contradiction in organization conflicts , misunderstanding , harmony , decentralization . centralization dissatisfaction
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Contradiction in organization , conflicts , misunderstanding , harmony , decentralization . centralization dissatisfaction
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The document discusses the history and evolution of local government in the Philippines. It traces the roots of local government back to the Spanish colonial period and discusses the long tradition of centralized rule, from Spanish/American colonization up until the Marcos dictatorship in 1972. Key events that decentralized power included the 1991 Local Government Code passed under the Aquino administration, devolving services and increasing financial resources to LGUs. The Code aimed to promote local autonomy and address issues like poverty, inequality, and security through community participation and empowering LGUs to provide for basic needs and local development. Examples are given of notable achievements and initiatives that have resulted from the decentralization process.
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Civil Service refers to governmental employment based on merit rather than political affiliations. A merit-based civil service aims to appoint and promote employees through competitive examinations, protect them from arbitrary removal, ensure political neutrality, and have an independent body oversee rules. The Philippine Civil Service Commission is the central personnel agency that recruits, builds, and retains a competent government workforce through functions like professionalization initiatives and performance-based tenure. Its goal is for every government employee to exemplify public service.
DPA 102 Philippine Administrative System
This document provides an overview of public administration in the Philippines. It discusses that there is a Philippine public administration as it addresses specific sectoral concerns and is a field of study. It also exists considering the role of the bureaucracy in Philippine governance. The key institutions of the Philippine Administrative System are also outlined, including the executive, legislative, and judicial branches at the national and local levels. The relationships between different administrative units are described. The budget cycle and process in the Philippines is also summarized.
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The document discusses the history and processes of fiscal administration in the Philippines. It begins with definitions of fiscal administration and describes how it has evolved from the Revolutionary Government in the late 1800s to present day. It outlines the principal agencies involved in fiscal functions like the Department of Finance, Department of Budget and Management, and Commission on Audit. The document also discusses budgeting concepts, income sources, fiscal control mechanisms, and new policy guidelines for budgeting that focus on priority development areas and performance-based spending.
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Public finance deals with the government's revenue and expenditures. It has expanded in scope from just covering administrative and defense costs to also promoting citizen welfare through various economic and social functions. The subject matter of public finance includes studying the effects of taxation, spending, borrowing, and deficits on economic goals like growth, stability, equity, and efficiency. It also analyzes the fiscal policies used to achieve these objectives. Public finance has traditionally been divided into four parts - public revenue, public expenditure, public debt, and financial administration.
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This document provides an overview of public administration in the Philippines. It discusses that there is a Philippine public administration as it addresses specific sectoral concerns and is a field of study. It also exists considering the role of the bureaucracy in Philippine governance. The key institutions of the Philippine Administrative System are also outlined, including the executive, legislative, and judicial branches at the national and local levels. The relationships between different administrative units are described. The budget cycle and process in the Philippines is also summarized.
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1) In the 1830s, Alexis de Tocqueville observed the phenomenon of individualism in America, which he contrasted with the egoism he saw in Europe.
2) The progressive movement led to reforms like the Pendleton Act in 1883, which professionalized the civil service through a merit-based hiring system.
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This document provides an overview of the Philippine local government system established under the 1991 Local Government Code. It discusses key aspects such as the role and powers of local government units (LGUs) in development, the structure and functions of LGUs at different levels from province to barangay, elective and appointive officials, human resource management, and other administrative concerns. The code aims to decentralize governance and empower LGUs through increased autonomy, responsibilities, and resources to better serve their constituents.
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- Healthcare policy - policies around access to healthcare, costs of healthcare, Medicare/Medicaid could be developed or revised.
- Education policy - policies around K-12 or higher education funding, school choice, curriculum standards, teacher pay could be addressed.
- Housing policy - policies around affordable housing, homelessness, rent control, or property taxes could be examined.
- Transportation policy - policies around infrastructure funding, public transit, vehicle fuel efficiency, or road usage fees may need updates.
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This document summarizes the key characteristics of bureaucracy in the Philippines. It notes that Philippine bureaucracy is vulnerable to nepotism due to the importance of family loyalty. It also describes how political patronage has led to the perpetuation of a spoils system. Additionally, the document outlines behaviors common to Philippine bureaucrats, such as preference for continuity, conformity to policies, loss of self-direction, and politically supportive attitudes. Overall, the increasing complexity of government organizations has led to bureaucracy becoming the dominant form of administration.
