Chapter 1
THE PROBLEM AND ITS BACKGROUND
Introduction
We all had a bad boss or manager at some point in our lives, but how
many of us have worked under firmly inspiring managers who practice immense
management style to get the best out of their team and to achieve their
organizational goal.
Unfortunately, being satisfying at your job doesn't guarantee that you
will be a prime leader or manager. Effective management is an art; it is
one that can be learned if you follow some basic principles.
Different management styles will suit different contexts depending on
organizational culture, the size of the team or organization, the nature of
the work or industry and the particular personalities involved.
It all starts with getting the right team in place, the whole can be
greater than the sum of its parts. You need to select the right people for
the right jobs, build a complementary team, and align your people with your
organizational goals and culture.
Knowing how various roles will help to achieve your organization's
goals will help define the requirements against which you will interview
and assess candidates.
Management style and practices are answers to achieve organizational
goals and it tends towards the oppressive as is often found in strongly
hierarchical cultures. Our Managers and Leaders here in the Philippines are
extremely careful to ensure that others do not suffer embarrassment or any
sense of shame (hiya) as a result of their own actions or their inability
to meet the expectations of others. It is considered to be very bad
behavior to criticize another in public, as this is the greatest insult
that can be given. To be openly criticized in public results in a loss of
self-esteem and personal dignity. Any attack on an individual's self-esteem
may have to be revenged. Managers are keen to treat subordinates with
respect whilst, at the same time, maintaining the dignity of the position
of boss. Instructions will be given clearly and precisely and subordinates
will be expected to follow.
Leadership is less about your needs, and more about the needs of the
people and the organization you are leading. Leadership styles are not
something to be tried on like so many suits, to see which fits. Rather,
they should be adapted to the particular demands of the situation, the
particular requirements of the people involved and the particular
challenges facing the organization.
Management styles and practices are essentials to every company to
achieve their organizational goal. Management styles are ways of doing
decisions and relating to subordinates and have two main contrasting
styles, autocratic and permissive. Management styles are also divided in
the main categories of autocratic, paternalistic, and democratic
An Autocratic management style is one where the makes decisions and
without relating to subordinates, decision will reflect the opinions and
personality of the manager, which in turn can project an image of a
confident, well managed business. The two types of Autocratic leaders , a
directive autocrat makes decisions unilaterally and closely supervises
subordinates and a permissive autocrat makes decisions unilaterally, but
gives subordinates latitude in carrying out their work.
A Paternalistic management style the decisions are to take into
account the best interests of the employees as well as the business, but
feedback to the management is encouraged to maintain morale. This style can
be highly advantageous when it engenders loyalty from the employees,
leading to a lower labor turnover, thanks to the emphasis on social needs.
On the other hand, for an autocratic management style the lack of worker
motivation can be typical if no loyal connection is established between the
manager and the people who are managed. It shares disadvantages with an
autocratic style, such as employees becoming dependent on the leader.
However, by having a open door policy helps minimize conflicts among
employees and empowers them to set standards to improve job performance.
The Democratic management style is a very open and collegial style of
running a team. Ideas move freely amongst the group and are discussed
openly. Everyone is given a seat at the table, and discussion is relatively
free-flowing.
This style is needed in dynamic and rapidly changing environments
where very little can be taken as a constant. In these fast moving
organizations, every option for improvement has to be considered to keep
the group from falling out of date.
The Democratic management style means facilitating the conversation,
encouraging people to share their ideas, and then synthesizing all the
available information into the best possible decision. The democratic
leader must also be able to communicate that decision back to the group to
bring unity the plan is chosen
This study focused on what Management styles and practices does
Cultural Center of the Philippines use to achieve their organizational
goal. The result of this study will benefit the company's Top Management
and Department heads to make more precise and relevant decision for more
success in achieving their organizational goal.
Background of the Study
The Cultural Center of the Philippines or the Sentrong Pangkultura ng
Pilipinas is just one of the buildings you get to see when you visit
the Cultural Center Complex which is found near Roxas Boulevard. This is
basically the place where every Filipino dancer would want to perform,
where every Filipino indie movie director would want to showcase his film,
and where every Filipino opera singer would want to sing his heart out. In
short if you want to go big locally, you must perform at the CCP. During
the day, the CCP is swarmed with joggers and early morning exercise
junkies, and at night if you're lucky you can get to see the beautiful
fountain display.
The Cultural Center of the Philippines a gigantic building took 3
years to build, from 1966-1969. Designed by premiere architects during that
time, Leandro Locsin and Ildefonso Santos Jr., and was the brainchild of
former president Marcos through Executive Order No. 30 with the sole
purpose of promoting and preserving Filipino arts and culture.
The Cultural Center of the Philippines management makes decision
alone. The management conveys the decision to staff and they have to work
within the scope of their decision. Their own decision which is very
dangerous in this age of technological and sociological complexity, They
fail to develop the employee's commitment to the objective of the
organization, They creates problems both with employees morale and
production in the long run; due to their resentment,.
The researcher chose the topic Management Style and practices in
Cultural Center of the Philippines toward achieving organizational goal
because he was employed in the company where he thinks CCP will more be
efficient and can meet its organizational goals more if they will develop
more they management styles and practices. There was no particular study
initiated focusing on the evaluation of effectiveness of CCP management
style and practices in the company. It is also the researcher's earnest
desire to have a clearer and deeper understanding in the current management
style in the company and to seek ways in the improvement of the management.
Theoretical Framework
The study is focused on the management style and practices of the
Cultural Center of the Philippines toward achieving organizational goal.
To strengthen the study, the researchers cite the Path-Goal model is
a theory based on specifying a leader's style or behavior that best fits
the employee and work environment in order to achieve a goal (House,
Mitchell, 1974). The goal is to increase your employees' motivation,
empowerment, and satisfaction so they become productive members of the
organization.
Path-Goal is based on Vroom's (1964) expectancy theory in which an
individual will act in a certain way based on the expectation that the act
will be followed by a given outcome and on the attractiveness of that
outcome to the individual. The path-goal theory was first introduced by
Martin Evans (1970) and then further developed by House (1971).
