Professional Documents
Culture Documents
By
to
the College of Political Science and Public Administration
Polytechnic University of the Philippines
Sta. Mesa, Manila
May, 2016
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CHAPTER I
responsible for promoting peace and order, ensuring public safety and
(OPDS) and the Office of Public Affairs (OPA). The Bureau of Local Government
and Development (BLGD) is one of the five bureaus within the Department of
Interior and Local Government (DILG) created under the Administrative Code of
1978. Under Executive Order 292 BLGD has eight distinct functions and these are:
First, establish and prescribe plans, policies, programs, and projects to strengthen
fiscal and technical capabilities of local government officers and personnel; third,
sixth, extend consultation service and advice to local government units involved in
four divisions the Policy Studies and Development Division (PSDD), Program
execution of the eight distinct functions of the bureau. The bureau plays a huge
part in the execution of functions and responsibilities in the DILG, and different
Indicator and Data Set (RaPIDS) to name a few. With such massive and complex
inevitable.
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B. Situation Analysis
between people with opposing needs, ideas, beliefs, values, or goals. Conflict is
Robbins and Judge (2013) Conflict has three point of views within the
views. Traditional view sees conflict as a deterrent to the organization and must
managed-conflict view rejects the idea of the previous views and claims that all
the individuals, group and the organization. Conflict becomes functional when it
can bring important problems to the surface to be addressed carefully and chose
the right path of action. Dysfunctional conflict or destructive conflict works to the
organization, leads to less than optimal performance, or, in the worst case, leads
of dysfunctional conflict existing within the organization for variables such as time,
instructor of the subject. First, the introduction and source of background of the
learned. This study only covers the organizational fabric of the Bureau of Local
Government and Development and the employees therein, also the period covered
resolution in the chosen organization. Overall, this paper would like to show how
conflict can affect the organization and how can it be utilized to be a vital key in the
issue that is conflict the researcher wishes to exercise the different approaches
researcher is confident enough that the study can help the group in administering
a discrepancy on the file system management the BLGD has its share of issues
involving disagreements and arguments. Conflict has been habitual in the bureau
that variables such as time, effort and money are wasted through countless errs
that were the offspring of organizational conflict. The loss of vital resources due to
conflict proves that it is detrimental in fulfilling its functions efficiently. If conflict will
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continue to plague the bureau, then it will result to stress and anxiety amongst
conflict within the work area is left unresolved it can create lower morale and may
increase in turnover and also mistrust which hinders teamwork to get the job done.
(Bauer and Erdogan, 2009) Conflict in the BLGD is a problem that must be met
with a solution for it reduces productivity and cohesion between the personnel of
the organization and the two factors are vital in performing their duties as a
government institution. BLGD must turn it around and transform conflict into a
institution.
C. Problem Statement
A problem that the researcher observed is that the level of conflict in the
BLGD is unhealthy and often becomes a hindrance to the total progress of the
bureau. Conflict within the organization is a problem that the researcher sees as
top priority for no formal approach has been done before to address the problem
and if left unresolved can lead to the inefficiency and irrationality of the bureau.
D. Stakeholders Analysis
within the organization. Robbins and Judge (2013) defined formal power as power
help set the stage for future conflicts of the same or related sort. Rather than try to
Also managers can be prevent the success of the solution. Because of the
busy schedule of high ranking officials due to travels and meetings, the
conflicts within the bureau can be minimal thus reducing the possibility of the
solution to succeed.
If the solution will be deemed successful, not only will it resolve problems
between conflicting sides but also provides proper knowledge for the top
organization but for the purpose of this study only two causes will be used. First is
(p.224). It is the medium used by individuals to help them be on the same track in
Communication failure happens when the sender does not convey the purpose or
the message, or provides too much information. (Shortell and Kaluzny, 2000)
goals lie rest in the hands of others. (Robbins and Judge, 2013) It is considered to
filled with trust and individuals must learn to believe what they see and avoid
personal biases when receiving information. Individuals must also learn how to
2015) in such instances, we are most prone to disregard our rational and objective
2013)
chance of conflicts between the tasks because of its overall structure of work
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becomes more and more complicated, with multiple levels and sub-levels. So in
order to avoid any conflicts between interdependent tasks as well as clarify roles
Supervisor-subordinate relationships
Reporting rules
tasks. Every task within such hierarchy is associated with an appropriate role and
linked to interdependent tasks. A team charter also lets you manage workload of
every team member through providing a clear illustration of assigned duties and
interdependent tasks.
F. Methodology
collecting data to accomplish the desired ends of this paper. An article written by
sources (e.g., documents, reports, data files, and other written artifacts) with the
this paper elaborated the conflict management and resolution in the Bureau of
CHAPTER II
Schemerhorn et al. (2002) stated that there are two different approaches in
managing conflict and these are indirect and direct conflict management
shall help mediate to resolve conflict. While the direct conflict management
Schemerhorn, Hunt, Osborn and Uhl Bien (2010) said that when work-flow
conflicts exist, managers can adjust the level of interdependency among units or
individuals. One of the sources of conflict in the bureau is the level of task
interdependence decoupling, buffering and linking pins. But for the purpose of this
reduce the required contact between conflict parties. In some cases, the units
Intervention by reducing contact and producing space for both personalities can
resolve conflict in BLGD for it can remove the burden of both sides when it comes
to task interdependency and enable them to work without the strain of conflicting
with individual goals. Although it can resolve conflict, it can also lead to duplication
This indirect approach makes use of the chain of command for conflict
resolution. Here, problems are simply referred up the hierarchy for more senior
division chiefs governing over a specific division and an assistant director and
director who supervises and controls the entire bureau. Although applicable, it
does not totally address the problems in the bureau since directors and division
chiefs are often on travels or events therefore, the availability of solution is unsure
communication.
