COMPREHENSIVE EXAM QUESTIONNAIRES

How can managers shape employee behavior?

Managers can shape employee behavior by systematically reinforcing each

successive step that moves the individual closer to the desired response. Managers
can mold individuals by guiding their learning in graduated steps. Reinforcement
increases as responses more closely approximate the desired behavior. Managers
may use positive reinforcement, negative reinforcement, punishment, and
extinction to promote this gradual shaping of employee behavior.

Discuss whether there are gender differences regarding emotions.

The common belief is that women are more emotional than are men. Is there any
truth to this? The evidence does confirm that women are more emotionally
expressive than are men; they experience emotions more intensely; they tend to
“hold onto” emotions longer than men, and they display more frequent expressions
of both positive and negative emotions, except anger. Although there may be innate
differences between the genders, research suggests that emotional differences also
are due to the different ways men and women have been socialized. Men are taught
to be tough and brave. Showing emotion is inconsistent with this image. Women, in
contrast, are socialized to be nurturing. For instance, women are expected to
express more positive emotions on the job (shown by smiling) than men, and they
do.

What is federalism, and why is it important? (From Ms. Ali’s report) Federalism is a
system of government where power is divided between a national government and the state
governments. It is important because it brings a balance of power by allowing states to make
their own laws and still keeping the national government as the supreme decider for situations
when conflict arises and national unity is in jeopardy.
 1. Discuss three different criteria for ethical decision making.

There are three different criteria in making ethical choices. a) The first is the
utilitarian criterion, in which decisions are made solely on the basis of their
outcomes or consequences. The goal of utilitarianism is to provide the greatest good
for the greatest number. This is the view that tends to dominate business decision
making. b) Another criterion is to focus on rights. This calls on individuals to make
decisions consistent with fundamental liberties and privileges as set forth in
documents like the Bill of Rights. An emphasis on rights in decision making means
respecting and protecting the basic rights of individuals. c) A third criterion is
to focus on justice. This requires individuals to impose and enforce rules fairly and
impartially so there is an equitable distribution of benefits and costs.

2. What is self-efficacy?

Self- efficacy refers to an individual’s belief that he or she is capable of performing

a task. The higher your self-efficacy, the more confidence you have in your ability to
succeed in a task. Individuals high in self-efficacy seem to respond to negative
feedback with increased effort and motivation, while those low in self-efficacy are
likely to lessen their effort when given negative feedback.

3. Explain the three job redesign options.

a) Job rotation. This is the practice of periodically shifting an employee from one
task to another. When an activity is no longer challenging, the employee is rotated
to another job, usually at the same level, that has similar skill requirements. b) Job
enlargement. This is the expansion of jobs horizontally; increasing the number and
variety of tasks that an individual performs. Instead of only sorting the incoming
mail by department, for instance, a mail sorter’s job could be enlarged to include
physically delivering the mail to the various departments or running outgoing letters
through the postage meter. c) Job enrichment. Job enrichment refers to the vertical
expansion of jobs. It increases the degree to which the worker controls the
planning, execution, and evaluation of his or her work. An enriched job organizes
tasks so as to allow the worker to do a complete activity, increases the employee’s
freedom and independence, increases responsibility, and provides feedback, so an
individual will be able to assess and correct his or her own performance.

4. Discuss whether there are gender differences regarding emotions.

The common belief is that women are more emotional than are men. Is there any
truth to this? The evidence does confirm that women are more emotionally
expressive than are men; they experience emotions more intensely; they tend to
“hold onto” emotions longer than men, and they display more frequent expressions
of both positive and negative emotions, except anger. Although there may be innate
differences between the genders, research suggests that emotional differences also
are due to the different ways men and women have been socialized. Men are taught
to be tough and brave. Showing emotion is inconsistent with this image. Women, in
contrast, are socialized to be nurturing. For instance, women are expected to
express more positive emotions on the job (shown by smiling) than men, and they
do.

5. What is team efficacy?

Effective teams have confidence in themselves. They believe they can succeed. This
is called team efficacy. Teams that have been successful raise their beliefs about
future success, which in turn, motivates them to work harder.

6. What is communication apprehension?

Communication apprehension is a major barrier to effective communication. People

who suffer from communication apprehension experience undue tension and
anxiety in oral communication, written communication, or both.