The path-goal theory can best be thought of as a process in which
leaders select specific behaviors that are best suited to the employees'
needs and the working environment so that they may best guide the employees
through their path in the obtainment of their daily work activities (goals)
(Northouse, 2013).
While Path-Goal Theory is not a detailed process, it generally follows
these basic steps:
1. Determine the employee and environmental characteristics
2. Select a leadership style
3. Focus on motivational factors that will help the employee succeed
In the field of organizational studies, the path-goal theory considers
the impact of a leader's behavior on workers' job satisfaction, motivation
and effectiveness. Also referred to as the path-goal theory of leader
effectiveness, in the 1990s, the theory underwent subsequent revision from
its original 1971 formulation by Robert J. House. The theory is identified
by four leadership behaviors. Each leadership behavior aims to maximize
worker outcomes by recognizing the impact of both environmental factors and
worker characteristics in job performance.
If the Cultural Center of the Philippines uses this Path Goal Theory
they will achieve their organizational goals harmoniously.
Conceptual Framework
The conceptual framework that was used in this study was the Input-
Process-Output Model. In the IPO model, a process is viewed as a series of
boxes connected by inputs and outputs.
Figure 1 presents the conceptualized framework of the present study.
Conceptual Framework
The Input in the diagram indicated the demographic profile of the
respondents, Current employees in CCP, Effect of management style and
practices in CCP and the constraints encountered in the management.
Process included the assessment of management using a questionnaire and.
The statistical tools used were Frequency, Ranking, and Percentage. The
Output included the inputs for improving the management style in CCP.
The conceptual framework for this study states that inputs for
improving the management can be generated by assessing the profile of the
respondents, current practice of management in CCP and effects and the
problems encountered of management in CCP with the use of statistical
tools such frequency, ranking, and percentage.
Statement of the Problem
The study assessed the Perceived Effects of management in Cultural
Center of the Philippines towards achieving organizational goal.
Specifically, the researcher attempted to answer the following
questions:
1. What comprises the demographic profile of the sample of this study?
1. Age
2. Gender
3. Civil Status
4. Position/Level
5. Years of service
2. How do respondents assess the management styles and practices in the
Cultural Center of the Philippines in terms of the following;
1. Promotion
2. Showing empathy
3. Communication
4. Rewards and Incentives
3. Is there a significant difference in the assessment of the
respondents in the management style and practices in the Cultural
Center of the Philippines when they are group according to profile?
4. What are the problems encountered by the CCP employee in the
management style and practices in their company?
1. Lack of Communication
2. Unfair Pay
3. No Job Security
4. Under Appreciation
5. Overworked
6. Micromanagement
7. Incompetent Managers
8. No Opportunity for Advancement
9. Overbearing Boss
Hypothesis
In the statement of the problem, the hypothesis will test at 0.05
level of significance.
1. There is no significant relationship between each profile variables
and the management styles of the respondents.
2. There is no significant relationship between each of the profile
variables and self rating performance of the respondents.
Scope and Limitations of the Study
This study aimed to assess the Management styles and practices of the
Cultural Center of the Philippines toward achieving organizational goal.
This thesis was confined to the analysis of regular employees of Cultural
Center of the Philippines. The study will conduct from November 2015 to May
2016. The survey instrument will be given to respondents. In addition, both
the demographic data sheet and answers in the questionnaire are self-report
instruments and there is no interviewer to explain the items. Furthermore,
the aspects will look into the profile of the respondents, their current
assess the management styles and practices in the Cultural Center of the
Philippines
Significance of the Study
This study provided significant information and substantial impact to
the following:
Cultural Center of the Philippines - The Company will benefit from
this paper by improving the work environment and working conditions in the
pursuit of increased quality and level of output of its employees,
acquired through effective management style and practices. The Top
management of CCP will benefit using the findings of this study as basis
in reviewing the Management Styles and Practices and make possible
adjustments necessary for its improvement. Managers of CCP as well, will
benefit by being equipped with knowledge of what the subordinates are
expecting and experiencing with the management Styles in the company
through achieving organizational goal.
Employees - They will benefit by learning in the assessment through
new improved management styles, their performance has improved, if they
have found greater enthusiasm, and if a more good communication, fair
showing empathy, fair promotions, and fair rewards and incentives.
Academe - This can be a contribution of the study to the fund of
knowledge regarding Management Styles and Practices.
Researchers - They will benefit from this study since this can be the
basis for further investigation.
Definitions of Terms
For a better understanding of the study, the following terms are
defined operationally and conceptually:
Management - in businesses and organizations is the function that
coordinates the efforts of people to accomplish goals and objectives by
using available resources efficiently and effectively.
Organizational culture - encompasses values and behaviors that
"contribute to the unique social and psychological environment of an
organization.
Motivation-a theoretical construct used to explain behavior. It
represents the reasons for people's actions, desires, and needs.
Motivation can also be defined as one's direction to behavior or what
causes a person to want to repeat a behavior and vice versa.
Empowerment - refers to policies and measures designed to increase
the degree of autonomy and self-determination in the lives of people and
in communities in order to (re-)enable them to represent their interests
in a responsible and self-determined way, acting (again) on their own
authority.
Respondent - a person who is called upon to issue a response to a
communication made by another.
Leadership - is both a research area and a practical skill, regarding
the ability of an individual or organization to "lead" or guide other
individuals, teams, or entire organizations.
Promotion - is the advancement of an employee's rank or position in
an organizational hierarchy system. Promotion may be an employee's reward
for good performance or positive appraisal.
Empathy - caring for other people and having a desire to help them;
experiencing emotions that match another person's emotions; discerning
what another person is thinking or feeling;
Communication – is activity of information exchange between two or
more participants in order to convey or receive the
intended meanings through a shared system of signs and semiotic rules.
Incentive - is something that motivates an individual to perform an
action. The study of incentive structures is central to the study of all
economic activities (both in terms of individual decision-making and in
terms of co-operation and competition within a larger institutional
structure).
