78 uman mmLAvIOR I oRGANZATIONS Sadsad, Brigido Dabu. Effective Business Psychology for Filipino Students “Manila Pedro B, Argue & Company, 1969), Chapter I, 4 Sanchez, Custadiosa Ancheia Psychology Applied 1 Business and Industry. (Manila: National Book Store, nc. 1978), Chapter 4 Sharma, R.A. Organizational Theory and Behavior. (New Delhi: McGraw ill Publishing Co, 1982), Chapter 8, ‘Tuason, Esa Hidalgo, Josefina Oliva Santamaria, and Corazon R. Tiongson, ‘Behavioral Science Applied t Busines and Industry. (Manila: Jone Publications, 1978), Chapter. ‘Timm, Paul R.and Brent D. Peterson. People at Work: Human Relation in ‘Organizations. (St.Paul: West Publishing Co, 1986), Part One, Chap- tes243, ‘Umstot, Denis D. Understanding Organizational Behavior: (St. Pal: West Publishing Co, 1984), Part Two, Chapters 5 & 6. Villegas, Bemardo M. “Motivation and Productivity,” (Handout, Library, ‘UP, Collegeof Business Administration, 1985). Wallace, Mare J. Je. Managing Behavior in Organization, Glenview, (Ulinois: Scot, Foresman and Company, 1982), Chapcr 2, page 33 & Chapter 3, 3 COMMUNICATION ‘A very significant dimension in behavior dynamics is communi cation ast impacts onthe self fron outside stimuli and as it impacts on others from the individual. Iisa basic component in one’s relationship ‘with others. Iisa the center of all human existence. Itinks usto others physically, emotionally and imellecwally. Inadequate, warped, twisted 6 overdosed communication is ane ofthe causes of conflict between and arnong persons, groups and organizations. People behave in accor- ‘dance with the nuances they hold of themselves and others, with the ‘way these are communicated to others, withthe perceptions others hold ‘of them and with the manner these ae communicated to them. ‘Communication isthe lifeblood of any organization, Commu- ‘icating ideas and information makes action and coordination possible. Likewise, communication pl role in modifying behavior, effecting changes, and achi "The impairment of communi cation due to certain only causes confusion and rrkers spend a large part oftheir importance of the communication ‘To perform well, organizations must the anifacts and processes of communi- mainly in the work seting. is.a process which aims to transfer and imple- {of symbols from one person, group or organization‘80 HUMAN BEAVIOR IV ORGANIZATIONS to another. ts ultimate goal is the sharing of meaning. Andersen ‘considers it as “a dynamic process in which man consciously or ‘unconsciously affects the cognition of another through materials or agencies used in symbolic ways"Y Figure 3.1 presents the main elements of the communication process. "The senders the communicator who can be any person, group oF ‘organization, The sender encodes the message into appropriate sym- bols for transmission. The qualities and characteristics ofthe sender are usually reflected in the message that is sent. His role, authority, ‘educational level, personal and mental qualities, social background, and orientation are usually readin the context of the message. ‘The receiver, likewise, can be an individual, group or organization. He decodes the symbols to understand the message. The ‘recipient ofthe message is, likewise, characterized by his role, author- fty, educational level and personal, social, educational qualities as reflected partly as the reason for his being sent the message in the fist place. On the other hand, these characteristics affect the way he reacts to the message Figures MAIN ELEMENTS OF THE €OMMUNICATION PROCESS Para 9 i 1 ® svmous i FEEDBACK ‘ peer i [COMMUNICATION 81 ‘The more congruent the qualities and characteristics of both’ sender and receiver, the more likely the communication is taken and lunderstood atthe same level and depeh, Pu in another way, the more tent the perceptions and expectations of sender and receiver are cach other, the more likely the message is accepted ‘The message is communicated through symbols that are sent through amedium suchasamemooraphonceall. The symbols can ake various forms such as verbal and non-verbal, oral and written, textual tnd visual. The elements to consider in non-verbal communication include general appearance, kinesics (facial and body movements), proxemics (gaze, physical orientation, social distance) and para lan- ‘uage (voice, pitch, range, tone). The message goes through pathways. hich are channels long which its passage may either be facilitated or impeded. The pathways “connect” the sender and the receiver. The best ‘channel is that in which most ofthe real senses (sight, sound, smell, ‘ouch, taste), rather than just one, are engaged to receive the message, The reaction by the recipient which may be expressed either in silence or actual response directed to the sender is the feedback. Feedback supplies the final lik to complete the communication loop. Tt i the ‘means by which the sender can modify subsequent messages to fit the receiver's responses. ‘The communication inthe form of mimeographed memo by the President ofa big firm to the rank and file i illustrated in Figure 32, Sender: ]___> [ Symtor i President Wore RAP Enployee Paty: Chain ot Command [COMMUNICATION LOOP FROM TOF MANAGEMENT TO RANK AND FILE82 NUMAN HEHAVIOR IS ORGANIZATIONS “The pathways take various layers from the vice-president 1 the section head. The feedback, if any, may also go through various layers from the section head back tothe president. Itmay stop and end at any one level. Or, the feedback may take the form of rumors passing through. informal channels toward the president In shor, “communication is conveying thoughts and feelings to ‘thers and receiving them from others.” a8 expressed by Dean and, Bryson. In the business world, communication is needed toes ‘and disseminate goals for an organization, develop plans for their the most efficient and effective ‘manner, recruit and select members who will compose the organiza- tion, direct and motivate people, and control performance of each ‘member by setting standards, correcting variations from standards and plans and reaching outto the extemal world. Figure 3.3 illustrates tis achievement, organize resources concept. Figure 33 COMMUNICATION IN THE MANAGEMENT PROCESS ce | ‘COMMUNICATION Invemal Environment Eacnal Enviement ‘COMMUNICATION 83 ‘Types of Communication ‘Communication can be classified acconding wo some variables. 1. Number of People Involved ‘4. Intrapersonal communication. This occurs when the sendet fad the reeiver ofthe message is one and the same person, ‘as in someone talking to himself. This could involve self rationalizing, daydreaming, or conscience examination. ‘This is usually done quietly. 