Download - Pinoy Management
FILIPINO HIERARCHY OF NEEDS AND MANAGEMENT STYLES
Ingrid Ann T. Mosura BA Psychology IV
HUMAN RELATIONS
Integration of people into a work situation in a way that motivates them to work together productively, cooperatively, and with economic, psychological, and social satisfaction
THREE BASIC WANTS
Economic, Psychological, Social Create boundaries of employee
human relations Separate or different for every
individual Results through writing or speaking in
ways that are understandable, accurate and pleasant to another person
FILIPINO HIERARCHY OF NEEDS
Tomas Andres: Management Filipino Style
Derived from Abraham Maslow’s Hierarchy of Needs
Anchored on the concept of human relations
Stimulus- Organism- Response The variable is the organism: the Filipino
who has a different set of values
MASLOW’S VS FILIPINOHIERARCHY OF NEEDS
Physiological Needs
Safety and Security Needs
Belonging and Social Needs
Esteem Needs
Self- realization Needs
Familism
Reciprocity
Social Acceptance
Social Mobility
Pagkabayani
I. FAMILISM: THE NEED TO BELONG
Family or group serves as: A defense against potentially hostile world An insurance against hunger and old age An eternal source of food, clothing and
shelter An environment where a Filipino can be
oneself Walang masamang atin, Pagpupuno sa
kakulangan, pagtatakip ng kakulangan
I. FAMILISM: THE NEED TO BELONG
Implications Familism can increase worker productivity
(utang na loob) Familism can promote loyalty given that
company goals are not in conflict with his or her immediate family or group’s goals
Promotion is appreciated and authority is highly valued. Tradition, social position and family name are also important.
II. RECIPROCITY: THE NEED TO BE RECIPROCATED
Utang na loob Every service received, favor or treatment
accomplished, has something in return Related to dangal or dignity: A Filipino
respects others but they must also respect him in the same way
II. RECIPROCITY: THE NEED TO BE RECIPROCATED
Implications According to Dr. Angelina Ramirez, a
Filipino worker: Wants to be treated as an individual with
dignity Wants to carry an open communication
and get feedbacks from those he works with
Wants to be rated high because of the recognition and promotion benefits
Works best with co- workers who are socially supportive
Wants to be involved in challenging tasks which provide calculated risks but resistant to change when he is not yet ready for that new behavior required of him
II. RECIPROCITY: THE NEED TO BE RECIPROCATED
Hiligaynon translation of the Job Satisfaction Survey Original Facets: Pay, Promotion,
Supervision, Fringe Benefits, Contingent Rewards, Operating Procedures, Coworkers, Nature of Work, Communication)
New Facets: Pay, Enjoyment, Friendly and Helpful Co- workers, Sense of Dignity and Freedom, Contingent Rewards
II. RECIPROCITY: THE NEED TO BE RECIPROCATED
Implications: Fringe benefits are exchanged for output
improvement Consistency in the superior’s style of leadership is
expected Management by Objectives (MBO) is preferred:
employees evaluated using a set of determined objectives
Euphemistic or indirect positive criticism is accepted
Negative criticism should be done cautiously and indirectly (Parinig, Bato- bato sa langit…)
Friendships inside the organization is important
II. RECIPROCITY: THE NEED TO BE RECIPROCATED
Implications Negative traits sometimes spring from
positive traits (Ex. Nepotism and Favoritism)
Concept of property (Sakop or Kapitbahay system)
III. SOCIAL ACCEPTANCE
To be taken by his fellows for what he is or what they believe him to be and be treated in accordance with his status
Views co- workers as a psychological investment for future economic, religious and social, and political gains
Social support is gained through pakikisama or conformity to the group to make unanimous decisions
III. SOCIAL ACCEPTANCE
Competing for recognition may be punished by withdrawal of support
Matched Groups versus Diverse groups
IV. SOCIAL MOBILITY
Need to belong to a desired social class or status Climbing the social ladder Influenced by money Low- paid workers strive for an upward
socioeconomic mobility Promotion by seniority is better that
promotion by performance
V. PAGKABAYANI: BEING A HERO
The need to be esteemed and revered Highest need Uses the values of honor, dignity and
pride Lies on the value of hiya which means
self- esteem Encompasses almost
all the Filipino needs
OTHER IMPLICATIONS
Timescales and deadlines are flexible Verbal instructions should be
accompanied by written ones because Filipinos are often hesitant to ask for clarifications
Decisions are made by the top management
Managers guide their subordinates both in their business and personal lives
THANK YOU!