Presented by:

RONNIE M. ABSALON, JR.

PhD Science Education
Topics to be discussed
• The Reality of Pinoy Management
• Variety and Management Styles
• Principles and Practice of Pinoy Management
• Weakness of Pinoy Workers
• JOHARI Window Communication Model
• STAR Observation
The Reality of
Pinoy
Management
Management A’la Pinoy
The Reality of
Pinoy Management
Background
◇The Philippines represents a cultural puzzle

◇Situated in the heart of Southeast Asia, but heavily

influenced by such non-Asian forces as Spain (and

Mexico), the United States, and the Catholic Church
◇Majority of inhabitants are of ethnic Malay stock, but

unlike neighboring countries such as Malaysia and

Indonesia, the influence of Islam has been limited
The Reality of
Pinoy Management
Background
The Philippines is the result of a
unique cultural mix of Asian and
Western influences and presents the
overseas (regional) business visitor
with a host of seemingly conflicting
characteristics.
 The Reality of
Pinoy Management
•Filipino business culture is hierarchical, with the person of highest status
approving all final decisions but group consensus is still necessary for all
decisions before it reaches this person.

•Verbal agreements are adhered to on the basis of trust. If you break them,
you will jeopardise your business relationships.

•Because they can be preoccupied with avoiding hiya (shame or

embarrassment), a Filipino is unlikely to directly refuse a proposal or reject
something you say, even when they do not agree with it. Therefore, focus on
hints of hesitation. Listen to what they say, but also pay close attention to
what they don’t say (and might implicitly mean) and double check your
understanding.
The Reality of
Pinoy Management
•To avoid directly saying ‘no’, a Filipino may respond with a
statement to the effect of ‘bahala na’, which generally means that it
is up to God’s will or fate.

•Appealing to emotion and making exaggerations or promises that

sound too good to be true are likely to make Filipinos hesitant or
suspicious of doing business with you.

•On the  (2017), the Philippines ranks 111th out of 180 countries,

receiving a score of 34 (on a scale from 0 to 100). This perception
suggests that the country’s public sector is somewhat corrupt.
Variety and Management Styles

Dr. Felipe Landa Jocano

“The Filipino Management Style
derives from the dominant features of the
Filipino Culture.”
Variety and Management Styles

Familism Personalism Emotionalism

•The needs of • It is the • The tendency to

the family as a emphasis display emotion
group is more Filipinos give to freely or to rely
important than interpersonal on, or place too
the needs of relation or face-
to-face much value on
any individual
family member encounters emotion
Variety and Management Styles
Six Types of Filipino Managers
Familism
Variety and Management Styles
Manager by KAYOD
◇The REALIST
◇“KAYOD” is a Filipino term that means to sweat it out or to give oneself
to hard work
◇He cuts down problems into manageable size; a fast decision-maker,

impatient, and shrewd

◇He is a “SIGURISTA”; he has GUT FEEL, and he knows how to USE

PEOPLE
◇Does firsts things first; he has a talent of “KAYOD NG KAYOD”
Variety and Management Styles
Manager by LUSOT
Familism

◇The OPPORTUNIST; availing on a LOOPHOLE

◇An EXTROVERT; he deals with people informally

◇This manager will always find loopholes to avoid hard work or utilize

an excuse for failure

◇Loves to get by; avoid headaches and believes NO-MONEY-NO-WORK

philosophy
◇Likes to resort to shaky deals to achieve easy settlement
Variety and Management Styles
Manager by LIBRO
Familism
◇The IDEALIST

◇“LIBRO” is a Spanish word for book. This manager literally goes

by the book
◇Thinker, Cautious, Planning-Oriented, Strives for Professional
Performance, Stubborn, Seeks Quality Results and has High Ideals
◇He usually has adequate formal training in management
◇“MATAAS ANG TINGIN SA SARILI”
Variety and Management Styles
Manager by OIDO
Familism

◇“OIDO” comes from Spanish word “oir” or “to listen”

◇This manager acquires his managerial skills by playing it
by ear
◇He has a vast field of practical experiences that

compensates for his lack of formal education

◇He is the opposite of the “LIBRO” manager
Variety and Management Styles
Manager by SUYOD
Familism