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Public personnel administration(final)
This document discusses public personnel administration. It begins by outlining the objectives of introducing, distinguishing, and elaborating on public personnel administration. It then discusses the increasing tasks of government and how this impacts personnel demands. The key functions of public personnel administration are identified as planning, acquisition, development, and sanctions. Challenges like competitiveness, limited resources, technology, and workplace violence are also summarized.
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The document discusses bureaucracy in the Philippine government. It outlines the basic concepts of bureaucracy, including its hierarchical and specialized structure designed to efficiently coordinate large administrative tasks. It then describes characteristics of Philippine bureaucracy, such as vulnerability to nepotism and perpetuating patronage systems. Philippine bureaucratic behavior is also examined, including conformity to policies, preference for maintaining the status quo, and being politically supportive of the party in power. Overall, the summary outlines how bureaucracy developed as the dominant form of organization in modern societies, both its strengths in coordinating complex tasks and weaknesses it can display in some contexts.
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The document discusses public fiscal administration and the national budgeting process in the Philippines. It provides information on key aspects of fiscal administration including budget formulation, implementation, evaluation and auditing. It also describes the national budget cycle including preparation, legislation, execution and accountability. Details are given on the budget preparation process, forms and contents of the national budget, budget amounts from 2010 to the proposed 2018 budget, and the legislative budget process in the Philippines Congress.
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The document discusses the evolution of paradigms and models in public administration from its early development to present. It traces the progression from the politics-administration dichotomy model to more modern concepts like New Public Management, Reinventing Government, and governance. Key models discussed include scientific management, systems theory, and the policy issue model, each building upon previous approaches and introducing new lenses for analyzing public administration.
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The role of local government in development involves administering basic services at the local level as delegated by national government. These include health, agriculture, infrastructure, and regulatory functions. Local governments generate revenue through taxes and shares of national taxes to fund their operations. While the Local Government Code of 1991 devolved many responsibilities and increased autonomy of local governments, issues remain such as inadequate funding, interference in personnel matters, and the need to further broaden tax bases and devolve additional powers and functions.
Regulatory Function and Processes
Regulatory functions involve implementing and enforcing laws and regulations through administrative actions like rule-making, inspections, licensing, and orders. Regulatory agencies regulate activities to achieve economic, social, health, safety, and general welfare goals. Corruption risks in regulatory functions include conflicts of interest, bribery to influence regulatory decisions, and presenting false information. Agencies should support regulators through guidance on handling corruption, community awareness of rights and responsibilities, and accountability measures.
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This document discusses the various environmental constraints that can impact public administration. It identifies 5 main constraints: educational, legal-political, socio-cultural, economic, and religious. For each constraint, the document provides details on how it can influence an organization and its administrators. It also gives examples from other authors on how factors within these constraints, such as education levels, laws, social relationships, economic conditions, and religious beliefs, need to be considered by administrators in planning and implementing programs.
Theories in Public Administration
This document summarizes theories in public administration from 1800 to 1980. It covers the classical era from 1800-1950s which was based on scientific management, bureaucracy, and administrative management. Theories included Frederick Taylor's scientific management, Max Weber's bureaucracy, and Henri Fayol's 14 principles of management. The neoclassical era from the 1920s-1930s incorporated the human element and included theories from Mary Parker Follett, Chester Barnard, and Elton Mayo. Abraham Maslow introduced the hierarchy of needs and Frederick Herzberg the motivation-hygiene theory. Douglas McGregor proposed theory X and theory Y. The modern era integrated the classical and human relations approaches and included decision making theory from Herbert Simon and industrial human
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Bureaucracy refers to the permanent administrative system of government and is characterized by a hierarchical structure, clearly defined roles, merit-based hiring, and specialization of labor. The Philippine bureaucracy exhibits vulnerabilities like nepotism and a spoils system as well as a lack of independence from politics. Reforms are needed to address issues like red tape, graft, and inefficiency. Possible solutions include developing a responsible and competent civil service, balancing rigid and flexible approaches, and reinventing government to be more mission-driven and community-empowered.
