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BUSORLA

reporting
by

milcah magalong

on 13 April 2011

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Transcript of BUSORLA

MODULE 13
Management And Culture &
The Sources of Contradiction in Philippine Management System What is Management? Meaning of Management
Management to Organization Relationship
Business Management
Managing Technology Elements of Management Managerial Leadership Planning
Organization
Direction
Control / Evaluation Autocratic Leadership
Custodial Leadership
Supportive Leadership
Collegial Leadership Impact on Philippine Experience Labor
Management
Relationship between labor and management
Cases of strains Current strains
Figure1
Figure2
Figure3 -1983
-1985-86
-1987-88
-1994 Culture FIGURE 1: Contrasts in the orientations of managers and workers Managers'
Subcultural
Orientation Workers'
Subcultural
Orientation Cultural Norms
- objective
- impersonal
- organizational Ethics
"mind your own business" Structural
(vertical/horizontal) Structural
(vertical/horizontal) Cultural Norms
- subjective
- personal
- familial Ethics
"be concerned with others" area
of
conflicts area
of
integration Sources of Contradictions in Philippine Management System Cultural Borrowing a part of the dynamics of acculturation or cultural growth
borrowed ideas and practices should be copied into or modified accordingly to conform to the cultural climate of the society wherein the corporation operates Modes of Borrowing All cultures borrow from one another, linguistically or in some other way. The Philippines “borrowed” Anglo-American management concepts and practices. The Japanese did the same, particularly in technology. The Indonesians and Malaysians “accepted” the Dutch and the British management styles respectively.
Applying any management system to another culture without adapting it to local conditions can only compound managerial problems.
There are limits to the efficiency of transferred management styles as there are limits to the productive output of transferred technology. Cases of Strains
in Philippine Experience 1983
- Edgardo J. Angara, former President of the University of the Philippines, commented on the gravity of this confrontation FIGURE 2: Contrasts in the orientations of managers, workers & union leaders Managers'
Orientation 1985-1986
- situation had not improved by 1986
- Ministry of Labor and Employment (MOLE) 1987-1988
- show little improvement over those of 1985 and 1986
- fewer strikes were registered, but the strain between labor and management remains constant 1994
- many companies, including banks, hospitals, and transportation (air, land, and sea) experienced serious labor-management problems characterized by strikes and costly litigations Workers'
Orientation Union Leaders'
Orientation Conflict
Areas Conflict
Areas Conflict
Areas Point of
Integration Norms: legal Behavioral Standards:
- objective
- impersonal
- organizational Expectations:
-profit
-task efficiency
-productivity Ethics
"mind your
own busi-
ness" Ethics
"mind your
own busi-
ness" Expectations:
-security of tenure
-better treatment
-self-fullfiling job Behavioral Standards:
- subjective
- personal
- familial Norms:cultural - 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
- the current problem between labor and management in the country makes imperative a call for re-examination of existing concepts, styles, and strategies used in managing labor relations, particularly in collective bargaining and arbitration Ethics:
- vigilant & militant Expectations:
-sharing of profit
-emancipation of labor
-better employment terms Behavioral Standards:
- emancipatory
- confrontational
- organizational Norms: sociolegal DEFINITION Moral and aesthetic values, development, training, and transmission of knowledge. Culture is thus a means of learning as well as of teaching ways to become a acceptable member of a group.
Much of what an individual is and the way he behaves are largely due to his cultural upbringing.
EDWARD TAYLOR’S
DEFINITION OF CULTURE Culture is the complex whole that includes knowledge, beliefs, art, moral, laws, customs, and any other capabilities acquired by man as member of society.
Taylors’s holistic of dynamics of culture is of special significance to corporate management.
CULTURE IS THE SYSTEM SYMBOLS AND MEANINGS PEOPLE USE TO.. Organize their ideas.
Interpret their experiences..
Make decisions or pass thought judgment and;
Guide their actions
OTHER MEANING OF CULTURE 1. Significance human beings attached to things or evens that accounts for their ability to reason.

2. Men could not act and feel as they do if they could not form concepts and make judgment, 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 characteristics of human beings.

3. Culture is both implicit and explicit.
o The explicit part is like behavior and material objects.
o The implicit part of culture that deals with themes and patterns of everyday life.

4. Culture is abstract, it is real.

5. Culture provides the symbolic and material links in human relatioships. The link may be expressed as manifested in nuances of customary practices, work ethics, and conventional understanding.

6. Culture is learning. It is also learned.

As soon as we learn to talk we become captives of articulate speech; as soon as we learn how to read

7. Culture plays a tremendous role in the patterning of human behavior and institution and in the shaping of group life.

8. In the corporate setting, it is likewise the culture of the enterprise that defines the fundamental character of the corporation, the attributes of the workers, and commitment they have to the goals of the company.
FIGURE 3: Shows contrasts in the Orientations of Managers and Workers and how these differences influence their working style and interpersonal relations Thank You
for
Listening!
Full transcript