Chapter 2
REVIEW OF RELATED LITERATURE AND STUDIES
This chapter represents the literature and studies which were reviewed
and were found related to the present work. Presentation reflects first the
foreign and local literature followed by foreign and local studies.
Foreign Literature
From Management Book, Vol. 19, 2014, 1, pp. 161-193. Leaders set goals
and lead their followers in accomplishing them (Chaleff, 1995), and it is
crucial how dedicated to these goals the followers are (Kelley, 1992). The
survival of an organization lies in its ability to preserve its
effectiveness and in its preparedness to accomplish its mission and goals
(Northouse, 2007), which are being achieved with the support of effective
leadership. However, in order for leadership to be effective, it is
necessary that the leadership style is compatible with the motivational
needs of the followers (Argyris, 1976; Maslow, 1954), otherwise the
effectiveness will decrease. By definition, leadership is closely related
to human resources, which are considered today the key factor of every
company's success.
Therefore, a company cannot be successful without skilful leadership,
without initiation of follower's activity and without encouraging
employees' high motivation and engagement. Experience has shown that
leadership and motivation are in a mutual interaction – the most motivated
followers have the most motivated leadership and vice versa. Therefore, the
understanding of motivation is a powerful management's mean in achieving
company's goals. Namely, understanding the behavior, fore sighting,
directing, changing, and even controlling the behavior in organizations are
all necessary preconditions for effective leadership aimed at achieving
company's goals, mission, and vision (Blanchard/Hersey, 1993, p. 13). It is
considered that motivated and satisfied individuals can ensure survival and
growth of a company in a dynamic and highly uncertain environment because
of the strong influence leadership has on employees' individual
performances and their involvement in achieving company's goals (Hellriegel
et al., 1992, p. 477).
In other words, delivering high performances is directly connected
with the relationship between leadership style and followers' motivational
needs. This fact has encouraged many researches which have tried to provide
an answer which leadership style is the most appropriate. This quest has
resulted in significant leadership theories - from trait theory, through
the behavioral and contingency theory, to the contemporary approaches to
leadership such as transactional, transformational, interactive, and
servant leadership. There are numerous authors who have contributed to
these theories and approaches – from Mayo and Lewin, McGregor, Argyris and
Likert, to Fiedler, Yetton, Vroom, Handy, Bennis, Yammarino, Greenleaf and
numerous others.
Understanding and Changing Your Management Style, by psychologist and
business consultant Robert Benfari, is a hands-on guidebook for determining
the type of leader you are--and becoming the kind you want to be. It
includes methods that you can use to influence others, problem-solving
techniques, and exercises that reveal your psychological nature according
to the widely used Myers-Briggs Type Indicator.
Using the resultant patterns, the book suggests practical ways to
maximize your strengths, overcome weaknesses, and deal with difficult
employees, such as hostile-aggressive Sherman Tanks ("Give them time to run
down") and supremely confident Bulldozers ("Do some serious research so
that you are on top of the problem"). "Good management is not in-born in
some, nor is so-called bad management a fixed state for others," Benfari
writes. "Changing your management style is possible once you understand
what can be changed (and what cannot) and are willing to do the work to
shift your assumptions, perceptions, and behavior." --Howard Rothman.
What does it mean to be a "good" manager? Benfari, an academic,
psychologist, and business consultant, offers a process for determining
types of managers and for accentuating positive managerial traits and
overcoming the weak ones. He uses the Myers-Briggs Type Indicator to find
one's psychological type, and he also considers one's individual needs,
power orientation, approach to conflict resolution and problem solving,
values, and reactions to stresses in the environment and in handling
difficult people.
Also emphasized is practical intelligence, or "street smarts," which
aids in dealing with personal relationships and knowing how to approach
work. This is an interesting presentation, but because of the complexity of
the material, many readers may find the book lending itself better to a
workshop situation or group activity in which there is leader direction and
assistance. Since the author conducts workshops, this book may be used as a
workbook for his programs or a reference book for his consulting
activities. Mary Whaley
According to Henri Fayol He and his colleagues developed this theory
independently of scientific management but roughly contemporaneously. Like
his contemporary, Frederick Winslow Taylor, he is widely acknowledged as a
founder of modern management methods. The principles of management are the
following;
1. Division of work - The division of work is the course of tasks
assigned to, and completed by, a group of workers in order to
increase efficiency. Division of work, which is also known as
division of labor, is the breaking down of a job so as to have a
number of different tasks that make up the whole. This means that for
every one job, there can be any number of processes that must occur
for the job to be complete.
2. Authority and Responsibility - Authority is the right to give orders
and obtain obedience, and responsibility is the corollary of
authority.
3. Discipline - Employees must obey and respect the rules that govern
the organization. Good discipline is the result of effective
leadership.
4. Unity of command - Every employee should receive orders from only one
superior.
5. Unity of direction - Each group of organizational activities that
have the same objective should be directed by one manager using one
plan for achievement of one common goal.
6. Subordination - The interests of any one employee or group of
employees should not take precedence over the interests of the
organization as a whole.
7. Remuneration - Workers must be paid a fair wage for their services.
8. Centralization - Centralization refers to the degree to which
subordinates are involved in decision making.
9. Scalar chain - The line of authority from top management to the
lowest ranks represents the scalar chain. Communications should
follow this chain.
10. Order - this principle is concerned with systematic arrangement of
men, machine, material etc. there should be a specific place for
every employee in an organization
11. Equity - Managers should be kind and fair to their subordinates.
12. Stability of tenure of personnel - High employee turnover is
inefficient. Management should provide orderly personnel planning and
ensure that replacements are available to fill vacancies.
13. Initiative - Employees who are allowed to originate and carry out
plans will exert high levels of effort.
14. Esprit de corps - Promoting team spirit will build harmony and unity
within the organization.