7. What are the key dimensions that underlie the concept of trust?

The key dimensions that underlie the concept of trust are integrity, competence,
consistency, loyalty, and openness. a) Integrity refers to honesty and truthfulness.
b) Competence encompasses an individual’s technical and interpersonal knowledge
and skills.
c) Consistency relates to an individual’s reliability, predictability, and good
judgment in handling situations.
d) Loyalty is the willingness to protect and save face for another person.
e) The final dimension of trust is openness, or the degree to which a person can be
counted on to provide the full truth.

8. What are defensive behaviors?

Defensive behaviors occur when people perceive politics as a threat rather than an
opportunity. They respond with reactive and protective behaviors to avoid action,
blame, or change. Defensive behaviors are often associated with negative feelings
toward the job and work environment. In the short run, employees may find that
defensiveness protects their self-interest. But in the long run, it is the only way they
know how to behave. At that point, they lose the trust and support of their peers,
bosses, employees, and clients.

9. Identify the five primary conflict handling intentions, giving the title of each and the
cooperative and assertiveness dimensions of each.
a) Competing (assertive and uncooperative), b) Collaborating (assertive and
cooperative), c) Avoiding (unassertive and uncooperative),d) Accommodating
(unassertive and cooperative), and e) Compromising (midrange on both
assertiveness and cooperativeness).

10. What is workforce spirituality?

Workplace spirituality is not about organized religious practices. It’s not about God
or theology. Workplace spirituality recognizes that people have an inner life that
nourishes and is nourished by meaningful work that takes place in the context
of community. Organizations that promote a spiritual culture recognize that people
have both a mind and a spirit, seek to find meaning and purpose in their work, and
desire to connect with other human beings and be part of a community.

11. Describe the advantages and disadvantages of the selection interview.

Not only is the interview widely used, it also seems to carry a great deal of weight.
That is, the results tend to have a disproportionate amount of influence on the
selection decision. The candidate who performs poorly in the employment interview
is likely to be cut from the applicant pool, regardless of his or her experience, test
scores, or letters of recommendation. Conversely, all too often, the person most
polished in job-seeking techniques, particularly those used in the interview process,
is the one hired, even though he or she may not be the best candidate for the
position.

12. Explain how Fred Luthans differentiates between successful and effective managers.

Luthans defined successful managers in terms of the speed of their promotions.

Effective managers were defined in terms of the quantity and quality of
their performance and the satisfaction and commitment of
their employees. Different skills were associated
with each group. Successful managers used more networking skills, whereas
effective managers used more communication skills.

13. How can managers shape employee behavior?

Managers can shape employee behavior by systematically reinforcing each

successive step that moves the individual closer to the desired response. Managers
can mold individuals by guiding their learning in graduated steps. Reinforcement
increases as responses more closely approximate the desired behavior. Managers
may use positive reinforcement, negative reinforcement, punishment, and
extinction to promote this gradual shaping of employee behavior.

14. List and explain the four ways employees can express job dissatisfaction.

Employees can express dissatisfaction by using exit, voice, loyalty, and neglect.
These arise from whether a response is active or passive, and constructive
or destructive.1) Behavior directed toward leaving the organization is defined as
exit behavior. It is active and destructive.2) Voice involves actively and
constructively attempting to improve conditions, including suggesting
improvements, discussing problems with superiors, and some forms of union
activity.3) Loyalty involves passively but optimistically waiting for conditions to
improve, so it is passive and constructive.4) Neglect is passively allowing conditions
to worsen, including chronic absenteeism or lateness, reduced effort, and increased
error rate, so it is a passive and destructive response.

15.Discuss the “Big Five” model of personality.

The five-factor model of personality is typically called the “Big Five.” An impressive
body of research supports its thesis that five basic dimensions underlie all others
and encompass most of the significant variation in human personality. Research on
the Big Five has found relationships between these personality dimensions and job
performance.

16. Identify and briefly describe the five key traits in the Big Five personality model.

The five key traits in the Big Five personality model are extroversion, agreeableness,
conscientiousness, emotional stability, and openness to experience.
a) Extroversion captures one’s comfort level with relationships.
b) Agreeableness refers to an individual’s propensity to defer to others.
c) Conscientiousness is a measure of reliability.
d) Emotional stability taps a person’s ability to withstand stress.
e) Openness to experience addresses one’s range of interests and fascination
with novelty.

