welfare. Ceremonies and rituals can be celebrated during spe-
162
cial occasions to highlight the workers' involvement in corporate activities. Achievers have to be recognized with appropriate rewards given at equally appropriate ceremonies. Gift-giving in Filipino tradition can be symbolically kept alive
through bonuses awarded partly in kind and in cash. Special
occasions have to be instituted to allow the employees' families to visit the plants or offices and thereby to appreciate the
place where the employees work. These visits will also enhance proper understanding of the kind of job the family
member is doing.
In addition, interdivision or interdepartment competitions in sports and in the performing arts have to-be encouraged and supported as outlets for creative talents and as venues for sharpening the competitive skills of the employees.
'Such activities, moreover, can help develop the spirit of teamwork and camaraderie in the company.
There are other ways of strengthening employees'
identity with the corporation. Some companies provide uniforms, pendants, pins, and other ornaments to articulate the
sentiment of identity in actual behavior. Company songs and
slogans are also composed to establish an emotional link with
the corporation. Properly communicated, all these activities
can help employees not only to develop a strongidentity with
the company but also to foster a sense of pride in it: its management, personnel, products, and services.
services, cdang-alctng
sa kompanya
(for the sake of the company).
Similarly, supervisors who cherish a strong identity
with and pride in the company do not do things that would
tarnish the image of that mutuality that is held in high esteem: management-labor relations. They endeavor to preserve
the harmony by not correcting the workers openly, embarrassingly, and rudely. Criticism is done in private and in the form
of instruction or explanation rather than angry reprimand.
Corporate' reputation and pride is Strengthened by
technological innovation and the maintenance of high standards for the quality of products and services. Such standards
are zealously guarded. It should be recognized by managers
that when the workers are proud of the company and its products:, they would be motivated further to perform better. This
includes being proud of their manager. A collective pride
boosts corporate morale and develops a strong corporate
ethos. The employees' sense of being a significant part of the
collectivity as well as their own individual fulfillment in their
work encourages them to be protective of all that the company
stands Tor. They would not deliberately set out to destroy a
part of themselves.
Katapatan
Karangalan
(Pride)
A worker who strives for professionalism and excellence in his work will never lack a healthy spirit of pride. A
man's pride in his work and in his position in the company
stimulates him to do his best. He may be a rank-and-file employee; nevertheless, he knows the value of his work and of his
worth as an individual to the corporation. He does not feel demeaned or demoralized by the tasks he is called on to perform, even if his supervisors criticize him. Criticism is understood as "constructive" attempts to improve the product or the
(Commitment)
164
166
167
to make it a reality," argued John Naisbitt and Patricia Aburdene in their book R e i n v e n t i n g the Corporation
(1985).
A close look at the records of Filipino leaders who are
successful shows that they are no\exceptionally gifted to begin w'iththey simply have the willingness and patience to invest time and effort in learning not only about business but
also about people. They are exemplary practitioners of
m a l a s a k i t . In due time, they develop the sensitivity, creativity,
and competence to grasp, analyze, and solve problemsto
gain insights that can turn difficulties into advantages. They
acquire heightened perceptions of societal demands, needs,
and expectations and are thus able to steer the company in the
right direction.
4
168
This is exactly what the presidents of Appliance Incorparated and Chemicals Incorporated do. Both men are very
authoritarian and paternalistic. They are very strict when it
comes to company rules and regulations. However, they are
"very, approachable in time of need." They require their managers to frequent the plants, laboratories, and officesa practice that both of them do. They listen to all kinds of complaints and attend almost all social affairs of the workers.
They even require managers and supervisors to-eat with the
workers.in the canteen. They.are unforgiving to those who are
disobedient as they are quick to reward those who are cooperative. But decisions are always derived from empirical evidence, either actually observed.by them or provided by the
collective judgment of the workers themselves. .
.