Fredmund Malik is author of numerous writings on management theory,
general management, strategy and human resource development. He is regarded
as a generalist and besides his theoretical background; he gained practical
experience as management consultant, management educator and entrepreneur,
and as member and chairman of several supervisory bodies. In particular, he
aims at effective management action and applies cybernetics to management
practice.
From his holistic, system-oriented standpoint, he criticizes
pure shareholder value orientation and education programs in business
administration that in his opinion mostly teach too limited views on
economics and management.[4] He argues that applying the laws, models and
methods of management cybernetics, enables an organization to function more
effective- and efficiently. With this knowledge of cybernetics applied in
any societal organization including the political sphere, he asserts that a
"New World of Functioning" can be achieved that will benefit all society.
From an interpretation of Blaise Pascal and Paul Ricoeur's analysis of
power, he builds new concepts around the question of
managerial responsibility, rethinking the usual way of considering
management – as – practice: practical wisdom skeptical humanism or "double
thought".
Then he looks at the necessary conditions for joy at work, following
different routes: the first is based on the radical phenomenology of Michel
Henry which allows him to pay attention to the impetus of life at work in
relation to subjectivity, a little discussed theme in the management
literature. The second one concerns field of leadership where power cannot
be separated from dialectic of abilities and disabilities. This approach is
at the root of several contributions about the strategic "vision" and
gender issues using the works of Henri Bergson.
Several management styles have evolved hitherto as distinct managers
utilized differing approaches in performing responsibilities in the course
of their official work. Sequel to the emergence of styles of management,
scholars have identified and described a variety of formal styles of
management since the 1950's. Likert (1967) classified four approaches of
management that constitute a continuum of participative, paternalistic,
exploitative and autocrative, and consultative management style while Burn
and Stalker (1961) identified organic and mechanistic styles of management.
Furthermore, Minzberg (1973) considered entrepreneurial and strategic
planning as forms of management styles adopted by managers in
organizational entities.
In recent times, commonly exhibited styles of management includes
authoritarian, coercive, authoritative, democratic, affiliative,
permissive, indifferent, coaching, pacesetting, visionary, bureaucratic and
defensive styles of management (Effere, 2005). American International
Journal of Contemporary Research Vol. 2 No. 9; September 2012 200 McGuire
(2005) explored basic management styles and different managers in the
pharmaceutical industry and came up with charismatic, persuasive,
consultative, transactional, transformational and delegating styles.
A survey was conducted by Worrall (2004) in United Kingdom and found
that most managers were bureaucratic and restrictive in their management
styles which were not conducive to development of high performance cultures
for creativity and innovation to flourish in most organizations. Blandchard
(1994) reduced management styles to four basic types. They are directing,
supporting, coaching and delegating while Khandwalla (1995b) articulated
ten dimensions of management styles such as conservative, participative,
bureaucratic, paternalistic, authoritarian, organic, entrepreneurial,
visionary, professional and altruistic. Pascale and Athos (1981) examined
the Japanese style of management sequel to the economic success of Japan.
These scholars highlighted that the Japanese management style underscores
paternalism, lifetime employment, seniority, lifelong learning, collective
decision making, hard work, co-operation ethics, continuous adaptation and
improvement.
The management style of the American companies differed markedly from
Japanese style and it pays attention to core values, high flexible
structure, business unit autonomy, interactivity and innovation. De gens
(1997) advocates the adoption of management of tolerance for learning
organizations and knowledge base companies instead of action-oriented
management style. Harbison and Myers (1969) classified management styles as
autocratic, paternalistic, participative and Laissez-faire while another
emerging management style is theory z proposed by William Oluchi. There are
several management styles identified and grouped by different management
scholars. It is clearly evident that the classification of management
styles is overlapping and homogenous with slight diversity. It is observed
that the variation of management styles arises due to differences in the
types of business organization, nature of staff of these organizations and
settings. This demonstrates that nations have basic management styles with
modifications largely due to the influence of cultural distinctions and
peculiarities.
The Ohio State researchers defined consideration as the extent to
which a leader exhibits concern for the welfare of the members of the
group. This behavior is oriented towards interpersonal relationships,
mutual trust, and affiliation. This dimension of leadership style is people-
oriented.
Some of the statements used to measure this factor in the LBDQ include:
being friendly and approachable
treating all group members as the leader's equal
looking out for the personal welfare of group members
making themselves accessible to group members
The Ohio researchers defined initiating structure as the extent to which a
leader specifies group member roles, initiates actions, organizes group
activities, and defines how tasks are to be accomplished by the group. This
leadership style is task-oriented. Some of the statements used to measure
the initiating structure behavior in the LBDQ include:
letting group members know what is expected of them
maintaining definite standards of performance
scheduling the work to be done
asking that group members follow standard rules and regulations
According to Jordon, (2004) the ability of an organization to deal with
change provides a competitive advantage, as changeia a constant factor in
the world of work, Hence , organizations n the article of The Philippine
Star newspaper September 30, 2012 by Francis J. Kong. There are leaders
According to Jordon, (2004) the ability of organizations need to understand
how to manage and cope change.
According to Aderamo, (2010) the success of any organization is
closely related to how the management foresees the future and development
strategies. Moreover, nearly all contributors to the change literature have
placed greater importance on human factors (such as employees" openness to
the success of an organizations change efforts.
Local Literature
Many studies have documented cross- cultural differences in
leadership and management style. Much of this research also provide insight
on the relative level of preference for autocratic versus participative,
relationship versus task-oriented leadership style. A leader within an
individuals culture may perhaps be seen as an individual who provides to
the group whatever task or relationship oriented functions are lacking, in
contrast studies of leadership within collectivist cultures have come up
with individualist countries among the most extensive studies are those of
Misumi in Japan (Mayoralgo-Nolasco 2005).
According to the article of Lacamiento (2012) Jane Frias,senior
trainer of AGF Consulting Group emphasized the relevance of coaching and
monitoring programs in enhancing the services of the company through the
evaluated performance of the workforce. She added that an effective
coaching culture should be able to promote open communication, and
establish respect, trust, and understand between the top management
officials and employees.