17. Discuss the importance of values.

Values are important to the study of organizational behavior because they lay the
foundation for the understanding of attitudes and motivation and because they
influence our perceptions. Individuals enter an organization with preconceived
notions of what “ought” and what “ought not” to be. These notions are not value-
free. They contain interpretations of right and wrong. Values cloud objectivity and
rationality. Values generally influence attitudes and behavior.

18. Discuss three different criteria for ethical decision making.

There are three different criteria in making ethical choices.

a) The first is the utilitarian criterion, in which decisions are made solely on the
basis of their outcomes or consequences. The goal of utilitarianism is to
provide the greatest good for the greatest number. This is the view that tends
to dominate business decision making.
b) Another criterion is to focus on rights. This calls on individuals to make
decisions consistent with fundamental liberties and privileges as set forth in
documents like the Bill of Rights. An emphasis on rights in decision making
means respecting and protecting the basic rights of individuals.
c) A third criterion is to focus on justice. This requires individuals to impose and
enforce rules fairly and impartially so there is an equitable distribution
of benefits and costs.

19. What is a quality circle?

A quality circle is a work group of eight to ten employees and supervisors who have
a shared area of responsibility. They meet regularly to discuss their quality
problems, investigate causes of the problems, recommend solutions, and take
corrective actions.

20. Identify and describe the different types of communication flows.

Communication can flow vertically or laterally. The vertical dimension can be further
divided into downward and upward directions.
1) Based on the Context of the Philippine Cultural Dimensions, draw a mind map/schematic
diagram of what culture means. Justify exhaustively your work.
2) Given these cultural elements, describe what successful intercultural leadership means as
regards organizational productivity.
3) The international arbitration decision on the Philippine claim of the South China Sea has been
favorably granted to the country by the international court. In fact, the Philippine has renamed
it as the WEST Philippine Sea. However, the Chinese government did not accept or recognize
the arbitration decision. Given the elements of Filipino culture, what global perspective/s
is/are necessary to approach/deal with China for the Philippines to obtain the most benefit
regarding the claim of the Philippine over the West Philippine Sea? Defend and explain your
answer.
4) Vision and mission are guiding principles in an organization. If you are supposed to have your
own organization, craft a vision and mission for your organization. Explain why you want it
that way.
5) Employees usually portray diverse values in an organization. Based on your experience or
observation, write five (5) definitions of what values are.
6) Discuss/illustrate enculturation practices of family members and acculturation practices in the
organization.
7) Differentiate between personal and professional value. Support your answer.
8) Is a good leader can be a good manager? Justify your answer
9) Does an executive need not to upgrade or undergo further training? Support your answer.
10) Identify or recall some issues happened in your organization. Explain how you get involve
or how you might get involve in the resolution of such issue. Cite some multiple advocates
and/or devil advocates you have done or could have done about the issue.
 (1)

Group’s Identities Interrelationships

 Beliefs
 Values
 Activities
 Rules Cultural Diversity  Diverse Groups
 Customs
 Communication
patterns and Institutions

Figure 1: Schematic Diagram of Culture

The schematic diagram above shows the relationship between the significance of group

identities with that of diverse group interrelationship. From the above figure, it insinuates that

cultural diversity is rather a means of solidifying relationship among diverse groups. Their

group’s identities serve as means of tying relationships which eventually deepen cultural

understanding.
 For example, ASEAN member countries were able to capitalize on their identity

differences. It does not hinder their mutual agreements on trades and services but rather brings

trade facilitation because of their solid and united interrelationships amidst cultural differences.

(2)

Given these cultural elements, describe what successful intercultural leadership means as regards

organizational productivity.

I think successful intercultural leadership means able to manage multicultural

sensitivity in the workplace and able to integrate it as part of the major goals of all business

organizations which is sustain although out the business organization’s existence. This may

also mean that leaders were able to realize the advantages of a diverse workforce; thereby able

to attained productivity by targeting, enhancing and celebrating usage of diverse group

identities in the business organization. It could also means that leader needs to immerse

themselves in the diverse community to understand their beliefs, values, customs, activities,

rules and other cultural practices. This, I believe, shall create harmonious relationship which

would eventually lead into organizational productivity.

(3)
The international arbitration decision on the Philippine claim of the South China Sea has been

favorably granted to the country by the international court. In fact, the Philippine has renamed it

as the WEST Philippine Sea. However, the Chinese government did not accept or recognize the

arbitration decision. Given the elements of Filipino culture, what global perspective/s is/are

necessary to approach/deal with China for the Philippines to obtain the most benefit regarding

the claim of the Philippine over the West Philippine Sea? Defend and explain your answer.