6
170
being of the workers and their families. A manager who simply manages the job but is unconcerned about the welfare of
the workers is not likely to go far. For example, one of the reasons for low morale in Company X and ultimately the declaration of a costly strike was "unfair labor practices." On closer
scrutiny, the phrase "unfair labor practices" was a legal one,
used to suit the language of labor law. Actually,'the workers
went on strike because of accumulated discontent that arose
from interpersonal conflicts. '
As one worker said, "Hindi na n a m i n m a t i i s . K a u n t i n g
p a g k a k a m a l i , sisigawan
k a k a h i t sa harap ng t a o . M a h u l i k a ng
k a u n t i , z'Je-deduct kaagad sa suzoeldo mo. N g u n i t p a g l u m a m p a s k a
i a o r a s d a h i l tindtapos mo ang t r a b a h o , h i n d i n a m a n binibilang
ang
overtime. May p a n g a n g a i l a n g a h ang p a m i l y a m o , h i n d i k a man
lamdng t u l u n g a n n g kompanya."
(Translation: We cannot tolerate it anymore. For simple mistakes, you are shouted at in
front of others. If you are a little late, an amount is deducted
immediately from your salary. But if you exceed the hours because you want to finish the job, you are not paid overtime.
Your family has needs, the company does not help.)
Another Worker said, "Mayayabang
ang mga managers
n a m i n . M a l u l u p i t . P a r a n g w a l a n g - d a m d a m i n g tao.
Namum.unye.ta
sa harap ng m a r a m i . " (Translation: Our managers are arrogant.
They are very strict. They behave as though without any normal feelings. They curse you in front of many'pedple.)
7
To most Filipinos, a face-to-face relationship is important. Many Filipino ways that Westerners find uncomfortable--like males holding hands while they are walking or females' sleeping togetherare actually simple manifestations
of strong 'cultural emphasis on relationship and not of any deviant or psychological tendencies. Sometimes the feeling to relate is expressed either in bending over backward in order to
please one's friends and loved ones or in an unforgiving h a tred characterized by vendetta. Under normal conditions, personalism may be viewed as a desire to-be counted,, to be part
of the collectivity. It is a need to be needed.
Critics say that the demand for personalismlike following up papersabets and institutionalizes inefficiency:
This may be true. But the demand can be transformed into a
positive value, as done in successful companies, by providing
prompt and efficient services. Every customer is attended to
personally by the clerks. Service is personalized. In management, the worker's needs and those of his family are made
part of corporate concern. That is why most industrial leaders
and successful management executives put their personal
172
Many successful companies have enabled -the -principles of the Filipino family in'their management styles. The
members of the, .corporate board are generally family members
or very intimate friends. They are elected from among the
shareholders 'who are usually relatives or friends of the top
management people.. When employees are retired, their,re
placements are recruited from their respective'families. This
practice places the responsibility on families to look,after
their recommendee because "a misdemeanor in the corporation dishonors the family and deprives the family of their major source of. livelihood."
...
- - .',
,-.
T
.:<
A Reminder
, .By now, we have covered so much ground,in,our discussion. Before, we proceed further, let me-reiterate the caution stated earlier: the positive use,of traditional values.and
practices in .management must be .selective,, controlled, and
monitored. This is suggested because of.the prevailing negative meanings or connotations given to these values' and practices. Efforts toward enhancing corporate culture, are wasted if
behavior continued' to be defined and carried out "negatively. '
For example, the use of familism as a management
principle does not mean filling up the corporation with relatives. Rather, .it means creating a strong and loyal "family
spirit" that makes-possible the resolution of problems without
174
losing face before one's peers, Similarly, the use of personalism must be addressed to the creation of personalized concerns for the welfare of the employees and customers through
prompt and quality services. Personalized concerns are intense in the family but not abusive nor abused. Strict parents
are disciplinarian but are not disliked because discipline is
personalized and is understood and accepted by all as such.
Indeed, there is no better substitute to Management
by Culture in enhancing harmony, unity, and cooperation in
the company!
be done in one way and not the other. In this context, the ability of a manager to lead is dependent upon his skill in creating appropriate feelings by appealing to the values, emotions,
and conscience of others. That is why bahala or responsibility
is a powerful norm when used positively because it creates a
feeling of trust and confidence. When someone says: " B a h a l a
k a r i y a n (Be responsible there)" or "Ikaw ang bahala d i n i (Be
responsible here)," he means he is giving his full trust on the
person being addressed. Both statements sum up the principle
of delegation in modern management: "Do what is fit." P a g h i h i k a y a t is similar to pathos in Western psychology.
Pagkakasundo
(consensus). Literally, the term
means "to agree, to abide, to accept, to go along with"; hence,
consent or agreement. In this context, one abides by the judgment of the group because it is what everybody accepts as
logical and better than other alternatives available. This is
similar to logos in Western psychology.