◇“Suyod means to take away lice from the hair precisely and
neatly
◇This manager looks at the problem at all angles until everything
is precise and neat.
◇Have balance in terms of work, accepting, and work hard to
integrate the idealist and realist manager and have a
contingency management style
◇They are disciples of knowing the strengths and limitations of
the project and the members he is working with 
Variety and Management Styles
Manager by UGNAYAN
Familism

◇He is a HYBRID of all types of managers; a RECONCILER manager

◇Believes in contingency management; shares his knowledge and
has excellent behavioral skills
◇Has balance and chooses well

◇“Ugnayan” managers exemplify highly resilient, highly adaptable

men of the first order

Variety and Management Styles
American Management
Creative function
Familism
Planning function
Organizing function
Motivating function
Decision-making function Utos ng boss or utos ng misis
Communicating function
Controlling function
Pinoy Management
Pakulo 
Bahala na
Bata-bata style
Alalay or warning
Pakiusap or mando
Sipa or bonus
Principles and Practice of Pinoy
Management

How do they
take in people?
Principles and Practice of Pinoy
Management
The Manager by KAYOD (Realist) applies the Man in
the Jungle Method

The Manager by LIBRO (Idealist) opts for high-quality

candidates with suitable degrees and training

The Manager by UGNAYAN (Reconciler) gets partly experienced

applicants, tries them out and screens them meticulously

The Manager by LUSOT (Opportunist) headhunts

Principles and Practice of Pinoy
Management

How do they act

during
implementation?
Principles and Practice of Pinoy
Management
Principles and Practice of Pinoy
Management
On TEAMS…
◇The concept of “pakikisama” is so strongly programmed into the

Filipino consciousness
◇It is extremely important to be aware of the sense of “face” of every

member of a group because an insult to one could be construed as an

insult to all
◇Teams expect to be clearly led by the Manager, and the manager is
expected to act as the champion of the group in all situations
Principles and Practice of Pinoy
Management
On COMMUNICATION STYLES…
◇Communicating in the Philippines is extremely easy for many Western people
◇Filipinos would rather say “yes” even if they mean “no” and smiles at you the whole
time
◇It is dangerous to take everything you hear at face value. Look for the coded

messages behind the words that are spoken

◇In addition to the use of coded language, Filipino body language can also be
misleading
Principles and Practice of Pinoy
Management
On MEETINGS…

◇Time can be very elastic – the meeting start time will be delayed
◇Meetings will usually start with quite a lot of small talk
◇Filipinos tend to be extremely non-confrontational

◇Meeting seems to be progressing very well if people are not openly

contradicted
Principles and Practice of Pinoy
Management
On GIFT GIVING…

◇Take a supply of small gifts with you to help oil

the progress of the relationship-building process.

Remember that gifts SHOULD BE WRAPPED.
Principles and Practice of Pinoy
Management
On DRESS CODE…
◇Dress code tends to be reasonably
formal
◇Clothing is packed lightweight
 Weakness of Pinoy Workers
1. Walang bilib sa sarili (No confidence in oneself)
2. Dikdik sa Colonial Mentality (Indoctrinated with Colonial Mentality)
3. Masyadong relaks (Overly relaxed)
4. Ningas-cogon (Not a follow-up people)
5. Holiday mentality
6. Lack of managerial and organizational effectiveness
7. Lack of self-reliant tenacity
 JOHARI Window
Communication Model
It is necessary to improve self-awareness and personal development
among individuals when they are in a group. The ‘Johari’ window
model is a convenient method used to achieve this task of
understanding and enhancing communication between the members
in a group. American psychologists Joseph Luft and Harry
Ingham developed this model in 1955. The idea was derived as the
upshot of the group dynamics in University of California and was
later improved by Joseph Luft. The name ‘Johari’ came from joining
their first two names. This model is also denoted as
feedback/disclosure model of self-awareness.
JOHARI Window
Communication Model
JOHARI Window
Communication Model
There are two key ideas behind the tool:

1.You can build trust with others by

disclosing information about yourself.

2.With the help of feedback from other

people, you can learn about yourself
and deal with personal issues.
JOHARI Window
Communication Model
JOHARI Window
Communication Model
The Four Quadrants
1. Open Area (Quadrant 1)
The Open Area represents the things that you know
about yourself and that others know about you.
This includes your behavior, knowledge, skills,
attitudes, and "public" history.
The ideal Johari Window has a large Open Area.
This is because, in general, the more that people
know about themselves and one another, the more
productive, cooperative and trusting they'll be when
working together.
JOHARI Window
Communication Model
The Four Quadrants
2. Blind Area (Quadrant 2)
The Blind Area represents things about yourself that you aren't aware of, but that others know about
you. For example, you might not realize that you're a great listener until someone points it out to you. It
can also reveal deeper issues, such as feelings of incompetence or anger that you haven't faced up to, but
that others sense in you.