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ACA 3: Collaborating
Is when parties in conflict each desire to fully satisfy the concerns of all
collaborating. (Robbins and Judge, 2013) (p.453). The middle-ground style of the
action can work out for employees are more than willing to cooperate and do what
interests of the other party whilst protecting one's own interests. Disagreement is
addressed openly and alternatives are discussed to arrive at the best solution.
and money, the results of the action would be far more valuable than what is
required.
addressing the problem and its root cause and also its plausibility for resolving task
distance and reduced contact by providing multiple documents and materials who
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are working on the same program. The bureau cannot afford to waste limited and
valuable resources.
and provides and in-depth analysis from superiors and the director. Its weakness
is that it may not provide true conflict resolution and fail to diagnose the real
ACA 3: Collaboration
those who are in conflict and can bring out the best solution for the problem and
grants satisfaction over everyones concern. Its weaknesses are its partial
satisfaction since both side would have to meet halfway and compromise to
achieve resolution thus gaining less than what a party wants. Of all the course of
actions covered in this study, collaboration uses a creative approach that takes the
implemented in the BLGD for its nature that highly values personal goals and
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relationships. The bureau is very open to increase their productivity and flexibility
when it comes to organizational change and are willing to accept the process of
The required time and money of the problem solving suggest that collaboration is
not a onetime activity but a deliberate process. For Kelly and Schaefer (2014)
involved. The bureau is more than ready for the cost of resolving conflict and is
able to cope with the changes conflict management brings to the organization. The
researcher used consensus building as the process in which the BLGD will
nature.(Wikipedia, 2015) By using this process activities will mainly focused on the
concerned party but also involve all levels when it comes to conflict management
that will be helpful if conflict will arise in the future. The process of consensus
building will last for ten (10) days and will be involving all employees in BLGD.
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Challenges Solutions
(i.e. consultants/specialists)
Can result to larger conflict due to the High ranking officials shall mediate the
CHAPTER III
used as motivators for a healthy change. Conflict resolution must aim at keeping
conflict at a level where various ideas and point of view are fully voiced but
unproductive conflicts are removed. In todays status quo several factors create
References
A. Books
Kirchoff, N., & Adams, J.R. (1982). Conflict Management for Project Managers.
Kondalkar, V.G. (2007). Organizational Behaviour. New Delhi, India: New Age
Robbins, S. and Timothy, J. (2013). Organizational Behavior, 15th ed. (p. 453).
One Lake Street, Upper Saddle River, NJ: Pearson Education, Inc.
Schermerhorn, J., Hunt, J., and Osborn, R. (2002). Organizational Behavior, 7th
ed. Rosewood Drive, Danvers, MA: John Wiley & Sons, Inc.
Schermerhorn, J., Hunt, J., Osborn, R. (2010). Organizational Behavior, 11th ed.
Shortell,. S.M. & Kaluzny, A.D. (2000). Health Care Management (4th ed.) (p. 224)
Witkin, B.R., & Altschuld, J.W. (1995). Planning and Conducting Needs
flagler.unc.edu/~/media/Files/documents/executive-development/unc-white-
paper-creating-a-collaborative-organizational-culture.pdf
http://www.livestrong.com/article/175905-emotional-barriers-to-effective-
communication/
http://www.saylor.org/books/
http://www.personalityexplorer.com/freeresources/conflictmanagementtechnique
s.aspx
https://assessment.trinity.duke.edu/documents/ParticipantObservationFieldGuide
.pdf
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http://www.foundationcoalition.org/publications/brochures/conflict.pdf
http://www.taskmanagementguide.com/glossary/what-is-task-
interdependence.php
https://en.wikipedia.org/wiki/Collaborative_governance
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Appendices
Vincent Rey A. Bernardo
Home Address: #401 Mesa St. Brgy. Mahabang Parang Binangonan, Rizal
Career Aims
To gain internship with a government agency that will provide interesting and new experiences that will broaden my
knowledge as a public administration student and to work with skilled government employees that will utilize my
skills.
Qualification Summary
Tertiary: Bachelor in Public Administration Polytechnic University of the Philippines, Sta. Mesa, Manila
(2013-present)
Secondary: Binangonan Catholic College, Libis, Binangonan, Rizal (s.y. 2008-2013)
Primary: Saint Francis of Assisi College System (SFACS) Holy Spirit, Taguig City (s.y. 2001-2008)
Born on June 15, 1997 | 18 years old | Filipino | Single | Roman Catholic | Languages spoken: English, Tagalog and
Visayan
Affiliations
Character References