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1) In the 1830s, Alexis de Tocqueville observed the phenomenon of individualism in America, which he contrasted with the egoism he saw in Europe.
2) The progressive movement led to reforms like the Pendleton Act in 1883, which professionalized the civil service through a merit-based hiring system.
3) There have been various attempts to define public administration, with scholars focusing on elements like its role in policymaking, fiscal administration, and organization and management of government. Its relationship to political science has also been an ongoing topic of discussion.
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The document summarizes local governance in the Philippines, including its legal framework and administrative structure. It discusses how local government units (LGUs) were decentralized through the 1991 Local Government Code. The code devolved basic services like health, social services, environmental management, agriculture, and infrastructure to LGUs. It also outlines the country's four-level system of LGUs comprising regions, provinces, cities, municipalities, and barangays.
Philippine Local Government System
This document provides an overview of the Philippine local government system established under the 1991 Local Government Code. It discusses key aspects such as the role and powers of local government units (LGUs) in development, the structure and functions of LGUs at different levels from province to barangay, elective and appointive officials, human resource management, and other administrative concerns. The code aims to decentralize governance and empower LGUs through increased autonomy, responsibilities, and resources to better serve their constituents.
Public Policy Philippines
Here are a few examples of areas where public policy could be developed or improved:
- Healthcare policy - policies around access to healthcare, costs of healthcare, Medicare/Medicaid could be developed or revised.
- Education policy - policies around K-12 or higher education funding, school choice, curriculum standards, teacher pay could be addressed.
- Housing policy - policies around affordable housing, homelessness, rent control, or property taxes could be examined.
- Transportation policy - policies around infrastructure funding, public transit, vehicle fuel efficiency, or road usage fees may need updates.
- Environmental policy - policies around climate change, renewable energy, pollution, or conservation could be strengthened.
- Criminal justice policy -
Bureucracy government and politics in public administration
This document summarizes the key characteristics of bureaucracy in the Philippines. It notes that Philippine bureaucracy is vulnerable to nepotism due to the importance of family loyalty. It also describes how political patronage has led to the perpetuation of a spoils system. Additionally, the document outlines behaviors common to Philippine bureaucrats, such as preference for continuity, conformity to policies, loss of self-direction, and politically supportive attitudes. Overall, the increasing complexity of government organizations has led to bureaucracy becoming the dominant form of administration.
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This document provides an overview of local and regional governance in the Philippines. It discusses the country's unitary form of government and three-tiered local government structure of provinces, cities/municipalities, and barangays. The document also examines the concepts of decentralization, devolution, and local autonomy. Key features of the 1991 Local Government Code are outlined, including the devolution of basic services, regulatory powers, and financial resources to local governments.
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Lecture slide deck on the Philippine Local Government Code (RA 7160).
This was for a class on Philippine Politics and Governance that I taught between 2003-2005.
http://brianbelen.blogspot.com
On ‘Political Institutions’
This document discusses political institutions from several perspectives. It describes political institutions as either formal, with explicit rules, or informal, consisting of unwritten norms. It also discusses two approaches to studying institutions - a normative approach focused on justice and a quantitative approach using measurable concepts. The document then examines different types of political institutions, including what they are, what they do, and how they change. It provides examples of governments as political institutions, categorizing them based on the number of rulers, the executive-legislative relationship, and scope of national power. Finally, it discusses variations in democratic experiences and focuses on the Philippine context.
Report ethics in government service
This document discusses ethics in government service. It defines ethics as standards that prescribe right and wrong actions in terms of rights, obligations, fairness and virtues. It also discusses ethics as the study and development of ethical standards. The document outlines a seven step process for making ethical decisions and evaluating alternatives to address value conflicts. It discusses the influence of values on behavior and decision making. Overall, the document provides an introduction to ethical reasoning and decision making in the context of public administration.
0104 report ethics and accountability in the government
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Similar to contradiction in organization conflicts , misunderstanding , harmony , decentralization . centralization dissatisfaction
Chester Barnard.pptx
Chester Barnard grew up poor and worked various jobs to pay for his education at Harvard University, where he studied economics. Although he nearly completed his degree, he was unable to finish due to lack of funds. Barnard is best known for his influential 1938 book "The Functions of the Executive", which was based on his decades of experience as a senior executive. In the book, he presents organizations as cooperative systems and explores concepts like the elements that comprise an organization, authority, motivation, and the functions of an executive in maintaining the organization and defining its objectives. The book had a significant impact and remains influential in the study of management and organizations.