'b. Interpersonal communication. This requites two people interacting with each other. The supervisor and an employee talking to each other, for instance, ean illustrate this type. ©. Group communication. "The process involves several people. ‘A mecting of the supervisor and the employees in his unit ‘would be a good illustration 4. Mass communication. This takes place with an indefinite number of people which some would tem as a faccless audience, The use of television, radio, newspapers, maga- ines and billboards falls under this category. As more people are involved, the variables increase and contro! ‘becomes harder. Fevdback becomes slov, more indirect and thus more ‘unrealable, Whatis lost in the personal intimacy is compensated by the speed and scope of the communication experience. Inthe meantime, technological progress. in elecommunications continues. With electronic information processing networks, audio-visual messages ‘canbe transmitted in “real-time” from station to station. Electronic feedback, onthe other hand, can be as fast and direct as receivers want ittobe,‘84 HUMAN BELAVIOR IN ORGANIZATIONS 2. Levels of Source and Receiver & Downward ‘Top Management L Middle Management aL L ‘Supervisor Rank and File ‘The message flows from top to bottom, from higher o lower authority. This is best exemplified in a’ work seting where leadership is autocratic and the workers" group is shy, timid or afraid. Examples of communication messages include organiza- tional policies and practices, reasons for performing certain ‘activities, instructions on how to perform one’s taskyjob. The ‘main motivation fortis type of communication”... ist guide ‘nd direct the behavior of those individuals at the lower organi zation levels."* b. Upward ‘Top Management ‘Middle Management Supervisor 7 [Ran ana Fite ‘This is the very opposite ofthe fist illustration. The group below feels ree toiniiateand suggest new programsand projects Which are welcomed by management. Ilustrations of upward ‘communication are: feelings of employees about theirjobs, about the organization or about their immediate supervisors, prospects {for promotion, complains, suggestions, clarification of roles, functions, tasks. As brought out by Mitchell and Larson, its main convmuntcaTion 85 ‘Managers and workers are supposed to spend a lange par of their time in vertical communication both downward and up- ‘ward. Often, however, workers are trained to be subservient and ‘mechanical and are deemed be unthinking and unquestioning. Grievances and opinions are not encouraged by management 10 avoid confrontations and to ereate an “imagined peace and ‘contentment inthe ar.” In shor, they do not spend a great deal {in communicating with each other o they do not communicate atall in some extreme cases, As a result, union strikes, harass ‘ment, factory shutdowns, among others, are resorted to in many This phenomenon is prevalent in Third World countries like the Philippines. ‘Through training and education, the workers are slowly enlightened on their rights. Hence, they become more assertive and ths is reflected in the protest among the constituencies who Invoke the concept of people empowerment. Horizontal a Horizontal communication is communication across rather than along the formal chain of command, Individuals communi- cate with others who are on the same level. The middle managers ‘group together to discuss common problems. The following activities utilize horizontal communication: coordination of ‘work assignments, sharing information and plans, joint problem solving, conciliation, negotiation, settlement of differences, development of interpersonal relations. Therefore, its main ‘motivation is “task-oriented.” *86 HUMAN BISIAVIOR IX ORGANIZATIONS 4. Circular ‘Communication stats at any point or level; moves on 10 ‘another point or level, moves back and forth in either formal of formal progression or retrgression, ye ‘COMMUNICATION. 87 ‘Ways of Communicating in Organizations ‘The manner by which individuals communicate in the work setting depends on the type of channels. Table 3.1 depicts these: fae ©. Cross-Channel/Diggonal Communication Table Sd WAYS OF COMMUNICATION BY CHANNELS [nformal Chants Hosted meats Pate ssuacessuteens ‘Use of Key informants Mosting (bard ex-con) ie reels ais, Conference, beings nme Informal mecings Uso cliques, “Mentings (omits, aff) Badges Confoesee ie For Rek end e ting (ios, sociation) smut toe a ‘The direction of information flow takes ths type of communica- tion in inter-unit exchanges, or in co-orientation activities. Again, ‘communication flows across the chain of command, Factors that Affect the Quality of Communication It is best to view communication in terms of a configuration of Interacting elements. Communication should be designed so thatthe various elements complement rather than negate each other. Goal Clarity. While the ultimate goal of communication is 0 share meanings, itis also to share them inorder to arrive at the outcome {for which communication is intended. Communication is intended to elicit ation towards the achievement of certain goals. The sender must Clarify the goals if action isto be possible at ll. In organizations which ‘use the management by objectives (MBO) approach, the objectives are Jointly set by both supervisor and subordinate instead of merely being handed down from top to bottom. MBO serves to ensure that the ‘objectives are clear to both the organization and the individual.Sender. The person ofthe sender— his qualities, characteristics, status, role— affects communication flow. A highly autocratic univer- Sity president, for instance, would most likely be misunderstood by an ‘autonomous academic staff; whereas a lax foreman may cause confu- sion among factory workers who have been used o being given detailed specific procedures, rules and regulations to follow. A demanding boss ‘may tum offa secretary, while an absentee landlord drives his tenants, ‘tw either steal or underutlize the available resources. Receiver. By the same token, the person or the recpient—his qualities, characteristics status, ole, emotional sate—ia fatorin the Succes oF failure of communication. A worker who is mouming over the sudden death of his wife andis staightlaced with having totake care of five growing children may be caught unaware ofthe instructions sivenby the supervisor. A prety but dumb secretary canbe a pain inthe ‘eck of highly energized, aggressive and intelligent bos. In fact, to understand each other tly, difference in mental ability between the ‘wo should not be very high in1Q points as communication progresses {rom the individual othe interpersonal level in the office seting. Not to be overlooked isa person's ability to listen, Without this ability, ‘communication breaks down immediatly ‘Shared experience. Experience common to participants helps ‘enhance communication process as ilustated in Figure 3.4. The greater the area of shared experience, the greater the likelihood that ‘communication would succeed, i, the message is understood, ac- cepted and used. Erfective communication depends much on the meanings per- ceived by each ofthe sharers the communication. The samemessage, for instance, may be interpreed differently by two or more receivers, ‘or, that the meaning being conveyed by the communicator may not be understood by the communicatee, Shared experience, however, pro- vides a frame of reference thats common to both sender and receiver, ‘The common frame of reference, in tum, facilitates the delivery and interpretation of the message. Thus, an engineer is better able 10 communicate technical matters to another engineer than to a non- ‘engineer. The more effective sharing of meaning between the engineers ‘derives mostly from their similar education and professional expest- coMmUNIcATION 89 Figure 34 [AREA OF SHARED EXPERIENCE aN We ZZ Zz \ \ ‘Symbol. Communication is largely symbolic. It is achieved tuough the use of symbols—both verbal (words) and non-verbal (Pictures, actions or inactions). In verbal communication, the content, Dhraseology, and format of the message are very important factors. Together, these define the context where the communication can be understood. Verbal communication (written and oral) should be formu- lated with much care. Is the content pertinent and relevant tothe issue at hand or to the objectives of the organization and those of its Constituents? Is it in good grammar, simple and easy to understand? Is ‘clean with right paging, indenton, paragraphing and inthe right type and size paper? [Non-verbal communication occurs very frequently and can be very expressive like stop and go trafic lights, the way one walks or talks, one's clothes, house, and food. In fact, anything about a person is saying much of him, ‘Usually, verbalandnon-verbal communication go hand-in-hand. In a speech, for instance, the speaker would be wel-advised to actin such a way that his gestures and body movements reinforce rather than ceancel the meaning ofthe words he is saying. Imagine how quickly a(90 HUMAN BEHAVIOR I ORGANIZATIONS ‘credibility gap can build up between the speaker and his audience, {or example, the speaker would suddenly laugh in the midst ofa truly ‘sad story. ‘Or, when @ manager exhorts hs constituents in meetings and. ‘through the organization newsletter to improve productivity so that ‘merit increases can be given but years pass by and no incentives are actually given as promised, Faulty encoding may result because of the usc of ambiguous ‘symbols and faulty decoding may be due to wrong meaning atached to words, ‘Medium. The message can ake various forms: a typed letter, a bulletin board notice, a Tecture, a demonstration, a slide, a projected transparency, a radio broadcast, a televised program, a telephone call, ‘drawing, a painting, a song, ringing of a bell, ad infinitum, The ‘medium used depends onthe content, objectives, scope of the message; the sender's choice, resources, skills the size ofthe group to which the ‘message isto be sent and the time available to formulate the message. ‘Communications geaily improved ifa mix of different medias use. Hence, a teacher is best understond by his students if he uses a suitable combination of audio-visual aids, the blackboard, plant tou, roleplay, and a case to supplement his lecture-discussion in the classroom, Contemporary managers have studied and are gradually adopt- ing various electronic devices to improve communication, These are ‘mainframes, computers, minicomputers, personal computers, clec- tronic mail'system, electronic typewriters, cellular telephone, and beepers among others. ‘The rank and file employees believe that communication is {important but they find it difficult to express themselves to the higher echelons. Hence, they elect leaders from among themselves to repre- sent them (as in unions) in articulating their needs and problems, Pathways. The passages through which the message travels can either be clear or clogged up with physical or psychological distur- Dances. A clean, lear passage devoid of noise and breakdowns makes {or fast communication and thas more and better transactions. This can comeuntcanion 91 be achieved through excellent technological breakthrough like in {elephone and tclegraph installations. One of the ‘pet peeves” among. business executives, especialy those from foreign lands, isour poor ‘communication system, a cause for relatively slower and fewer trans- actions. ‘Too many levels and divisional segmentation in an organiza tional hierarchy can stall the communication process, Eventually, these ‘constitute red tape and bureaucracy not only inthe govemment but also in the private sector. For instance, there are more layers in Philippine ‘banks than in their counterparts inthe United States. Units and sections grow in number, a reflection of the heads or chiefs wanting 10 establish some small “dynasties.” Clogs in the ‘communication system would most likely occur in these groups or cliques at different levels. This lead to less panicipation and involve- ment among rank and file. ‘Wrong or poor atltudes among workers may cause them 10 misunderstand each other or thei superiors. Psychological/emotional problems caused by envy, professional jealousy, wrong sense of valves, power struggle, insecurity prejudices, stability, immaturity and lack ‘of commitment may prod them to hide information or deter its flow. ‘Graft and corruption are some evil effects of lack of transparency in transactions, Strained management-labor relations are more psyeho- logically caused than physically induced phenomenon. Psychologi- cally caused communication problems are more difficult to resolve than those that are physically based. Inatention due to poor motivation is ‘more difficult to handle than a broken typewriter Information Overload. Due to fast technological processes of accumulating and transm mation thru the radio, television, satellite network, telecommunications, newspapers, etc, many of our “managers ae drowning in a flood of numbers, data, information, and indices, and thei failure to cope effectively with Such information ‘overioad will have serious and even disastrous consequences not only for their organizations bu for our entire economy.” Thus, Wallace and Szilagei, J. caution managers not to be bogged down by excessive ‘details furnished to them by their staff but to concentrate on long-run strategic planning based on concise, relevant and meaningful summa92 HUMAN BEHAVIOR IN ORGANIZATIONS: Feedback. How do we know if communication hasbeen success- ful? When do we say that our communication is good”? ‘The reaction by the recipient fo the communication is, by and. large, the main criterion that determines ts successor failure. When the ‘message is received and taken in the very same context and purpose that ‘itis sent, communication is considered good and successful. Berne has explained this extensively in his book, “I'm Okay, You're Okay." To the extent that perception and understanding of the message by both sender and receiver donot take and follow the same vein due to certain factors, communication can become warped and twisted, This could ‘tart some strained relations between the two. Chung and Megginson Dt it this way: “Etfective interpersonal communication is achieved ‘only when the sender obtains the intended response(s) from the Since communication is the sharing of symbols, success in ‘communication is achieved through the effective sharing of meaning ‘between source and recipient, ‘The Sender should monitor the reaction of the recipient which ‘sometimes may just stop at any level or point of the organizational hierarchy without reaching him. In very big organizations, the com- per has been a very helpful and quick tool in the information system, ‘The inputing and retrieval of information is highly systematic and ‘organized. Information ise s considered an expensive and valuable resource of the organization Overall, quality, rather than quantity, Is the key to effective ‘communication. When ulized properly atthe right time and in the right place by the right people, communication facilitates the organization's ‘management functions such as planning, organizing, decision-making, staffing, leadership, directing, coondination and control. Its tobe noied ‘that while effective communication is a very important factor that determines the life and length of existence ofan organization, itis not the only one. There are several faciors that should not be downplayed, such as marketing strategies, pricing decisions, rate of demand of the product, population statistics and dynamics, administrative and mana- ‘gerial policies, human resources management, production technology, ‘among others. COMMUNICATION 93 Barriers to Communication Anything thatcan impede the flow of communication in any form and at any point is a barrier to communication. Manifestation of problems or temporary breakdowns may include some difficulties on what o say, how to say i, when o say it, whomto say itto, and were (o say it Figure 3.5 illustrates a common problem on boy-gil relation- ship reflecting these five dimensions. Communication may fail due to certain reasons. Its flow is impeded in various ways which are outlined and discussed below. 1, Physical bares. This includes impediments in relation to distance, timing, efficiency of modes used lke telephone, telegraph, or post office amenities. Companies that have ‘branches all over the country need to set up regional offices ‘whose vice-presidents averse the operations. While time is related to distance, timeliness is another factor to consider particularly in decision making. Decisions that are off tan- ‘gent in their formulation and dissemination vis-a-vis time ‘may cause the loss of remendous sums of money and other resources. Inefficient telephone, telegraph oF post office systems also result in delays in the transmittal of important messages which could be critical tothe decision making and/ or implementation of decisions. Over a microphone that is ‘not working well, some funny anecdotes have been told. The cartoon below elucidates this‘94 HUMAN BEHAVIOR IN ORGANIZATIONS ‘COMMUNICATION 95 2. Social barter. Differences between sender and receiver in Figure a5 certain factors like age, financial status, educational and RODLEMS OR BREAKDOWN IN COMMUNICATION family backgrounds, imellectual ability, religion, health ‘ status may deter the flow or the understanding of messages with ‘hat are sent. Young parents can communicate more easily “sLove vou"? with heir adolescent children than the later’ grandparents, oe ‘Therich may not fully understand the plight ofthe poor and “ruKe vou"? vice-versa. Those with very high LQ's and academic back- A round may succeed beter than thse otherwise in commu: “1WaNTYOU"? icating with highly schooled and educated individuals. The heme “as gps between and among individuals and groups need to be lessened for congruence of concepts, ideas, facts and infor- ‘mation, 3. Psychological triers. The affective mode is the most diff- cult area to tackle in communication, Envy, jealousy, un- Pleasant feelings, and emotions caused by insecurity and ‘conflict should be given outlets for expression and those in ‘charge should know how to manage these outbursts, Hn rrr Meh ‘AtCommercial or Her House ‘Comer wHoM96 HUMAN BEHAVIOR IN ORGANIZATIONS ‘Transactional Analysis ‘An analysis of the verbal transaction between two persons is a very interesting process called transactional analysis, It can help ‘improve interpersonal communication based onastudy ofego states of ‘the persons communicating with each other: These ego states are Dorent, child and adult as discussed by Beme. Ego states are sets of thoughts, felings, behaviors, gestures, et., that characterize the pre= dominant condition of the person atthe moment of communication. ‘This state, when occurring repeatedly, folds into a patter which may ‘characterize person. The content and characteristics ofthese states are exhibited in Table 3.2. The tree ego states are not necessarily related ‘wihe chronological age of person. Anadolescent may display a parent ‘¢g0 state of being judgmental, critical, moralistic, directive. By the same foken, a fifty year old man who shows impulsiveness, stubbom- ‘ess, rebellion, manipulative behavior may be saidtotake on achild ego ‘ate. Whatever the chronological age is of the person, if he reflects logical and rational behavior, he is considered an “adult.” Table 32 (CONTENT AND CHARACTERISTICS OF EGO STATES Judgment: tal of self and thers: moralistic: etive ant “how fo orient pi rejuced;conzling of othe, (aren) _yaricully by invoking ik fesigs autortaran perv; ‘dion Sound: sppotve; patra A. Logis: nn-emetona rational: bjaive fat-viented: ‘Adult caelaing eles; agsler; compere with consant data ‘pasting; probabil: hae anno oriented. C_—Sponuncos fun oving: ewiour, restive; impulsive; stabs (Cina ebelioos; manipulative slking; “poor” ependerey reactionary; non-confrontng; ell caered mn sll yng. ‘McAfee and Champagne also discuss three response pattems Person sends a message: complementary, crossed oF ulterior. ‘The three types of response pattems are described, thus: CconmmunscaTion 977 "A transaction is complementary when a message sentto one ego fate ges the predicted or expected response from the other individual. ‘Acrossed transaction occurs whena message addressed to one ego state _petsan unexpected response from another ego state. Finally, an ulterior transaction involves hidden meaning. In this situation, one message is ‘on the observable, social level and one ison the hidden, psychological level rues seo sai featsncrons# pet eee © GO) team lteter men ioreeanioan QO)» terattoecin yt tat ‘nar tape Acton 1 sangeet oe iSyedeen 2 (Angry) Leceived tthe ober day but Ihaven'ead 1 Thee isso mech do inhi fice ‘An nein Tenescton 1. (Approaches runt the esponder wih a hard toon voice). Have yo ead the 1990 mai por, ‘of ou company done by our external air? ‘Unerioemeseage: Hoping youve read) 2, (Takenabuek butcaches voce witha ules se) isthe report wil bebe next hing wil ead. ‘nerior message "Pease don't wom reditfor98 HUMAN HEILAVIOR IN ORGANIZATIONS ‘Assertive Communication ‘Three modes of behavior are displayed when communi ‘with others: passiveness, aggressiveness and assertiveness, Reoce Brandt explain that passive behaviors displayed by aperson who" two express his thoughts and feclings and does not stand up forthe rig ‘being violated.” Aggressive behavior is “expressing your thoughts, {elings and defending your rights na way thats usually inappropri and often violates the rights of others.” Assertive behavioris "st up for your rights and expressing your thoughts and felings in a appropriate way that does not violate the rights of others." Inassertve communication the use of messages is emphasized) ‘inthe statement which contains thre parts: the description of behavior, the disclosure of fecling that is displayed duc to the behavior and its elfects Below are examples of three-pan assertion messages depict- ing the thre parts of assenve communication: BEHAVIOR DISCLOSURE TANGIBLE (OF FEELING EFFECT 1. When you tak Het Because Ido not with your lass annoyed ‘want you and your ‘mates while some- classmates to miss body is making an any important ‘ral eport points of the report, 2. When you come eet Because you distract feequenty late frustrated the attention of| toclass and peeved the class. 