In the article of The Philippine Star newspaper September 30, 2012 by
Francis J. Kong. There are leaders who lead, and then there are leaders who
think they're leading but actually they're not. He met a lot of top-level
leaders from different business organizations both big and small. I've
noted that while there are similarities in their leadership styles, these
are far outnumbered by the variations.
Popular leadership books can be full of clichés. And many speakers,
trainers, and wannabe speakers and wannabe trainers often simply echo the
maxims of more prominent leadership gurus, like Dr. John Maxwell whose
training programs our company has been licensed to represent, that
listening to them can successfully induce nausea. Leadership is a very
complex subject that cannot be captured in mere clichés and echoes.
But Daniel Goleman thoughts, in his book Leadership That Gets Results,
He found very refreshing. He share some of those thoughts, including some
commentary of his own. Goleman says, "Many managers mistakenly assume that
leadership style is a function of personality rather than strategic
choice." This kind of myopic thinking gets them into trouble. The question
of leadership style isn't just about that one style that suits the leader's
personality. It's more about the style that best responds to the need of
the situation.
According to Leadership That Gets Results, research has shown that the
best leaders don't know just one style of leadership. They're skilled at
several, and have the flexibility to switch between styles as the
circumstances dictate. Goleman says that there are six basic leadership
styles. Each works best in a particular situation and affects the
organizational climate in a different way.
In the article of Manila Bulletin newspaper September 8, 2014 write by
Ruben Anlacan. Some might refer to their ancient management techniques that
can be dated back to the dark ages as "oldies but goodies." What works for
your company and sticking with the old system may be the best decision. But
with the changes that have been happening overtime, can the same still be
said for all situations? You must examine what is still valid. Here are
some old management styles that won't work in today's world:
Heavy-handed management. History will tell us that infamous dictators
have risen to the top. However, history will also tell us that when the
people fought back to stop these oppressors, dictators have fared badly.
This is the same in a micro-setting like the office. No one likes to be
bossed around like a slave. No one deserves to be. This is why today, heavy-
handed managers would either end up with an appalling turnover rate, or
with a series of labor cases. Valuing old tools too much. With occasional
viruses, data corruption, and system malfunction, it is understandable for
some companies to avoid computers in some parts of their operation, and
choose the long-hand method. However, today, when time is critical, data
automation will be your best friend. Software can be configured to
automatically compute for values by typing in just a single digit,
inventory can automatically be set, and looking for client data just takes
a matter of seconds. Fast and organized
Traditional management styles that won't work anymore are just two of
the biggest advantages that computerization can bring to your company.
Foreign Studies
As explained by Fry (2011), leadership as use of leading strategy to
offer inspiring motive to enhance the staff's potential for growth and
development. Several reasons to indicate that there should be a
relationship between management style and organizational performance. The
first the today's intensive and dynamic markets feature innovation-based
competition, price/performance rivalry, decreasing returns, and the
creative destruction of existing competencies. Studies have suggested that
effective Management style can facilitate the improvement in achieving
organizational goals.
As stated by Walsh (2008), leadership style in an organization
considered as one of the fundamental requirements in organizational
management by which at hand defies what the organization is up to as well
as how the organization may eventually end up in the field of performance
and administrative manners. It does not only require technical and
conceptual skill, hence, the fact that they are both dealing with people as
well as with the general welfare of the individuals under their concern.
By Jim Riley April 18, 2015 what makes a good leader or manager? For
many it is someone who can inspire and get the most from their staff.
There are many qualities that are needed to be a good leader or manager.
Be able to think creatively to provide a vision for the company and
solve problems
Be calm under pressure and make clear decisions
Possess excellent two-way communication skills
Have the desire to achieve great things
Be well informed and knowledgeable about matters relating to the
business
Possess an air of authority
Do you have to be born with the correct qualities or can you be taught
to be a good leader? It is most likely that well-known leaders or managers
are successful due to a combination of personal characteristics and good
training.
Managers deal with their employees in different ways. Some are strict
with their staff and like to be in complete control, whilst others are more
relaxed and allow workers the freedom to run their own working lives (just
like the different approaches you may see in teachers!). Whatever approach
is predominately used it will be vital to the success of the business. "An
organization is only as good as the person running it".
In general Carlzon's key outlook on SAS's strategy encompasses
flattening the hierarchy, decentralization of decision making and,
multilevel communication achievement within the organization (Cordeiro,
2009). In other research, Tixier (1994) states that structure in Swedish
organization are horizontal instead of hierarchical. Flat structure
nurtures full involvement and participation of all employees in
organization. Therefore, subordinates willing to share their knowledge and
contribute in decision making process.
As Tixier (1994) points out innovations and new idea is highly
encouraged by Swedish management. Sweden is one of the world's preeminent
countries in research. According to research, the total investment in R&D
per capita in Sweden has the second score in the world after Israel.
Additionally, Ministry of Education and Research of Sweden (2009) published
in 8 papers that government policies emphasize on Swedish position in R&D
ranking. Tixier (1994) has affirmed that organizations and firms have high
tendency to invest in Research and Development section. Another
characteristic of Swedish managers is related to their attitude to the risk
that is related to the qualities of interpersonal relationship (Tixier,
1994 cited in Guo and Li, 2009). Swedish managers attempt to avoid risk by
deep assessment from the initiation. The attitude of Swedish managers
towards conflict follows the win-win negotiation model.
As they don't like the conflict inside of the organizations they try
to resolve the problem in mutual respect and dignity, when it arises
(Tixier, 1994 cited in Guo and Li, 2009). The last dimension is related to
the level of pragmatism of Swedish managers. Pragmatism is associated to
the rationality and empiricism. Tixier (1994) has affirmed that Swedish
managers have tendency to pragmatism and rationalism. They imply simple and
effective facts on their judgment without complex demonstrations (Tixier,
1994).
Organizations are consciously created to accomplish specific
objectives. In realizing set goals, organizations formulate strategies from
which organization structures are designed and set targets are achieved.
