The document discusses Filipino organizational structures and management styles. It provides context on the cultural influences in the Philippines and how this shapes their approach. Some key points: - Filipino organizations tend to have strong hierarchies and it's important to develop contacts at all levels for decision making and project implementation. - Filipino management style is influenced by concepts like "pakikisama" (getting along with others) and importance is placed on interpersonal relationships and avoiding conflict. - There are five types of Filipino managers described - ranging from pragmatic realists to idealists to hybrid "reconciler" managers who balance different approaches. Decision making and implementation styles vary between each type.

1. Management
A’ la Pinoy
Golda Meir M. Madarieta
MGM-1 COC Phinma

2. Outline
I. BACKGROUND
II. Filipino Organizational Structures
III. Filipino Management Style
• On teams
• On Communication Styles
• On Meetings
• On Gift Giving
• On Dress Code
IV. 5 Types of Filipino Managers

3. Background1

4. ◇ The Philippines represents a cultural puzzle
◇ Situated in the heart of South East Asia, but heavily influenced by
such non-Asian forces as Spain (and Mexico), the United States,
and the Catholic Church
◇ Majority of inhabitants are of ethnic Malay stock, but unlike
neighboring countries such as Malaysia and Indonesia, the influence
of Islam has been limited

5. “
The Philippines is the result of a unique
cultural mix of Asian and Western influences
and presents the overseas (regional)
business visitor with a host of seemingly
conflicting characteristics.

6. Filipino Organizational
Structures2

7. ◇ Most organizations are hierarchically structured and local
employees would always look to a strong hierarchy
◇ Much time can be wasted trying to influence people lower down
the chain who are not really good decision-makers
◇ Championing such concepts as delegation may be viewed with
suspicion
◇ It is important that senior level contacts are not insulted by being
asked to receive lower-ranking representatives

8. “
It is important, however, to develop contacts
at all levels of an organization – at the top for
decision making purposes, and lower down
for when programs/projects begin.

9. Filipino Management
Style3

10. Dr. Felipe Landa Jocano
“The Filipino
Management Style
derives from the dominant features of the
Filipino Culture.”

11. Familism
👪
• The needs of
the family as a
group is more
important than
the needs of
any individual
family member
Personalism
👨👩
• It is the
emphasis
Filipinos give to
interpersonal
relation or
face-to-face
encounters
Emotionalism
❤
• The tendency to
display
emotion freely
or to rely on, or
place too much
value on
emotion

12. ◇ The concept of “pakikisama” is so strongly programmed into the
Filipino consciousness
◇ It is extremely important to be aware of the sense of “face” of every
member of a group because an insult to one could be construed as
an insult to all
◇ Teams expect to be clearly led by the Manager, and the manager is
expected to act as the champion of the group in all situations
On TEAMS…

13. ◇ Communicating in the Philippines is extremely easy for many
Western people
◇ Filipinos would rather say “yes” even if they mean “no” and smiles at
you the whole time
◇ It is dangerous to take everything you hear at face value. Look for
the coded messages behind the words that are spoken
◇ In addition to the use of coded language, Filipino body language can
also be misleading
On COMMUNICATION STYLES…

14. ◇ Time can be very elastic – the meeting start time will be delayed
◇ Meetings will usually start with quite a lot of small talk
◇ Filipinos tend to be extremely non-confrontational
◇ Meeting seems to be progressing very well if people are not openly
contradicted
On MEETINGS…

15. ◇ Take a supply of small gifts with you to help oil the progress of the
relationship-building process. Remember that gifts SHOULD BE
WRAPPED.
On GIFT GIVING…

16. ◇ Dress code tends to be reasonably formal
◇ Clothing is packed lightweight
On DRESS CODE…

17. Five Types of Filipino
Managers
4
ERNESTO A. FRANCO et al. 1998.

18. ◇ The REALIST
◇ “KAYOD” is a Filipino term that means to sweat it out or to give oneself
to hard work
◇ He cuts down problems into manageable size; a fast decision-maker,
impatient, and shrewd
◇ He is a “SIGURISTA”; he has GUT FEEL, and he knows how to USE
PEOPLE
◇ Does firsts things first; he has a talent of “KAYOD NG KAYOD”
Manager by KAYOD

19. ◇ The OPPORTUNIST; availing on a LOOPHOLE
◇ An EXTROVERT; he deals with people informally
◇ This manager will always find loopholes to avoid hard work or utilize an
excuse for failure
◇ Loves to get by; avoid headaches and believes NO-MONEY-NO-WORK
philosophy
◇ Likes to resort to shaky deals to achieve easy settlement
Manager by LUSOT

20. ◇ The IDEALIST
◇ “LIBRO” is a Spanish word for book. This manager literally goes by
the book
◇ Thinker, Cautious, Planning-Oriented, Strives for Professional
Performance, Stubborn, Seeks Quality Results and has High Ideals
◇ He usually has adequate formal training in management
◇ “MATAAS ANG TINGIN SA SARILI”
Manager by LIBRO

21. ◇ “OIDO” comes from Spanish word “oir” or “to listen”
◇ This manager acquires his managerial skills by playing it by ear
◇ He has a vast field of practical experiences that compensates for his
lack of formal education
◇ He is the opposite of the “LIBRO” manager
Manager by OIDO

22. ◇ He is a HYBRID of all types of managers; a RECONCILER manager
◇ Believes in contingency management; shares his knowledge and
has excellent behavioral skills
◇ Has balance and chooses well
◇ “Ugnayan” managers exemplify highly resilient, highly adaptable
men of the first order
Manager by UGNAYAN

23. How do they
take in
people?
?

24. The Manager by KAYOD (Realist) applies the Man in
the Jungle Method
The Manager by LIBRO (Idealist) opts for high-quality
candidates with suitable degrees and training
The Manager by UGNAYAN (Reconciler) gets partly
experienced applicants, tries them out and screens
them meticulously
The Manager by LUSOT (Opportunist) headhunts

25. How do they act
during
implementation?
?

26. The Manager by KAYOD (Realist) does-evaluates-
plans a little-does
The Manager by LIBRO (Idealist) plans a lot-does-
evaluates-replans a lot
The Manager by UGNAYAN (Reconciler) evaluates-
plans-does and at the same time, evaluates again
The Manager by LUSOT (Opportunist) plans-does
again and again

27. - Brian Tracy