3. When you come feel woried Because I'm afraid nme very late something bad may tight have happened to you. ‘The behavior description should be clear, specific and direct instead of boeing hazy, general and implicit. Examples of correct and incorrect ‘behavior descriptions are shown next page. communication 99) (Correct Behavior Incoreet Behavior — Descriptions __Deseritions |. When you sleep on your job When you break company policies, 2 When you keep interrupting When you are impolite and dis- your classmates when they ‘courteous wo your elassmates. axe talking. 3. When you wake me up with, When you donot respect others, _yur nose upon entering who are areal asleep. the bedroom. Bolton stresses that “When a person violates your space, the benavior to be altered must be described very accurately and abjec- tively. Otherwise, the other person may not clearly understand what behavior you find offensive." Being assertive is being frank, candid and sincere without being sbrasive. It aims to make the other person know how one feels about certain individuals, issues, rules and policies othatabetter understand- ing ofthese is arrived at. Its laying one’s cards onthe table and looking at phenomena objectively, explaining and discussing them with the end in View of having a better perspective and arriving at rational conelu- sions and actions, This should effect better relationship with others instead of just smothering one’s individuality and identity or trans- ‘gressing others’ rights. Either of the wo, smothering or transgressing, ‘may result in unhealthy relationship with others. The teal "me is not truly divulged and identified. Thus misunderstanding, confusion and strained relations result “Training to become assertive is becoming more popular as the ‘need is felt to help people overcome their hesitancy in expressing their ‘rue feelings, sentiments, opinions, ideas and values. They are given assistance in articulating themselves inappropriate ways and to ask for what they want or need. Dubrin enumerates the unree goals of assertiveness training: snowing how one feels, saying what one wants and getting what one wants100. HUMAN BEXAVIOR Wv ORGANIZATIONS. ‘Many women need to overcome passivity particularly ncultures ‘where the traditional roles of men are considered “supreme” or “supe- rior” to those of women. In the work setting the latter just “wait for rewards or promotions to come their way. Many have suffered in silence when they discovered someone else, doing the same work, was receiving more pay. They may have put up with sexual harassment on the job, or seen less well-qualified people promoted over them, On the other hand, many men must leam to be less demanding and domineer- ing and more considerate of the needs and feelings of co-workers or subondinates. They can change their aggressive behavior into assertive behavior. ™ By being assertive, one gives others the opportunity to change since they are told how their behavior affects him. His rights as a person are defined and he shows respect forother people’ right toknow where they stand with him, He must determine which rights are important to ‘defend when they are violated, Ina culture where virtues like smooth interpersonal relationship (SIR), and palakasan (giving priority to power) are paramount, like in the Philippines, becoming assertive is avery difficult process wo effect. ‘The use of euphernisms and powerplay is an evident reflection of ‘kinting around one's true feelings and thoughts. Thus, rue understand- ing ofeach other becomes difficult to achieve. The need for assertive- ing in such cultures is paramount to affect better relationships hich, in tum, is a factor in job satisfaction and productivity. Keen Observation and Reflective istening Skills ‘The criterion to use in determining whether communication is suceessful ornotis the congruence between the sender's purpose of the message and the way itis received by its recipient. Two ways of achieving this are through perceptive observation and keen listening skills on the part of both sender and receiver. ‘Before amessage Is sent, ls sender musthave a very comprehen- sive and adequate knowledge of the situation concemed and of the ‘needs ofthe organization and constituents. The message is made and sent out based on this knowledge, which i a reflection ofthe extent of communication 101 ‘observation and listening to the Sender may have engaged in, By the same token, the recipient should, upon receiving the message, take on the posture of a keen observer and reflective listener. Looking around. « him, he may be asking the questions: What conditions existin my space ‘that prompted the sender to give me thismessage? What isthe meaning. ‘ofthis message? What are its implications? What wil I do.as a reply 10 this message? stil psychologist for effective coun- seling points out, “The first rule for @ counselor is to keep his mouth shut; the second isto keep his ears open: te third is o keep his eyes ‘open, ..." the fourth ruleas given by Walters to keep his perception and intuition alert to ‘sense’ what i really bothering the subordinate. ‘The counselor does not only listen to what the counselee says but must also listen for what he does not say. Listening skills should not just be active; they should also be reflective especially on very important matters or decisions to be made. ‘Augsburger's message below summarizes the essence of reflective listening skills: | want to hear you accurately, 80 I'l need to check out ‘what [hear at crucial points to be as sure as can that my ‘meanings match your meanings. I get an inkling of what your ‘meanings are from your works, your tone of voice, your face, ‘gestures and body movements. But itis only an inkling, must check it out at times by replaying what I heard for your approval, until you agree that you have been heard. 1 want to hear deeply, clearly, accurately enough that 1 am able—to some real extent—to feel what you fel, hur bit ‘where you hurt and want for you the freedom tobe all you are ‘becoming? ‘When we have leamed to attend to the sender ofthe message, we follow his lead. We verbalize the essence ofhis content andor feeling. If we can do this, we are ready to improve our reflecting skills Bolton® gives guidelines for improved reflective listening, lists down. ‘many occasions that call forrefletve listening and the occasions when ‘otto listen relectvely102 nunean netavion 1 oRGANIZATIONS Filipino Values and Communication Certain anifacts are prized and cherished most by Filipinos like economic security, the family, group, education, and spiritual life. Of these, the desire to be part of a group stands out and it affects the ‘communication process significantly. The predisposition fo listen 10 ‘others or be listened to can be ether improved or hampered depending ‘on whether or not the message or means of communicating isin accord with certain deeply held values ‘The need to belong toa group is stronger than the need to assert ‘one's individual idemtty. This is reflected in behavior that shows pakikisama (togetherness), smooth interpersonal relationship (SIR), fayo-tayo (us and we ness), bayanihan (unity and cooperation). Nepo- tism in the work setting is practiced in the name of