Organizations conduct periodic assessment to ascertain the level of
objectives attained. The process of determining the extent of
organization's performance level is called organizational effectiveness
(Onwuchekwa, 1999).
The concept of organizational effectiveness is otherwise called
organizational success or organizational worth which associates with goal
attainment. According to Onwuchekwa (1999), an examination into
effectiveness is to evaluate how well an organization is doing in relation
to some set standards. Georgopoulos and Tenneubaum (1957) posit that
organizational effectiveness is the extent to which an organization as a
social system with the resources and means at its disposal fulfils its
objectives without incapacitating its means and resources and without
placing undue strain upon its members. However, Quang (2002) proposes seven
measurement criteria of organizational effectiveness.
These measurement criteria are employee's satisfaction, profitability,
growth rate of sales or revenue, financial growth, competitiveness of the
company's products and services, public image and good will and leader in
Technology. The measurement criteria postulated by this scholar is quite
impressive and cuts across a wide range of issues. It is not restricted to
financial performance of any organization as was the case in the past. The
relationship between management styles and organizational effectiveness
cannot be overemphasized. Management styles are one of the important
factors that affect organizational effectiveness.
A good match between the style of management and operating realities
of an organization will substantially influence its level of effectiveness.
In each organization, management style influences the performance of
individual employee and work groups, and thereby the whole organization's
performance. Culpan and Kucukemirogula (1993) developed a model to study
how managers practise the different management styles in work places. The
model of these scholars consists of six managerial dimensions for comparing
management practices which include leadership/supervisory style, decision-
making, communication patterns, control mechanism, interdepartmental
relations and paternalistic orientation.
The author further attempted to establish a link between management
style and organizational effectiveness by comparing United States and
Japanese management systems. © Centre for Promoting Ideas, USA
www.aijcrnet.com 201 The study found that the American managers underscored
supervisory style, decision making and control mechanism while the Japanese
were concerned more with communication process, interdepartmental
relationship, and a paternalistic approach. Luthans (2008) articulates that
employees perceive the behavior and actions of managers as actions of the
organization itself. Employees develop positive attitude towards the
organization where the actions of the managers clearly show that employees
are part of the organization.
Pathack (2005) further affirms that management styles affect the
effectiveness and performance of organizations. This management scholar
analyzed the impact of management styles on firm performance level and
found a strong relationship between management styles and organizational
performance.
Local Studies
Mayor (2004) stated that the birth and evolution of the ideas of
leadership in management style focuses on much more complex concept reaches
beyond the single leader must be considered. In fact contemporary
definitions most often rejected the idea that leadership revolves around
the leaders ability, behaviors, styles or charisma, Today, scholar
discusses the basic nature of leadership in terms of the interactions among
the people involved in the process: both leaders and followers. Thus
leadership is not the work of a single person only rather it can be
explained, and defined as collaborative endeavor among group members. The
essence of leadership is not the leader but the transformational leadership
and the relationship among the members in organizational.
Advincula-Dimalanta as cited by Boulding (2009) explained leadership
as a process by which a person influenced others to accomplish an objective
and directs the organizational in a way that makes it more cohesive and
coherent. Leaders carry out this process by applying their leadership
attributes such as beliefs, values, ethics, character, knowledge and skill.
The authority to accomplish certain tasks and objectives does not make one
a leader, it simply makes one the boss and leadership is not simply bossing
people around. Furthermore, he described a leader as trustworthy, and
should be able to communicate a vision where the organization needs to go.
As stated by Santos (2010) employees performance has major role in
the success of the company. He said that management should also consider
ways in which the environment can help enhance attitudes-job satisfaction,
job involvement, organizational commitment, and positive work mood to
reduce or minimize the number of employees leaving the company
organization. Performance reflects the organizations success – the obvious
employee characteristics to measure. Employee performance main reflects the
efficiency objectives to the organization, but equity objectives were also
the key yo the diagnostic approach.
Aruk (2005) leadership is a vital universal life skill and quality.
It is combination of motivating, coordinating, facilitating and
recognizing. To be an effective leader requires the respect and support of
those that are being led. Leaders need to have a vision of what they want
and then come up with a plan, ;ed by example.
As stated by Sicuan (2006), there are seven ways to achieve high
performance:
Care about our job – Top performer people who achieve top results care
about their job. They are passionate about their work, taking an
interest in all aspects in behind the management desks.
Take responsibility – Top performer do. If one is being rough time at
home or if he has a crabby, difficult supervisor, whom he should
blame? Putting blame on the other people only defeats him.
Ask for help – No one knows everything, so even top performers do ask
help, to them , asking for help is a way of gaining strength rather
than showing weakness.
Think before you act – Sometimes, it seems that good performance comes
up with great ideas out of the blue. This should not the case. But
they should be flexible in their thinking as job unfolds.
Be a team worker – should share their knowledge with others, they
should not be in the least stingy about their time and effort when it
comes to teamwork.
Be positive – should not waste time fretting about the past mistakes.
Synthesis of the Reviewed Literature and Studies
The review of the related studies and literature prepared by the
researchers gave knowledge about the different ideas in Management styles
in achieving the organizational goals.
The foreign and local related literature and studies presented
served as the rationale of the investigation that supports the
researcher's study. It was reviewed and analyzed to generate accurate
findings.
The researcher analyzed the theories and concept in management
styles and practices in the Cultural Center of the Philippines toward
achieving its organizational goals.
On the basis of the information provided as what related literatures
and studies pertaining to Management Styles and Leadership, these bring
enlightenment to each everyone whose led their team and company.
The researcher was able to research, collect and organize
information or sources of materials that are related with the topic in
order to understand more of research study. This chapter provided
significant on the importance of Management Styles and Leadership on the
different part of the world and also in our country. The measurement of
is to know how to achieve the organizational goals.
Finally, several tips were included in this chapter as they served
and can recommend for the Management Styles and practices in the Cultural
Center of the Philippines toward achieving their organizational goals.