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Mary Parker Follett was a pioneering American philosopher and management consultant born in 1870. She studied philosophy at Radcliffe College and political science at New York University. Follett made significant contributions to the fields of organizational theory, leadership, and conflict resolution. She believed that groups could integrate differing interests through creative cooperation rather than through domination or compromise. Follett saw the potential for organizations to develop collective will and purpose through open communication and respect among members. She advocated for participatory and democratic approaches to management.
Chester Barnard The Functions of Executve
Chester Barnard is best known as the author of The Functions of the Executive, perhaps the 20th century’s most influential book on management and leadership.
Entire book is classified into 4 sections:
1. Preliminary Considerations concerning Cooperative Systems
2. The Theory and Structure of Formal Organization
3. The Elements of Formal Organization
4. The Functions of Organizations in Cooperative systems
His theory is also known as Contribution- Satisfaction Equilibrium (Barnard’s Theory of Motivation)
Modernism And Symbolic-Interpretivism Theory &Amp;...
This document discusses organizational theory and provides a case study on Ryanair airline. It begins with an introduction to Ryanair, noting it was founded in 1985 and has grown significantly over the years under CEO Michael O'Leary. It adopts a low-cost leadership strategy. The document then analyzes Ryanair's organizational structure, finding it uses a centralized, functional structure with a tall hierarchy. Michael O'Leary maintains direct control over key departments as CEO. This structure allows Ryanair to effectively pursue its low-cost strategy through tight cost control from the top-down.
Follett, Barnard, Mayo
- Mary Parker Follett was an American social worker and pioneer in organizational theory who advocated for resolving conflicts through "integration" and "power sharing" rather than domination. She recognized the importance of informal processes and authority based on expertise.
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COMMUNITY DEVELOPMENT THEORY AND PRACTICE MODULE FOUR .pptx
1) Community development theories provide frameworks to understand community behavior and guide practice. Seven key theories are discussed.
2) Social capital theory examines the importance of relationships and trust for collective action. Functionalism views social structures like organizations as having important roles.
3) Conflict theory analyzes power dynamics and access to resources. Symbolic interactionism explores how shared meanings are socially constructed.
The Communication Contractand Its Ten Ground Clauses Birgi.docx
The Communication Contract
and Its Ten Ground Clauses Birgitta Dresp-Langley
ABSTRACT. Global society issues are putting increasing
pressure on both small and large organizations to com-
municate ethically at all levels. Achieving this requires
social skills beyond the choice of language or vocabulary
and relies above all on individual social responsibility.
Arguments from social contract philosophy and speech act
theory lead to consider a communication contract that
identifies the necessary individual skills for ethical com-
munication on the basis of a limited number of explicit
clauses. These latter are pragmatically binding for all
partners involved and help to ensure that the ground rules
of cooperative communication are observed within a
group or an organization. Beyond promoting ethical
communication, the communication contract clarifies
how individual discursive behaviour can be constructively
and ethically monitored by group leaders in business
meetings. A case study which shows what may happen
when ground clauses of ethical communication are vio-
lated is presented. The conclusions of the study highlights
why attempting to respect the communication contract is
in the best interest of all partners at all levels within any
group or organization.
KEY WORDS: philosophical foundations of business
ethics, social contract theory, speech act theory, ethical
communication, communication contract
Purpose
Extensive data published by Huang (2004) in this
journal have shown some of the advantages of socially
responsible, cooperative, and symmetrical, in short,
ethical, communication for public relations, mar-
keting, and the economic development of large
organizations. Apart from being politically correct,
ethical communication may, indeed, prove a sound
business strategy, because it may allow securing long-
term benefits that are more valuable to an organiza-
tion compared with short-term profits obtained
through communication strategies which do not take
into account ethical core values.