The issue on the West Philippine Sea is a sensitive matter. In fact the Chinese people still

keeps their claim over the disputed sea in spite of the decision laid down by the international

arbitration.

Considering the high regard of the Chinese people on culture, specifically cultural

heritage, I guess the Philippine government need to show harshness as it will further ignite

tensions. This is a local issue but this need to be taken global considering that the issue affect not

only the Philippine but other countries as well which have direct business with the country. I

guess, while we are bringing the issue in global setting, we need to tactically approach China

through cultural benevolence. We have to take pride of their ancestral claim over the sea as they

regarded it to be so historic. Likewise, we also have to emphasize on our ancestral claim so that

those Chinese people may deal with it in win-win bargaining. Otherwise, we are matchless to

initiate civic combat against them. Obviously, we have no fight.

(4)

Fate brings me to be an educator. When I was in my senior year in high school where all
of us in the class are naming our would-be profession I never realized of getting into the
academe industry because my ultimate dream at that time was to help my family and the people
around me thus I thought I should have to be in the lawyering or business industry. It was the
reason I took up my baccalaureate degree in customs administration. However, just before
completing my degree, I realized that my potentials and interest is in teaching.

Now that I am in the academe industry for more than ten-good years I keep myself
competitive in all aspects to help in transforming student lives from simple living to winning.
Given this motivation in mind, there has been no formal written direction that would lead me to
where I am sailing. Thinking of the big picture and in consideration to what I want in my life, I
come up to this personal vision:
“To continuously quest knowledge, skills and character that
enables to produce caliber winning educated individual.”
(Thanks to Dr. Cinches that with this subject, I was able to formally put into writing my
personal vision and mission statement). In fact, my decision of pursuing doctoral degree in
management deeply rooted from this idea. I wanted to serve as example to all of the people I am
serving with. Living through this vision, I wanted to be a teacher of modesty and faith who shall
try to touch people's soul in my own little ways; a teacher who wants to be remembered not of
what he says but of how he helped transform other's life.

In spite of the not-so lucrative earning from being a teacher, I keep questing knowledge
through pursuing graduate studies; develop my skills through attending continuous professional
development (CPD) and in speaking engagement; and reform character through strengthening
religious commitments. These, as I believe, are all necessary ingredients of producing caliber
professionals. These endeavors are pattered from my personal mission statement which states:
“By committing myself to exemplified learning; produce
highly competent and responsible individual who are
compliant of the global and divine standard necessary for the
excellent actualization of their respective profession.”

Since I am producing and educating individual in the field of customs administration, my

personal mission statement leads to pursuing quality customs education in the country and
eventually impart all of those collective knowledge, dynamism, characters and competence to the
future generation of customs administrators, customs brokers and international trade and supply
chain experts which could possibly be done through partnership with the government, various
higher educational institutions and other local and international associations.

Keeping my personal vision and mission progressing, I have to be guided by my

personal goals or core values abbreviated as S.I.R.A.D. which are to be evaluated and reviewed
after every year, most specifically:
S (sincerity) – in dealing with the demand of my profession, my efforts are driven by
sincerity to God and the need to fulfil my obligations to the stakeholders.
I (integrity) – inculcate upon myself and to the concerned stakeholders’ mind the
importance of integrity as defense mechanism against the temptation of corruption,
bribery and the like in the real world.
R (responsiveness) – being responsive to the dynamism of my profession (academician in
the customs administration) to meet both the global and divine standard of learning and in
addressing the demand of the stakeholders.
A (accountability) – accountable to the completion or attainment of the tasks assigned with,
and perform duties required by the job without reservation in order to fulfill or further the
goals.
D (dedication and devotion) – I have to commit myself to career progressions for the
benefits of the stakeholders and coming up with solutions to problems that are necessary
for the advancement of all concerned stakeholders.

I believe that my would-be highest educational attainment, Doctor of Management major in

Leadership and Organization, will play significant roles in realizing my vision and mission in
life. This would help me uphold my plans in life and in keeping the trust that people place in me
as teacher in customs administration.
(5)

People of different nationalities, ethnicities and walks of life have varied definition
on the term “VALUES”. However, definitions may varied but values itself is common to
humankind. In fact, every man has his own values which actually manifest his kind of
breeding or origin.