Contemporary management practices give the least
importance to the cultural variables in human* relations.
Whenever there is a budgetary reduction, it is the appropriation for human resource training that is cut. The focus of
most in-house training programs and public seminars has always been on technological skills. Without doubt, the improvement of technical skills is necessary. Modern idea-s in
management do broaden the business perspectives of managers and supervisors, but when these exogenous ideas are not
put in the proper cultural context, they cause more problems
than they actually solve. Since business transactions are similar throughout the world, Western methods and techniques
are effective in managing the financial and technological resources of the company. When used to manage the human resources of the enterprise, however, the Western management
style is unsuitable for the traditional, motivational, and communication needs of Filipino workers. The incorporation of
Filipino cultural values in managing the human resource of
the company is precisely, what is needed in the contemporary
management system in the Philippines. It is by managing
technology through people and people through their culture
that basic skills are easily learned and transformed into excellent performances thereby increasing efficiency, professionalism, and productivity. The process in communication is illustrated in the accompanying diagram on page 176.
Pagkakaunawaan
"understanding"
Motivational Impact
(Pagkakasundd\
"consensus"
Paghihikayat
persuasion"
Kagalingan
peak performance;
excellence
capability,
industriousness, daring. ,
It brings about k a s i k a p a n
or initiative, k a h u s a y a n
or expertness.
Workers/
Individuals
Summing Up
Indeed, if the company is to survive and prosper, it has
to match its business strategy with a strong program of value
reorientation that will enhance its corporate culture, substantiate its technological competence with strong corporate values that can serve as the basis of moral consensus in.decision
making and allow "the workers to realize their potentials as
members of the corporate group. As one worker said, " B a s t a ' t
sama-sama,
kayang-kaya
(If we are together, we can make it)."
This is bolstered by an old proverb that goes: "Ang k a h i n a a n ng
isang hiblang abaka ay siyang lakas k u n g nagkakaisa
(The weakness of an abaca strand is the source of strength if put together)."
In other words, we can use the techniques of modern,
Western management to remain Filipino in heart and soul, to
root our corporate structures in traditional grounds, and to
strengthen our basic values as a people. The key to our progress lies in our ability to rise to a higher place of develop-
180
..
Notes
Personal interview, 1983. See also "The S M C Managers and E m ployees: Value Orientation, Roles, and Attftudes," a 2-day symposium on
Organizational Values and Norms that Affect Managerial and Employees' Productivity, San Miguel Corporation, Makati, 29 July 1983.
2
Management:
Tasks,
Responsibilities,
Practices
'
'
See F . Landa Jocano, "Filipino Culture and Values i n Management," delivered before SMC executives in Mandawe Brewery, Cebu, October 1985.
.
8
1985.
ntegrating traditional structures into modern management is a challenge to the imagination, shrewdness, v i sion, and daring of contemporary Filipino managers and
management' education.. Is it possible to modernize through
the industry in the technological order of society without it
having to lose its cultural identity or destroy its moral fabric?
Is it possible to elevate the traditional system to the level of
modernity without Westernization?
- The answer to each question is "Yes." Other countriesJapan, for example-have done it. The Japanese cultural identity is imprinted in every gadget the Japanese manufacture, and no one can say Japanese technology is not modern or is inefficient. The same is true with that of South Korea
and even Taiwan. Modernization does not mean inevitably
Westernization. The machines may be derived from the West,
182
184
Suggestions
.The
following are suggested traditional structures
upon which Filipino corporate values can be nurtured and enabled to flourish.
Suggestion 1: Corporate organization as
angkarf
Filipino social organization is kinship- and family-oriented. In its traditional orientation, Filipino social organization consists of three major structural groupings of people:
the a n g k a n , the mag-anak,
and t h e s a m a h a n . These social
groups serve as sources of the Filipino's sense of identity,
pride, and commitment.
An a n g k a n is a kinship group composed of near and
distant relatives. Members of the a n g k a n are linked to one an-
186
188
. -
<
;
'Some executives interviewed for views on this suggestion vehemently objected to using familial principles in business. "The reason why my first venture in business failed was
the family. M y relativeswhether by blood or through marriagemeddled inthe management' of the company. P a t a y (It
was fatal)! Now,- I have learned to keep niy relatives out of
business management," said one businessman. Another executive narrated his difficulty fending off the interference by and
pressures from relatives in business management. "It is much
simpler to keep relatives out. Gulo lang ang a a b u t i n k a p a g p i nay agan mang manghimasok
ang mga p i n s a n sa pagpapalakad
ng
negosyo (All you'll.get is trouble if you allow-cousins to each
have his say in running your business)." : ',.