Social responsibility is claimed to define one of
the general ground conditions of ethical communi-
cation in the corporate world (see the review article
by Reinsch, 1990). The present article is concerned
with the essential role of individual social responsi-
bility in the sense of ‘‘individual moral agency’’ as in
Reid’s essays on the active powers of the human
mind (1843), or ‘‘personal agency’’ as in Bandura’s
social cognitive theory (2001). The special need for
individual respect of a limited number of ground
rules of ethical communication at the interpersonal
level is discussed, with particular emphasis on busi-
ness meetings. The arguments presented defend the
idea that communicating ethically with our nearest
neighbours or partners is the conditio sine qua non
to give an institution, corporation, or a small
group such as a family a chance to ensure that ethical
core values may eventually be adher ...
Conflict-Management-Models.pdf
This document summarizes two conflict management models: the structural model and process model. The structural model deals with factors impacting conflicts in projects and conflicting processes. The process model deals with the sequence of events involved in a conflict. The document also discusses three common conflict management styles used in organizations: accommodating, avoiding, and collaborating. Accommodating involves giving the opposing side what they want to keep the peace. Avoiding tries to postpone or ignore the conflict hoping it resolves on its own. Collaborating works by incorporating ideas from both sides to find a mutually agreeable solution.
08orgcomm
This document discusses foundational theories of organizational communication and leadership. It summarizes Max Weber's theory of bureaucracy, which proposes that organizations are systems designed to coordinate tasks through legitimate authority and rules. It then outlines the theoretical priorities in organizational communication research from the 1940s to present day, focusing on topics like downward communication, small groups, supervision, and organizational climate. The document also discusses Gordon Lippitt's dimensions of organizational health, including tasks, social aspects, and growth. Finally, it summarizes Peter Drucker's view of key leadership tasks in setting mission and standards, building the human organization, and performing ceremonial duties through effective delegation of routine tasks.
11Effective Communication in Education Module Six Small.docx
11
Effective Communication in Education
Module Six: Small Group Communication (“Rich Subject Matter”)
Objectives: Students will acquire knowledge regarding communication in groups, and be able to identify the characteristics of learning, growth, problem-solving and social groups (knowledge). Students will identity the roles they play in groups, develop their negotiation skills and strategies, and learn other productive ways of interacting in a group setting (skill). Students will understand how organizations hinder and facilitate social justice, and appreciate their roles in this process (dispositions).
Key Concepts: Small group, small group culture, norm, procedural norms, social norms, task norms, groupthink, learning, growth and problem-solving groups, emotional labor, communicative labor, technologized discourse.
Discussion: What procedural, social, task norms are evident in your school? What do these norms say about your school culture? How do they shape your organizational identity? Which norms would you be tempted to change, if you had the chance?
Activities: Self-test: View the clip of 12 Angry Men at: http://www.moviesbox.us/drama/12-angry-men-1957.html" http://www.moviesbox.us/drama/12-angry-men-1957.html. What functional and dysfunctional roles are played by the jurors, especially Jack Lemon? View the clip of Groupthink at: http://video.yahoo.com/video/play?vid=1078489327&fr=yfp-t-471" http://video.yahoo.com/video/play?vid=1078489327&fr=yfp-t-471.
Assignment(s) for Week Six:
Using table 8.2, in Adler, p. 273-275, identify the functional and dysfunctional roles played by teachers in your last group meeting. What did the teachers or group members do so that you assigned these labels? What role(s) did you play, and do you generally play in groups? What evidence can you provide to support your claim about your roles in groups? How do these norms contribute to the effectiveness and ineffectiveness of your group?
Readings: Adler, Chapter 8, The Nature of Groups Adler, and Chapter 13, Informative Speaking.
Introduction to Module Six
The study of group interactions is important facet of teacher socialization and the social construction of reality, because groups create definitions of the situation that are mutually binding, at least during the group interaction. A definition of the situation is a socially constructed understanding of the kind of interaction participants are having. The interactions between individuals, and then between groups create definitions and processes that eventually constitute the culture of the organization described in module eight. Recursive or repetitive interactions in organizations such as schools and businesses lead to the socialization of its members—members learn the formal and informal “norms, values and skills necessary for adopting a particular role and performing a particular function within the organization” (Cheney, 98). But as you probably know from your own experience, whate.