From a published theses and dissertations, I had come across varied definitions
of values. According to a study conducted on the layers of human values in strategy
(Cowan, C., 2000), Values are keys to character. They separate right from wrong and
stack priorities. Like leaves floating on top of a river, we can see and touch them. This
study supports the values definition with three layers. First layer is known as surface
values which are openly stated, moral positions and behavioral rules. The next layer is
the hidden values which are the core currents that carry them bobbing past. It exposes
why long-standing beliefs, attitudes, and traditions exist in organizations. Third layer is
known as the spiral dynamics is the study of the emergence and patterns of deep
values that mold strategists' worldviews, form corporate mindsets, structure
leader/follower relationships, establish decision structures, and define reality. It provides
a scaffold to stand on while analyzing why people think as they do and how they are
likely to think next.

The second definition of values is defined in an organizational context. Taken

from a study on human resource development and organizational values (Hassan, A.
2007), values are indicative of the most defining characteristics of an institution. These
are the beliefs and attitude that goes deep inside and constitute a collective
understanding regarding norms and standards of behavior acceptable in the
organization.

Third definition states that values are enduring belief in a specific mode of
conduct or desirable end state of existence (McGuire, et. Al. 2006). According to this
definition, values are difficult to define because they share similar characteristics with
concepts such as attitudes, preferences and viewpoints. For example, Rokeach (1973)
defined an attitude as an organization of several beliefs focused on a specific object or
situation whereas a value is an enduring belief in a specific mode of conduct or
desirable end state of existence.

In religious context, Gorman, M. (2001) states that values means the social and
religious ideas of the speaker and, by inference, is critical of anyone who disagrees with
her or him. It is a belief that is of deep interest (even self interest) to an individual or
group, and that animates the individual or group's conduct and states of existence.

Fifth and finally, a study on mapping values in old versus new members of the
European Union refer values to the interpretation of the "desirable", either as beliefs and
standards or principles (Capell, et.al, 2013). The author viewed that values are shared
at the collective level which lies at the core of many definitions of what a culture is, and
it is the foundational element of studies and models they have reviewed.

Now that these five definitions of values from different authors were presented, I
would present as well my own definition of values. Personally, I would say values refer
to the repeated “things” we display in everyday life. That “things” may include our
behavior or attitude which I consider very individualistic in nature; culture either adapted
or originated; and religious belief which I consider universal.

Let me expound to that repeated “things” as my definition for values. As a Maranao culture
practitioner, my behavior and/or attitude, culture and beliefs are separate from the values that
my family is normally practicing. This was greatly influenced by the values of the people I am
with most of the time in the organization, mainly for congruency reasons. However, influenced
as it may seem, my strong faith holds for my origin as individual.
(6)

Before I will delve deeper on my family’s enculturation and my organization’s

acculturation practices, let’s ponder on the definition of these terms.

Enculturation may be defined as the extent to which individuals identify with their
ethnic culture, feel a sense of pride in their cultural heritage, and participate in traditional
cultural activities (Zimmerman, 1996). Zimmerman (1996) also emphasize that ethnic
identity may be analogous to enculturation when it is conceptualized as a
multidimensional construct that is not linked to mainstream culture.

Acculturation, on the other hand, explains the process of culture change and
psychological change that results following meeting between cultures (Sam, et. al.,
2010).