patemalism, rayo- ‘ayo, bayanihan, palakaran, palakasan. Using a go-between in the communication process facilitates the transaction for 2 positive feed- back. A “no” reply given indirectly by the communicatee through the g0-between may help save the face of the communicator and is not as hurting a a direc “no.” ‘We are more groupistic than individualistic. Knowing this, busi- ress firms uilze our sirong value of pakikisama to sell products. An ‘example isa television advertisement with the theme, "iba ang may Pinagsamahan Inonder noo hurt any person or group and be left aienated, the typical Filipino uses smooth interpersonal relations techniques tike euphemisms. It is usualy difficult, if not impossible, for others 10 surmise us. Often, we are criticized for not saying what we mean; and for not meaning what we say. Although this characteristic makes us “mysterious” in our relationship with others, foreigners find it hard 10 relate to us. However, we consider the American's brutal frankness an anachronism to our communication style. This difference in style may ‘cause some strained relationship between us and foreign groups. ‘As pointed out by Cesar M. Mereado, professional managers and supervisors both local and foreign, are often perplexed by the Filipino ‘worker's “strange” communication bhaviors.“Forinstance, he tries to ssnile even if he is mad at his boss. He discloses his complaints to a ccommunicanion. 108) ‘icnd instead of seling it with his superior, He does not say no even if he knows he could not deliver his ask on time. He resigns without even notifying his office! For the Filipino worker, these strange ‘behaviors cary positive meaning and significance. His sme instead of ‘being mad at his boss may keep him hs job which he needs to support his family, These strange behaviors, therefore, are a shield to protect him." ‘Being groupistc can facilitate team work. It has been observed that Filipino students perform beter in group ease analysis and presen- tation than their Wester counterparts. For the sake of patikisama the former acquiesce to group think and thus make group work less laborious and frustrating. On the other hand, each student from the ‘Wester world holds sacred his individual right o assert himself, Thus, the analysis of a case for a class activity may end up with as many different problems as there are students involved in the activity. This fexample would show that some Filipino values alleged to be bad have their good aspects, 100. ‘Before the foreigners stat working in our country, usually in divisions or subsidiaries of multinational corporations, and before the Filipino workers start working abroad, it would do well for both groups to undergo a seminar or workshop on coping with cultural differences ‘that may assist them in diminishing, if not avoiding, communication problems. Such short non-formal traning program could make full use Of unstructured methodologies like the experiential laboratory ap- proach, group dynamics, role play and the like that would help change perceptions, altitudes and understandings of participants. ‘Summary ‘Communication isa very important element in our relationship wih others. Itmay either facilitate or impede smooth transactions and processes with individuals, groups and organizations. Itaimsto convey ‘and implement syn:bols of various kinds, verbal and non-verbal nd its ‘ultimate objective i to share meanings, Since itis the lifeblood of any ‘organization, itbehoovesevery member of it, rom topto bottom Levels, to foster effective communication. “The main elements ofthe communication process consist ofthe sender of source, symbol or message, the receiver or audience, its104 HUMAN BEHAVIOR IN ORGANIZATIONS ‘pathways and feedback. If any of these is deficient or misunderstood, ‘communication is affected. ‘The process of communication can take any of the following routes: downward, upward, horizontal, cieular, cross-channeMdiago- nal. The mannerby which messagesor symbols are transmitted can take ‘rious forms at three levels (top management, middle management and rank and file) through both formal and informal channels. ‘The most effective communication resuls when congruence exits between meanings of symbols a pereived by both sender and receiver Sharedexperiences arc avery important ingredient success- {ul communication. Barriers to communication can originate anywhere from senderto receiver. Usually itwouldtake plenty ofhard work, bust and patience on tee pat 1 remove oro overcome such barr. ‘One ofthe most difficult impediments is culture incongruence, particularly on values, between management and labor or between {oreign groups and Filipino nationals in multinational corporations. ‘Seminars and workshops utiiring unstructured methodologies on ‘oping with cultural differences help in alleviating this communication problem. Review Questions Describe the communication process and its elements. Discuss the role of effective communication in an organization, Enumerate and give examples of various types and ways of ‘communication. 4. Cite factors that affect the quality of communication. Describe specific instances where these factors may increase or diminish the quality of communication. ‘5. Cite bamers to communication. Give concrete instances where ‘these barriers may occur and mention how these impediments ‘could be prevented, tackled and managed. ‘When can we say that communication is most effective? Discuss how some Filipino values affect communication effec- tiveness. ne FUNDAMENTALS OF HUMAN BENAVIOR. 105 Activities {Group Dynamics ~Broken Squares ** ‘Seminar on Communication (See below for program) Objectives: 1, To develop more sensitivity 10 others 2. To realize the importance of trust in relating to others 3. To improve the levels of objectivity and professionalism in dealing with others Length of Activity: 3 105 hours Venue: Any bigspacein an open outdoor area or abig room where seats can be arranged in different postions to fit the ‘activites, or pushed to one side ofthe room for big space in the ‘enter. Activites: A. Verbal Lemons** Whispering Will You Buy this Statue (non-verbal and verbal)** Filtering: A Pantomine™* In-Basket Reading: About School* (See Appendix IX) phaopre B, Non-Verbal 1, Trust Push 2. Trust Walk 3. Feedback Rating Scale (See Appendix X) 4. Self Discovery Seale (See appendix XI) C. Group Singing: “No Man Is An Island” (See Appendix XID) ‘or any song that depicts the concept of communication.106. HUMAN REHANIOR m: RGANIZATIONS Materials Needed: Lamon —The ter bing amar pics tee dents, facilitators, and teacher, “oa Bhs bends nee 0 Sittin no fer) svete End of Seminar Feedback Rating Scale (Appendix X of the textbook) ‘Self Discovery Scale (Appendix XT ofthe textbook) ‘The students answer the Feedback Rating Seale andthe Self Discovery Scale after the seminar and bring them to class. They {oem dyads to discuss their contents withemphasison changes in ‘one's self in relation to others, 5. Caselet: Mr, Padua 6. Case: Semiconductor, nc Caselet: ‘MR. PADUA For six yeam, Me Padua al een the Management Servos Dire of te Ft Pe Divison of is cmportan, Wits pfs, . soa espeens ped om vate ios is tem ope the war udoubcl gue vata ote corporation however tad prna ner hichreseda aller between aed Nisa adhe