Barriers to Effective Communication in Organizations
This document provides an abstract for a study examining barriers to communication within organizational cultures. The study aims to understand how hierarchical vs participative structures influence communication barriers and message distortion. An online survey will ask employees about their organizational culture, perceived barriers, degree of message distortion, and impact of subcultures. The hypotheses are that authoritarian structures experience more barriers and distortion than participative structures due to the influence of communication barriers created by organizational structure. Previous research found links between culture, barriers, and distortion, but did not comprehensively study their relationships. This study seeks to add to the body of knowledge in this area through a unified examination of these factors.
What is Public Relations
The document discusses key concepts from organizational communication literature including the dominant coalition theory. It defines the dominant coalition as the social network within an organization that has the greatest influence over goal setting and strategic decision making. This influence derives from members' control over important resources and their ability to work interdependently. While coalition members may have some differing interests, side payments are made to maintain coalition unity and advance the overall status quo.
Organisation theories
The document discusses several theories of organization:
1. Classical theory viewed organizations as machines and workers as cogs, with the goal of efficiency. Neoclassical theory emphasized good human relations and social factors.
2. Bureaucratic theory examines organizations as systems of rules and authority. Weber's theory of bureaucracy defined its key features.
3. Systems theory views organizations as complex systems of interrelated elements and environments. Changes in one element impact others.
4. Contingency theory posits that the best organization structure depends on external factors like environment, strategy, and technology. Different structures suit different situations.
1 BUS4013 Organization Structure, Learning and Performanc.docx
1
BUS4013: Organization Structure, Learning and Performance
Background Paper
Everyone, at one time or another, has participated in a variety of types of organizations—
churches, schools, government agencies, the armed forces, corporations, hospitals, volunteer
organizations, etc. Organizations impact our lives and members of the same organization are
affected differently. As Margaret Wheatley (1996) states, “Organizations are living systems.
They, too, are intelligent, creative, adaptive, self-organizing, and meaning-seeking.”
This course is about organizational structure and its relationship to learning and performance.
Organizations have a structure, that is, an established set of relationships with ordered and
regularly occurring activities. Therefore, performance and structure are inextricably linked. The
desire to improve performance is the underlying reason for the inclusion of this course in the
Capella undergraduate business curriculum.
Perhaps one may say that organizational structure drives performance; it certainly facilitates
performance. Another may say that organizational learning drives performance; it certainly leads
to adaptation and growth. And adaptation is necessary for survival. Its opposite is extinction. In
other words, this course is an overview of organizations and their design toward fostering
learning, which in turn, yields high performance.
Historical Perspective of the Study of Organizational Structure
Classical
We may be able to track the study of how organizations work and how they are structured and
managed into ancient times. We can cite Biblical references as well as those from Socrates and
Plato. However, most analysts would state that the beginnings of the factory system in the 18th
century signified the beginning of the study. Members of the first school of organizational study
were called the classicists. They built the foundation for the study of work in organizations, and
their work remains highly influential today. Max Weber, Henri Fayol, Adam Smith, Frederick
Taylor, and others represent the thinking of the classical period. The fundamental tenets of
classicism, according to Jay Shafritz and Steven Ott (1978), follow:
• Organizations exist to accomplish production-related and economic goals.
• There is one best way to organize for production, and that way can be found through
systematic scientific inquiry.
• Production is maximized through specialization and division of labor.
• People and organizations act in accordance with rational economic principles.
2
Modern
When we speak of the structure of an organization, we are actually referring to the stable
relationships among positions and groups of positions represented by the organization chart.
Structure is concerned with vertical differentiations, or hierarchical levels of organizational
authority and coordination, and horizontal differentiations between organizational units, e.g.,
between p ...
Healthcare Define and describe innovations that you see in your.pdf
Healthcare management: Define and describe innovations that you see in your workplace
The document discusses managing conflict in healthcare workplaces. It describes conflict as a normal part of human interaction that stems from diversity. A good leader embraces conflict and creates an environment where it can be addressed safely and respectfully. The best way to deal with conflict is to identify and engage with it as early as possible before it intensifies and becomes more difficult to resolve. Unresolved conflict typically escalates over time if not addressed.
Week 2 Organisational Behaviour Presentation
This document discusses key concepts in organizational behavior, including:
1) Organizational behavior is the study of how individuals and groups act within organizations and how organizational structure impacts performance.