190
' In the shop floor of office, relationships between management and labor can be improved if managers are able to influence the employees to develop a familial-type of sentiment
that gives high premium to discipline, teamwork, cooperation,
and responsibility. This can be done through productivity circles. The members of the circles must by imbued with the
spirit of group identityconsidering the circle as a peer
group unit within the larger corporate organization (the family) whose welfare each one is responsible for. Cine of the techniques to achieve this is to encourage the employees to ad dress each other in kinship terms, l i k e t a t a n g , m a n a n g , i n a n g ,
a t e , and so on. Such usage often results in closer ties that provide the team with the cohesive force of "togetherness" and
cooperation, .
5
192
Thus, (1) the a n g k a n principle can be used to symbolize the sentiment of the corporation as a group: (2) management, as a. control mechanism of the corporation, can be imbued with strong bagani sentiment to work not only for the
profit of the company but also for the welfare, and well-being
of the employees; (3). the rank-and-file employees can be imbued with mag-anak
sentiment of p a n a n a g u t a n , p a g b a b a h a l a ,
and k a r a n g a l a n not only to their respective personal or familial interests but also towards the interests of the company.
The principle of reciprocal loyalties in traditional samahan
can be utilized to effect standard and quality control over
products, positive relations between labor and management,
standardization of wages, and motivation for excellence in
task performance. The rallying sentiment shall be:
IS A N G ANGKAN,
IS A N G D I W A , IS A N G K O M P A N Y A !
(ONE KIN GROUP, ONE SPIRIT, ONE COMPANY!)
Notes
J
Cf. Alya B. Honasan, "From Rags to Riches," S u n d a y I n q u i r e r M a g a z i n e , 8 May 1988, 23-25; Panorama Staff, " A Sleepy Barrio i n Pampanga
Wakes Up," P h i l i p p i n e P a n o r a m a , 8 May 1988, 26-28.
4
Ibid.
t
194
1, no. 1 (1st
Semester, 1978):33-63.
8
Selected Bibliography
Agpalo, Remigio. T h e P o l i t i c a l E l i t e a n d t h e P e o p l e . M a n i l a : U P C o l lege of P u b l i c Administration, 1972.
Angara, Edgardo J. "New Dimension i n Industrial Relations." P h i l i p p i n e J o u r n a l o f I n d u s t r i a l R e l a t i o n s 5, nos. 1-2 (1983).
2, no. 2 (2nd
Semester,
Organizational
Behavior.
1*982).
Davis, K e i t h . The H u m a n
New
Behavior
a t Work:
Y o r k : M c G r a w - H i l l , 1982 ed.
Cultures:
The Rites
and Rituals o f
o fIndustrial Relations
3,
Tasks,
Responsibilities,
Practices.
New
Manag-
9'
196
~V;
I n t e r n a t i o n a l Differences
i n
. . . . I
III
'j*
Ill,
Lh
1980.
Iacocca, L e e (with W i l l i a m Novak). I a c o c c a : A n A u t o b i o g r a p h y . New
Y o r k : Bantam Books, 1984.
Iwata, Ryushi. Japanese
Style
Management:
I t sFoundations a n d Pros-
Indigenous
Ethnic
Communities.
. Filipino Prehistory.
House, Inc., 1998.
Quezon City: P U N L A D
Quezon
F i l i p i n o V a l u e S y s t e m . Quezon City: P U N L A D
House, Inc., 1997.
_."Management
House, 1990.
sa
Research
the
University o f San C a r l o s
LIBRARY
tudy
Research
s of
tural
of M e n .
Z: H o w A m e r i c a n Business
C a n Meet the
Manage-
Managerial.Systems:
Tradition a n d Innovation.
re in
r,e of
help create an idea environment that woulcfenhance the
development of Filipino identity with, pride in, and
commitment to that heritage
assist in forging a national moral consensus that would
allow Filipinos to realize their potentials as a people and
as members of Philippine society; and
disseminate research findings through various means,
such as publications and seminars
t