est fhe Senor amar his Dison, Fo one hing, Me, Palua dd nos any pon in anghig at {pte wen dd not one fm. Ufone sandr “Tunis ini fer hanor, wicheventhe ober Decor Iu 00 dep fo refeton: Neier i e alee naming to gaint eit ers inl gan appo wah ihm, He stn boing his ox pron ers of wha ors see. twas, also, rare forhim to concede to anything. This attitude was ‘compounded by his difficulty in expressing his thoughts especially when it came to justifying himself. This caused mi between him and others which further aggravated his OWN perception of others as well as their negative perception of him. He Pould not give allowances for differences in his attitude with those of fthers. And those who differed from him, in one sense, were treated with a degree of coldness. He was aware of his social deficiencies, but, according tohim. he simply could not be what he was not. He often mentioned that it was already very hard for him to change his ways. Outside the work place, though, Mr. Padua tried hard 10 be {ticndly with his staff. And, while he showed conoem for their profes sional training, he himself could not seem to be at ease in relating 10 them in the workplace. It was as if he was afraid that friendship would ‘curtail his authority ‘Atthistime, anew problem solving system was being inculeated throughout the corporation, To show his concem for his staff, he made thom the fist trainees on the system. “The system was designed to enable a group to identity a problem ‘and recommend a solution throughout the various stages ofthe system ‘The group was placed under the guidance of Training Assistants from the Personnel Directorate ensuring the objectivity of results, The ‘exercise with his staff identified three difficulties in their workplace, ‘one of which concemed Mr. Padua. The recommended solution was to replace him. [Needless to say, this put top management in a dilemma. Mr. ‘Padua was an officer ofthe company, and to continue to attract alent to officership, his tenure had to be protected. Besides, the problem focused on Mr. Padua’s personality. How exactly does one correc that? ie had already attended Dale Camegie’s course. On the other hand, faith in the system they were endorsing was being putto the test. Ifthey ‘could not support its results now, bow could they expect anyone t0 believe its merits?108 HUMAN RERAVIOR IN ORGANIZATIONS ‘Study Guides: LL, Describe the personality of Mr. Padua, How is this reflected) in his communication style? How has this style affected his relationship with his associ- ates and subordinates? 3. Afyou were the management, would you have him replaced? ‘Defend your stand. 4. What implications does the case have on management poli- ies and practices on hiring and developing. workers and: stall? Case: SEMICONDUCTOR, INC. ‘Mr. Edgar Barreto, Technical Services Manager of Semicon- ‘ductor, Inc, arrived early in his office one Friday moming in Apel 1990. The temperature outside the building had risen so high that, ‘before he got inside, sweat had flowed into his eyes from his forehead. ‘Taking ahandkerchief from his pocket, he wiped away the sweat ‘rom his forehead, and settled on the soft chair behind his large desk. In ‘moment, the discomfort was gone. The temperature was 72 degrees Fahreneit, and air humidity was just right. The air-conditioning system was working fine, But this was onl ast should be; afte all the airconditioning system was being maintained by his department. Before lapsing into selfcongratulatory reverie, he noticed a ‘memorandum lying on is desk. It came from Noli Guzman, a senior ‘maintenance technician. By itsef, the memo did not seem unusual. AS a matter of policy, Semiconductor, In., following the practice of Amaronics Corp. its corporate parent in the United States, encouraged ‘open communications in all direction. ‘Stil, Barreto sensed a couple of things that indicated something ‘was not right. First, te note was handwritten. It must have been written in urgency if not inhaste, ‘This cae was developed by Prof. Calico S. Fue ofthe Universi of the Paitprines, Cole of Busines Administration asx bss for las discus rather ‘han sate ber curectorincotecthunuding managerial probes, Copyright 192 COMMUNICATION 10 Second, the memo was sent to him directly thereby, bypassing Rod Santiago, the maintenance supervisor. The contents soon con fied Bareto's suspicion, In his memo, Noli urged Barreto to postpone repairs on part of the electrical system that supplied power tothe fabrication and assem= bly area. He reasoned that Benny, one of the skilled electricians, had been absent without leave for five days. He needed Benny so that his team could finish the repair job within the time that the production people had alloted for it. Otherwise, work would take longer and a ‘section ofthe production line would have t0 be shut down. Nobody ‘knew shen, if ever, Benny was coming back. ‘This was just the beginning. Inthe last paragraph, Noli quite in- explicably requested that Santiago be kept out of the way when this particular repair work was started. Itappeared that Santiago's behavior toward them had become intolerable. (On the surface atleast, the memo smacked of arrogance if not insubordination. That interpretation might sound simplistic but was ‘certainly possible, Yet Barretto knew his subordinate to be a reasonable ‘man, Noli, who had been with Semiconductor, Inc. since the very beginning, couldn’t be that reckless. Barretto could only speculate at this time on what the memo. really meant. He understood that he would have to Took more deeply {nto the matte. He decided to hear more from the protagonists them- selves. In the meanwhile, he hoped that the air-conditioning system ‘would not malfunction. That would only add heat and sweat t0 @ possibly exhausting day ahead. World-Class Manufacturing Located in a 15-hectare complex in Central Luzon, Semicondue- tor, Inc. vas established in 1980. As a wholly-owned subsidiary of “Amtronics Corp., an American multinational firm based in New York, ithad expanded operations in Asia. Semiconductor, Inc. was Set up as10 uMAN aesA Vion Im oRGANIZATIONS ‘4 manufacturing center to produce a wide variety of semiconductor ‘devices and microchips for use in computers, communications, and consumer electronics. 