2) Individual, group, and organizational factors all influence behavior.
3) Three disciplines - psychology, sociology, and anthropology - provide frameworks for understanding organizational behavior.
4) Metaphors like "machines" and "organisms" can help explain how organizations function.
Organizational And Management Theory
This document discusses organizational theories and provides an example of how they apply to a global healthcare organization. It begins by introducing modernism and symbolic interpretivism theories and how they differ in their perspectives. Modernism takes a scientific approach while symbolic interpretivism considers non-empirical experiences. It then examines factors like technology, economics, and culture that can influence organizational effectiveness. The document uses the healthcare organization as a case study to illustrate the application of these theories.
Organizational Conflict and Conflict Management
This document summarizes a literature review on organizational conflict and conflict management. It defines organizational conflict and discusses whether conflict is healthy or unhealthy for organizations. It identifies three main dimensions of conflict: task conflict, relationship conflict, and procedural conflict. Relationship conflict tends to be the most damaging as it involves negative emotions. The literature review also discusses four key components of intragroup conflict: negative emotionality, importance, acceptability, and resolution potential. Negative emotionality can hamper rational thinking and make conflict more difficult to resolve. The review provides an overview of the current research on different types of organizational conflict and factors that influence conflict.
Lesson 1 organization and management
This document discusses the relationship between organizations and management. It states that organizations and management are interdependent and require each other. Organizations structure human actions and goals, while management coordinates resources to achieve organizational objectives. The document also examines different types of organizations, both formal and informal, and explores the roles and functions of management in integrating elements to accomplish organizational goals.
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COMMUNITY DEVELOPMENT THEORY AND PRACTICE MODULE FOUR .pptx
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The Communication Contractand Its Ten Ground Clauses Birgi.docx
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11Effective Communication in Education Module Six Small.docx
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Barriers to Effective Communication in Organizations
Barriers to Effective Communication in Organizations
1 BUS4013 Organization Structure, Learning and Performanc.docx
1 BUS4013 Organization Structure, Learning and Performanc.docx
Healthcare Define and describe innovations that you see in your.pdf
Healthcare Define and describe innovations that you see in your.pdf
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Factors Influencing Organization in the Future
The document outlines 8 factors that will influence organizations in the future: organizations will continue to grow in size and complexity; they will operate in turbulent, changing environments; they will have difficulties managing and applying knowledge; they will rely more on persuasion than authority; participants at all levels will have more influence; more professionals and scientists will shape organizations; organizations will pursue multiple goals rather than maximizing one; and coordinating between organizations will be more challenging.
Tax mapping and violation checklist
This document outlines requirements for registering a business including obtaining a certificate of registration, requesting a receipt, paying an annual registration fee, maintaining books of accounts, and issuing official receipts/invoices. It appears to be from Cherry Cellphone Center providing information on tax mapping.
Municipal where to pay
Paying taxes can be done in three locations: the Municipal Hall, the Bureau of Internal Revenue (BIR), or through a Collection Agent. The Municipal Hall and BIR are government offices that directly accept tax payments. A Collection Agent is a third party authorized to collect taxes on behalf of the government.
Lebak where to pay
Paying taxes can be done at three locations: the Lebak Municipal Hall, Land Bank, or through a BIR Collection Agent. The document lists three options for paying taxes but does not provide any other context about the different payment methods or locations.
Isulan where to pay
The document lists potential locations to pay taxes in Isulan: the Isulan Municipal Hall, Land Bank, BIR Collection Agent, and PNB. Paying taxes can be done at the local government office of Isulan Municipal Hall, as well as major banks that serve as tax collection agents like Land Bank and Philippine National Bank. Other options include paying at a Bureau of Internal Revenue designated collection agent.
Tac where to pay Tacurong
You can pay your taxes online, by mail, or in person. The IRS encourages taxpayers to file electronically and pay electronically or by mail to avoid in-person visits. Tax payments are due by April 15 each year for most individual taxpayers for the prior tax year.
Where to pay
Taxpayers in Tacurong City, Isulan, Lebak, and several municipalities in Sultan Kudarat must pay their taxes in those locations. If paying at a bank, taxpayers must fill out 3 copies of the BIR form and 3 copies of the deposit slip. If paying a BIR collection agent, taxpayers fill out 3 copies of the BIR form after making payment.