Chapter 3
RESEARCH METHODOLOGY
This chapter provides an overview of the research method used,
population and sample size, sampling technique, description of the
respondents, instrumentation, data gathering procedures, and statistical
treatment used.
Method of Research
The descriptive method of research was used in this study. According
to Calderon and Gonzales (2008), descriptive research describes and
interprets what it is. This method illustrates what actually exists such
as current conditions, practices, situations and phenomena. In the process
of descriptive research, data are collected and summarized, but
relationships between sets of data and predictions are not usually defined
(Magsajo-Sarno, 2010). Since this study was concerned with the gathering,
analysis, classification and tabulation of data about prevailing policy
and making an adequate and accurate interpretation of the meaning or
significance of what is described, particularly regarding the present
status of management style in CCP, the descriptive method of research was
the most appropriate to use.
Population, Sample Size and Sampling Technique
Magsajo-Sarno (2010) defines population as the group from which the
subjects or respondents are drawn. The 288 employees of Cultural Center of
the Philippines served as the population for this study. The data were
taken from the Employee List as of September 2015 of CCP Human Resource
Department.
Table 1
Distribution of CCP Employees Based on Function
"Department "Frequency "Percentage on "
" " "Total "
"Office of the Chairman "12 "4.17% "
"Office of the President "5 "1.74% "
"Office of the Vice "5 "1.74% "
"President " " "
"Office of the Artistic "6 "2.08% "
"Director " " "
"Human Resource Dept. "12 "4.17% "
"Financial Dept. "29 "10.07% "
"Admin Office "51 "17.71% "
"Marketing Department "13 "4.51% "
"Performing & Exhibition "33 "11.46% "
"Phil. Philharmonic "67 "22.36% "
"Arts Educ. Dept. "9 "3.13% "
"Cultural Content Dept. "14 "4.86% "
"Cultural Exchange Dept. "7 "2.43% "
"National Arts Center "20 "6.94% "
"InternalAudit Department "5 "1.74% "
"Total "288 "100.00% "
Table 1 shows the breakdown of CCP employees based on function. This
was used by the researcher as basis of the population where the sample
respondents were selected.
Slovin's formula was used to determine the appropriate sample size
of the population. From the population of 288, the researcher got a total
of sample size of 167 which was taken by applying the formula:
n= N
1+Ne2
Where:
n= sample size
N= population size
E= desired margin of error (0.05 alpha level)
Computation for Sample:
288
n = ---------------------
1 + 288 (0.05) 2
288
n = -----------------
1.72
n = 167 sample
The sample size of 167 was taken from employees of all departments.
The researcher used Stratified Random Sampling. The advantage of this is
that it contributes much to the representativeness of the sample. This is
also easy to apply.
This is done by determining a common stratum or class to which all
the elements of the population belong. In this study, the employees were
stratified according to the function or section where they belonged and
then only those with one year and above were qualified.
Table 2
Distribution of CCP Employees in Terms of Sample Size
"Department "N "Percentage on "n "
" " "Total " "
" " " " "
"Office of the Chairman "12 "4.17% "7 "
"Office of the President "5 "1.74% "3 "
"Office of the Vice "5 "1.74% "3 "
"President " " " "
"Office of the Artistic "6 "2.08% "3 "
"Director " " " "
"Human Resource Dept. "12 "4.17% "7 "
"Financial Dept. "29 "10.07% "17 "
"Admin Office "51 "17.71% "30 "
"Marketing Department "13 "4.51% "8 "
"Performing & Exhibition "33 "11.46% "19 "
"Phil. Philharmonic "67 "22.36% "38 "
"Arts Educ. Dept. "9 "3.13% "5 "
"Cultural Content Dept. "14 "4.86% "8 "
"Cultural Exchange Dept. "7 "2.43% "4 "
"National Arts Center "20 "6.94% "12 "
"InternalAudit Department"5 "1.74% "3 "
"Total "288 "100.00% "167 "
Table 2 shows the distribution of the respondents in terms of sample
size and as stratified according to their function. The researcher
computed the percentage of each process to the whole population and that
same percentage was multiplied to the population of each process to get
the sample size.
Description of Respondents
There were a total of 288 respondents in the study. They were
composed of regular employees of CCP. These respondents were taken from
the list of employees from HR as of September 2015. Since the profile of
the respondents were included in the problem of the study.
Research Instrument
The researcher used questionnaire as the measuring instrument in
gathering and collecting data. A questionnaire is a set of questions which
when answered properly by a required number of properly selected
respondents will supply the necessary information to complete a research
study (Calderon and Gonzales, 2008). Parts 1-4 were personally made by the
researcher. The contents of the part two, and three of the questionnaire
is for checking of panel committee. The survey questionnaire will be
examine and for approval of the HR personnel of CCP. They will provide
suggestions to improve the research instrument.
Suggestions pertaining to the content and structure were raised and
applied to this questionnaire. The questionnaire was divided in three
parts. Part 1 dealt with the profile of the respondents in terms of age,
sex, civil status, gender, Positions/Level and years in service. Part 2
on how do respondents assess the management styles and practices in the
Cultural Center of the Philippines in terms of Promotion, Showing,
Empathy, Communication, and Rewards and Incentives. Part 3 was about the
assessment of the respondents in the management style and practices in the
Cultural Center of the Philippines when they are group according to
profile and Part 4 was about the problems encountered by the CCP employee
in management style and practices in their company.
Data-Gathering Procedure
Permission will secure before conducting the study. The researcher
will hand a formal letter of request together with a copy of the thesis
proposal and sought approval from the researcher's Immediate Superior and
Human Resources Director.
When the permission will grant, the researcher will request for the
list of all CCP Employees from HR to get the compute the size of
respondents. The researcher will distribute the questionnaires through the
help of co-employees per floor. Actual survey will conduct November 5,
2015 and will finish in November 6, 2015.The researcher will distribute
questionnaires to randomly selected respondents, with an attached duly -
approved cover letter.
Questionnaires will distribute during office break hours, and
subsequent collections will do in the afternoon. Assurance will give on
the anonymity and confidentiality upon the actual data collection.