7 Al production equipment and most raw materials came from Amtronics. The mission of Semiconductor, ne. was to support the parent company's production and marketing goals in terms of both ‘quantity and quality. In pursuit of worid-lass manufacturing, the local ‘company utilized some of the most sophisticated computer-controlled production machinery inthe industry. Starting with 700 people in 1980, the workforce had grown to 2,500. All were Filipinos with the exception of three Americans, onc of hom was the President. The other two held staff positions in finance ‘and production. Apart from generating substantial employment for people, the company was aso a major foreign exchange camer forthe country. ‘Semiconductor, Inc. was organized along functional lines. The ‘main departments were Finance, Management Information Systems, Accounting, Human Resources, Purchasing, Technical Services, and Production. (Please sce Figure | for partial organizational chart.) The Production Department employed roughly two-thirds of the people, and it operated in three shifts, seven days a week. The Technical Services Department worked seven days a week while providing a small skeleton force during the second and third shifts. The rest ofthe ‘employees worked five days a week For the past several years, Semiconductor, In, had been operat: ‘ng at near-full capacity. All products were shipped regularly to the United States and to other units in the Asian region following a pater ‘of global production and marketing set by Amtronies Corp. Both quality and productivity of the Philippine subsidiary compared favora- 3 with at fen as sara, thos of he ter nisin Asia and ope. [Employees and officers enjoyed salaries and wages which had always been above local industry standards. Managers as well as supervisors routinely went to the US. plants to upgrade their skis in arouses ipecalzaton. A few of tee Filipinos ‘ule by some ofthe fllated companies Sem poomally cd Yo object sch nse ‘Zero Disruption 1n 1990, Edgar Barreto, athirty-five year-old electrical engineer, treaded the Technical Services Department. He had been with the com pany for five years and had managed the department for two years. He ‘came in from the Production Department. ‘thee Technical Services Department provided a variety of sup- port services to the company’s operations. The diferent services ‘Comprised the four sections of its functional organization: Buildings & Grounds, Water Treatment, Logistics, and Maintenance, (Please see Figure 2 for the Technical Services Department's Organization.) It employed about a hundred people. “The maintenance section performed preventive maintenance on the electro: mechanical system of the entire plant and office complex. "The system included, among others, the power generating plant, the ai- ‘conditioning subsystem, and the lighting subsystem. Some highly Specialized and expensive equipment, onthe otherhand, were serviced bby manufacturers’ representatives in the Philippines. ‘The aim of preventive maintenance consisted, in essence, of keeping al electrical, mechanical, and electronic equipment and ma- Chinery in top condition in order to minimize unexpected disruption of ‘operations. An important aspect of preventive maintenance had to do ‘with the reduction of maintenance costs. Generally, breakdown repair jobs were more expensive than preventive repair jobs, But, central 1 the effort was the consideration that breakdown repairjobs shutting downallorsome portion of the fabrication and assembly plant “The costs of idle time of both people and machinery, not to mention delays in shipments, were substantial. “The ultimate goal, therefore, was 1 reduce unexpected disrup- tions o zero, In this Sense, preventive maintenance meant “maintaining production.”112 HUMAN nEHAVIOR IW ORGANIZATIONS ‘The job involved a combination of both routine and frenzied activities. Using tools and instruments, technicians would inspect and, check each equipment on a periodic basis. Daly, weekly, monthly, ‘quarterly, and yearly checklists provided the basis of what was 10 be 1ooked into each equipment as well as which part, if any, was due for replacement. One checklist, or example, contained thirty instructions specifying recalibration and many adjustments fo an clectro-mechani- ‘al controller. Recon foreach equipment were kept to track down and monitor serviceability. Based on these data, machine or component failure was predicted. Ideally repairs, overhauls, or replacements were prc-at- ranged to prevent unexpected downtimes which lower overall produc- tivity. Once work was begun, however, the assigned team strained ‘under tremendous pressure t finish the task on time. Maintenance work that would affect the operation ofthe fabrica- ‘ton and assembly plant was specially critical since processing was continuous. Production and maintenance poople, therefore, would coordinate the details closely in order to avoid upseting production ‘Plans and schedules. In this way, the production schedulers could make ‘the appropriate adjustments in machine loading or device routing 0 as to minimize, ifnot eliminate, downtime in manufacturing. Ordinarily, ‘work could be done only during holidays. ‘The section had thirty people, down from fifty about three years ‘earlier. About ten people covered the second and third shifts while the rest eported during regular office hours. Rod Santiago, 30, a mechani- cal engineer, supervised the section through three team leaders; one for ‘each shift He had been recruited almost a year ago from a large food ‘conglomerate in Metro Manila, Noli Guzman, 4S, was the team leader daring the day. ‘Most ofthe technicians inthe section were either trade School ‘graduates or college undergraduates. Noli, who was hired when the ‘company began operations in 1990, was an undergraduate. The techni- cians who were mostly in their twenties looked up to Noli as some sort ‘ofa big brother to them, ‘As one of the technicians put it, “kung may problema kam rito, ay Noli kami umalapit at nakikipag-usap. Sinusuportahan niya sani.” cconomunacaTion 113 ‘An Unwelcome Dimension [Noli’s memo came at a rather inauspicious time, as it were. A. month earlier, Mike McMahon, president, had instructed Barretto 10 work out the details of employing contractors todo all the maintenance jobs in the company. After studying the issue carefully, Barreto had Concluded that the plan was technically and economically advanta- ‘ge0us. Competent maintenance service Companics could supply high- quality service at a lower overall cost compared to doing the ‘maintenance in-house. Infact, Barretto had been following the practice of his predeces~ +. The ea centered on employing outside contractors to take care of regular” or “specialized” maintenance while, on the other hand, relying on in-house personne! to do “regular” maintenance. Under this scheme, for instance, elevator maintenance was under contract 10 a service firm, Further, outside contractors also complemented in-house efforts when a serious breakdown required extra work. Inthe later case, ‘th maintenance section would procure the pars, prepare the job order, and closely supervise the work ofthe contractor. Over the years, as a result of the diminution of the inhouse ‘maintenance activities, the number of mechanics and electricians had also been reduced cither through atriton or transfers to other units in the company. Since further transfers were no longer possible unless there was expansion, Barretto prefered, for the moment at least, 10 ‘continue using contractors in a pace consistent with the company's ability to absorb the technicians, who might otherwise be laid off Eventually, all maintenance, bth “regular” and “irregular,” would be contracted out. At that poin, only a supervisor and a few technicians would be retained. ‘This approach, however, meant having the company forgo large savings in maintenance costs in the meantime—a situation which ‘would certainly be difficult to justify. In addition, this situation would ‘put Bareno's performance as a manager ina bad light since he was ‘evaluated partly on his ability to work within certain budgetary con- saraints. While trying to probe other altematives, Barretto observed that the maintenance section had three supervisors during the lat three