Late filing
This document contains a 3 item stopfiler list including: 1) Surcharge, 2) Interest, and 3) Compromise Penalty.
Bir registration
New secondary set of slides, added to inform participants about the 3 necessary business registrations.
Tax briefing
This document provides information for new business registrants in Revenue District No. 109 in Sultan Kudarat Province, Philippines. It covers topics like business registration certificates, tax forms and due dates, electronic filing procedures, bookkeeping requirements, and tax computation samples. The document reminds new registrants of their obligations and provides resources on registration, payment procedures, and how to avoid common tax violations.
limitations and prohibitions on appointment of government employees
1) Elective officials are not eligible for appointment to any public office during their tenure, except as specifically authorized by law.
2) Candidates who lose elections cannot be appointed to government offices or government-controlled corporations within one year, except for barangay elections.
3) Appointive officials cannot hold multiple positions in government unless allowed by law or the functions of their position, to prevent double compensation.
governor, vice governor, sangguniang panlalawigan
The document outlines the powers, duties, and functions of provincial governors and Sangguniang Panlalawigan (provincial boards) according to the Local Government Code of 1991 in the Philippines. It states that provincial governors are mandated to promote general welfare in their provinces through exercising executive powers and performing duties like enforcing laws, generating resources, and ensuring delivery of basic services. The governor also acts as presiding officer of the Sangguniang Panlalawigan which has legislative powers like enacting ordinances, appropriating funds, and establishing councils.
Economic sector, CLUP, comprehensive land use plan
The document provides details on conducting an economic sector study for a comprehensive land use plan. It outlines the steps to analyze the agriculture, commerce/trade, industry, and tourism sub-sectors. For agriculture, it describes gathering data on existing crops/livestock, production levels, support facilities, and occupations. It also involves analyzing production, constraints, needs projections, and recommending interventions. Similar steps are outlined for analyzing commerce/trade, with data on commercial areas, business permits, employment. Criteria for suitable land uses for agriculture, fishing, grazing, and commercial areas are also provided.
Power duties functions ra 7160 sec 465 468 467 local government code
The document outlines the powers, duties, and functions of provincial governors and sanggunian panlalawigans (provincial boards) according to the Local Government Code of 1991. It states that governors are mandated to promote general welfare in their provinces through exercising executive powers. Some of a governor's key responsibilities include enforcing laws; generating resources; ensuring basic services; and appointing officials. Sanggunian panlalawigans are responsible for legislative duties like enacting ordinances, appropriating funds, and establishing councils. They work to maintain peace, protect the environment, and provide for constituents' safety, health, education, and livelihood.
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limitations and prohibitions on appointment of government employees
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contradiction in organization conflicts , misunderstanding , harmony , decentralization . centralization dissatisfaction
- 2. Organization is the pattern of ways in which large numbers of people, too many to have intimate face to face contact with all others, and engaged in a complexity of tasks, relate themselves to each other in the conscious, systematic establishment and accomplishment of mutually agreed purposes. John M. Pffifner & Frank Sherwood
- 3. Organizations are not concrete, physical entities; an organization may have properties both physical and abstract…. An additional complexity in definition is caused by many types of organization…. Richard A. Johnson, et al
- 4. Conflicts Conflict arise among organization because they have different goals and values Conflicts are present because its people decide on all matters. Conflict is both personal and organizational in nature.
- 5. Conflicts are inevitable despite managerial efficiency and administrative effectiveness often caused by human factors.
- 6. Misunderstanding or any form of conflict “ running counter to principle of harmony”
- 7. “Planning a suitable organizational arrangement” C.L. Littlefield, et al
- 8. “these principles can be matched to the task of modern management as well as to the formal needs of all organization, independent of their purpose. In exploring these relationships, we can discern a way to avoid the organization crisis that affects so many business and institutions.” Peter F. Drucker
- 9. Centralization and Decentralization An organization may opt for a centralized or decentralized system of operations. As organization grows in size, it is almost near impossible to administer all activities out of single office.
- 10. Dissatisfaction
- 11. Staff personnel shield the truth of field operations from those who do not understand by entering into more complex relations with headquarters general officers.
- 12. Thank you & God bless.