Afterwards, the researcher expressed sincerest gratitude for the
respondents' answers.
Statistical Treatment of Data
Computation will do by a statistician using Statistical Package for
Social Sciences (SPSS). The statistical tools used in the analysis of data
included the Percentage, and Ranking.
Frequency and Percentage. In obtaining the percentage of the profile of
the respondents with regards to age, gender, civil status, position, years
in service, number of members of the family and educational attainment in
CCP, frequency and percentage were used. Percentage is used to determine
the relationship between relationships of a part to the whole. This
presents the portion of the responses that were gathered from each item in
the questionnaire against the expected answer. The percentage distribution
was computed using the following formula: n
% = ---------- x 100%
N
Where:
% = percentage distribution
n = number of responses
N = Total number of respondents
Ranking. This was used to show the positional importance of the item.
Weighted Mean. This tool measures variables which are abstract and if the
average is desired to be known (Calderon and Gonzales, 2008). In this
study, weighted mean determined the average profile of the respondents
with regard to age, gender, civil status, position, and years in service
in the CCP, as well as in the problems encountered of the CCP employee in
their management styles and practices in the CCP.
The formula is:
WM = (Summation of fx) / n
Where: f=frequency of respondents
x=category weight
n=total number of respondents
The weighted mean was derived on the basis of a five point Likert
Scale for the purpose of the study. The 5-4-3-2-1 Likert Scale was used to
present the level of responses.
Table 3
Descriptive Equivalents of the Respondents' Assessment on problems
encountered in Management Style and practices in the CCP.
"Arbitrary "Statistical "Descriptive Equivalents "
"Scale "Limits " "
"5 "4.51 - 5.00 "Strongly Agree (SA) "
"4 "3.51 - 4.50 "Agree (A) "
"3 "2.51 - 3.50 "Somewhat Agree (SoA) "
"2 "1.51 – 2.50 "Disagree (D) "
"1 "1.00 – 1.50 "Strongly Disagree (SD) "
Table three was used to interpret the weighted means computed for the
part three and four of the questionnaire. This was also the Likert Scale
which was used in assessment of the respondents in the management style and
practices in the Cultural Center of the Philippines when they are group
according to profile.
: QUESTIONNAIRE
MANAGEMENT STYLES AND PRACTICES IN THE CULTURAL CENTER OF THE PHILIPPINES
TOWARD ACHIEVING ORGANIZATIONAL GOALS.
PART I. PROFILE OF THE RESPONDENT
Instruction: Please answer the following information related to Customer
Satisfaction. Put a check mark (/) on the space provided the basic
information needed on the study.
1. Respondent-Employee
Profile: ____________________________________
1.1 Age ____
1.2 Gender
1. Male ( ) 2. Female ( )
1.3 Civil Status
1. Single ( ) 2. Married ( ) 3. Widow ( )4. Separated ( )
1.4 Position ____________________________________
1. Top Management ( ) 2. Middle Management ( )
3. Supervisor ( ) 4. Staff ( )
1.5 Years of Service______________________________________
PART II. Assessment of respondents assesses the management styles and
practices in the Cultural Center of the Philippines.
Instructions: Please indicate by means of a check mark (/) which of the
following information related to Customer Satisfaction
Where: 1= Very Satisfactory (VS) 2=Satisfactory (S) 3= Fairly Satisfied
(FS) 4=Not Satisfied (NS)
"Promotions "1 "2 "3 "4 "
"Management selects the right person to " " " " "
"the position. " " " " "
"Management is practicing favoritism. " " " " "
"Management asks above the qualifications" " " " "
"needed to the job. " " " " "
"Management gives training and seminars " " " " "
"for the development of the employee. " " " " "
"Showing Empathy "1 "2 "3 "4 "
"Management understands the needs of " " " " "
"employee when it comes to technology. " " " " "
"Management is very attentive in the side" " " " "
"and comments of the staffs. " " " " "
"Management relates their emotional " " " " "
"experience and share what they do. " " " " "
"Management relates themselves to the " " " " "
"needs of the employee in career " " " " "
"development. " " " " "
"Communications "1 "2 "3 "4 "
"Management is open on their goals in the" " " " "
"organization " " " " "
"Management give their feedback often " " " " "
"Management clearly states their " " " " "
"expectations in organizations. " " " " "
"Management a lot time to see and meet " " " " "
"the employee to discuss problems and " " " " "
"needs of the company. " " " " "
"Rewards and Incentives "1 "2 "3 "4 "
"Management gives the right incentives. " " " " "
"Management appreciates and gives rewards" " " " "
"for the best employee. " " " " "
Part III. Problems being encountered by the CCP employee in management
style and practices in the company
Instructions: Please indicate by means of a check mark (/) which of the
following problems has you encountered.
Where: 5= Always 4= Often 3= Sometimes 2= Rarely 1= Never
"Problems "5"4"3"2"1"
"Unfair Pay " " " " " "
"No Job Security " " " " " "
"Under Appreciation " " " " " "
"Overworked " " " " " "
"Micromanagement " " " " " "
"Incompetent Managers " " " " " "
"No Opportunity for Advancement " " " " " "
"Overbearing Boss " " " " " "
" " " " " " "
"Others Comments/ Suggestions: " " " " " "
" " " " " " "
-----------------------
FEEDBACK
INPUT
1. Profile of the Respondents
Age
Gender
Civil Status
Position/Level
Years of Service
2. How do respondents asses the management syle and practices in the CCP
in terms of the ff.
2.1 Promotions
2.2 Showing Empathy
2.3 Communication
2.4 Rewards and Incentives
3. Is there a significant differences in the management style and
practices in the CCP when they group according to profile?
4. What are the problems encountered by the CCP employee in the
management style and practices in their company?
PROCESS
Assessment of management through conduct of survey questionnaire
Analysis of data
Statistical Tools
Frequency
Ranking
Percentage
Weighted Mean
OUTPUT
Inputs for improving management styles