One of the major sources of the development and display of human behavior is
the contact between cultural populations (Sam, et. Al., 2010). I am a Maranao but I grew
up in a Bisayan community. My parents were a native of Wato, Lanao del Sur. They
migrated to Kalilanga Bukidnon in 1970’s. This town is homed with various ethnic
groups. They were Cebuanos, Waray, Boholanos, Bicolanos, Tagalogs, Ivatans,
Ilonggos, Ilocanos, Capangpangan and other tribes in the island of Mindanao
(Wikipedia). Living in this place had greatly influenced me to learn and appreciate some
cultures and traditions other than ours. In fact, I would say I had slightly deviated from
our own norms basically because of the people around me and of course the impact of
the new technology. However, I am always reminding myself of our own practices which
our ancestors have taught us. Abu-Laban (1999) related to how the children of Arab
who were immigrants to Canada have been described as being "in between" two
worlds: one private that includes their families, and one public that includes their friends
and community.
 Notwithstanding, we have strong enculturation practices at home among family
members which are embedded within the Maranao culture, and which promote dignity,
honor, and family reputation (Paterson, et. Al., 2012). Like what we were taught of
“Quranically”, we greet each other, including non-family members, with the Arabic
phrase assalamu alaykum which means ‘Peace be upon you’, and responded with
(wa)alaykumi salam basically meaning ‘and peace upon you, too’ instead of saying
good day or night or its equivalent in maranao dialect. We also used to kiss our
parents/elders on their face before leaving and when arrived at home as sign of respect.
We also practice “katitinabanga” (help system) not only among family members but to
the clan members. Classic example of this is sharing financial help to a groom to ease
him or his family in putting up the dowry (property or money brought by a groom to his
bride on their marriage). Another example is giving a certain amount of money or foods
to the bereaved family during the wake of their dead family member. Another
enculturation practices in our family is the “Kandori” (thanksgiving). This maybe
common to non-maranao but what makes it different is that kandori is done very
traditionally. Food is generally eaten with bare hands while sitting on the floor. On
special occasions, the floor is covered with woven colorful mats, and food is served on
brass trays called talam or tabak. At home, we also practice the most prominent
Maranao traditional wearing of malong, a large, colorful woven cloth wrapped around
the body. One common way women wear it is around the waist with its folds draped
over the left arm. Men wrap it around the waist like a skirt (muslimmindanao).

Just as I had pointed out earlier, living outside from one’s own community
influences his/her ethnic practices. Regardless of how parents strictly reminded their
children of maintaining their ethnic practices, they tend to adopt or acculturate other’s
(dominant) tradition and culture to seek belongingness in the community they move in.
Outside home or at the organization level, there are cultural, customs and social
practices which we acculturate to live congruently with friends or colleagues. These
include changes in food, clothing and language among others.
 The institution where I am currently working (Lyceum of Iligan) is a non-sectarian.
Its social policy emphasizes multiculturalism and overall well-being rather than
educational values of the mainstream culture (Bisayan). Since employees in our
institutions are dominated by Christians at 90% (as per DAA data), our cultural practices
are patterned from Christian enculturation. For example, we have an organizational
culture of celebrating birthdays. All celebrators in a particular month have to celebrate
their birthdays at the same time in the same venue with the presence of all employees.
This (birthday) celebration is normally forbidden among Muslim Maranaos but
organizationally we used to practice it to show camaraderie. The foods being served are
cooked differently from how we prepare foods in our kandori which are known of having
a spicy taste. Although at home we speak in Maranao dialect, an Austronesian
language spoken by the Maranao people in the provinces of Lanao del Norte and Lanao
del Sur in the Philippines (Maranao, 2014), I would admit I spoke most of the times in
Bisayan or Cebuano the fact that I am being surrounded by Bisayan friends both at
home and at office. Given these changes in the organizational setting, both
enculturation and acculturation does not bring major problem among employees.
Professionally, everyone works according to the standard of the institution and lives on
the institutions core values of “LIF LEADS” (Loyalty, Integrity, Familial, Leadership, Eco-
consciousness, Accountability, Discipline and Service).

Conclusion

The above essay evolves on my personal experience and it does not represent
the whole Maranao tribe.

I may be influenced culturally but the teachings of my parents which were also taught to them by
their ancestors have rooted strongly in my blood; thus wherever I may be, my ethnic practices
are still valued and preserved. Acculturation is a matter of adjustment without sacrificing
enculturation. There may be misunderstanding along the process but professionalism heals
them.
(7)

In management, we have the so called company values and personal values. A company values is
embodied in the company’s core values which is vertical to the mission and vision of the
company. It is a stable, evaluative belief that guides employees’ preferences in everything that he
or she is doing in the workplace. Personal values on the other hand are the stable, evaluative
beliefs that guide individual’s preferences.

Despite that the company had clearly stated its values which supposed to be the basis for
working relationship among employees, personal values still dominate especially to a company
composed of densely diversified employees. This kind of situation resulted into “values
incongruency” in which conflict and misunderstanding is the effect. In such, people in the
company tend to be protective and sensitive. They do everything to protect their own preferences
as how they believe to perform particular task just like how they were doing it in their own
country. When these preferences are not given chance, employees tend to perform poorly and
make ways to insist what they want to happen. Employees eventually used to group themselves
according to their ethnicity or nationality and conspire against those people out from their own
kind.