A small Blind Area indicates that you're aware of how your behavior affects other people, whereas a
large Blind Area suggests that you may be naive or even in denial about it. A large Blind Area could also
mean that your colleagues are keeping what they know about you to themselves.
No one works at their best when they're "in the dark," so it's important to reduce the size of your Blind
Area.
 JOHARI Window
Communication Model
The Four Quadrants
3. Hidden Area (Quadrant 3)
The Hidden Area represents things that you know about yourself, but that you keep hidden
from other people.
You don't need to share all of your private thoughts and feelings with work colleagues.
Naturally, you wouldn't want to reveal anything that would make you feel embarrassed or
vulnerable. Withholding information is perfectly reasonable if it has no bearing on your work.
However, hiding information about yourself that is related to your work or your performance
could lead to co-workers having less trust in you. So, if your Johari Window has a large
Hidden Area, you could try to be more open with them.
 JOHARI Window
Communication Model
The Four Quadrants
4. Unknown Area (Quadrant 4)
The Unknown Area represents things that are unknown to you and by others. For example,
you may have some dazzling untapped abilities that neither you nor anyone else knows about.

A large Unknown Area may just be a sign of youth or inexperience, but it can also mean that
you need to work hard on discovering and releasing new information about yourself.
 JOHARI Window
Communication Model
Considerations of the Johari window model
Disclosure is good for you: being more in the open area leads to better communication. As more
facts, emotions and motivations are brought to light, trust is built between the audience and the
communicator.

Use common sense: while openness is a good policy, it doesn’t mean that everyone needs (or
wants) to know all your intimate details. Be careful who you tell your secrets to and respect the
privacy of yourself and others.

Be short and sweet: whether speaking to a crowd or in a one-on-one situation, only divulge what
you think is important to build rapport or get your point across, have enough self awareness to
know when to stop sharing or listen to the feedback from others if this is a blind spot to enable
your own self discovery.
 JOHARI Window
Communication Model
Considerations of the Johari window model
•Fluctuations occur: over the course of even a single conversation, the window will open and
retract depending on what is said or brought to attention by yourself or others.

•Growth and improvement happen: remember that your characteristics, habits and attributes
change over time. Your own communication abilities, as well as the relationships you uphold,
evolve over time through self-coaching and grow as you become more in-tune with yourself and
others.

•Ask others to observe you: sometimes the only way to expand your communication window
into the open arena is to ask others to watch for your habits. Doing so is a good way to
eliminate the “unknown” Johari Window quadrant since both you and who you’re speaking to
will become aware of the growth potential.
 JOHARI Window
Communication Model
Other Related Theories
•It's helpful to compare the Johari Window model to other four-quadrant
behavioural models, notably Bruce Tuckman's Forming, Storming Norming
Performing team-development model; also to a lesser but nonetheless
interesting extent, The Hersey-Blanchard Situational Leadership team
development and management styles model. The common principle is that as
the team matures and communications improve, so performance improves
too, as less energy is spent on internal issues and clarifying understanding,
and more effort is devoted to external aims and productive output.

•The Johari Window model also relates to 

emotional intelligence theory (EQ) , and one's awareness and development
of emotional intelligence.
 JOHARI Window
Communication Model
Other Related Theories
•As already stated, the Johari Window relates also to Transactional Analysis
(notably understanding deeper aspects of the 'unknown' area, region 4).

•The Johari Window processes of serious feedback solicitation, disclosure,

and striving to uncover one's unknown area relate to Maslow's 'self-
actualization' ideas contained in the Hierarchy of Needs.

•There are several exercises and activities for Johari Window awareness
development among teams featured on the team building games section, for
example, the ring tones activity.
STAR Observation
Situation
Tasks
Action
Results
STAR Observation
STAR Observation
Technique. 
A supervisory tool which is
useful to collect
information from the actual
teaching-learning activity in
the classroom.
STAR Observation
 References
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 End
of
Presentation