Filipino Management Styles and Values

Background

• The Philippines is a unique mix of Asian and Western influences due to historical ties with Spain, the United States, and the Catholic Church.
• Despite being in Southeast Asia, the Philippines has limited influence from Islam compared to neighboring countries like Malaysia and Indonesia.

Filipino Organizational Structures

• Organizations in the Philippines are typically hierarchical with a strong emphasis on hierarchy.
• Decision-making power is concentrated at higher levels, making it crucial to establish senior-level contacts for major decisions.
• Lower-level employees may not be entrusted with significant decision-making authority.

Filipino Management Style

• Familism: The family's needs take precedence over individual needs.
• Personalism: Personal relationships and face-to-face encounters are highly valued.
• Emotionalism: Filipinos tend to express emotions openly and rely heavily on emotions in decision-making.

Core Filipino Values

• Bayanihan: This refers to the spirit of communal unity and cooperation, where individuals work together for a common goal.
• Amor Propio: This involves the sense of self-esteem and self-respect, influencing how individuals value themselves and their contributions.
• Hiya: A sense of shame or embarrassment that drives behavior and social conformity.
• Pakikisama: The desire to conform and avoid conflict, leading to a preference for harmony and consensus.
• Utang na loob: This reflects a sense of indebtedness and obligation to those who have done good deeds, shaping social interactions and expectations.

On Teams

• The concept of "pakikisama" heavily influences teamwork dynamics, emphasizing harmony and avoiding direct confrontation.
• Maintaining the "face" of team members is crucial, as insulting one member can be perceived as insulting the entire group.
• Managers are expected to be strong leaders and champions of their teams.

On Communication Styles

• Filipinos often use coded language, where words may not directly convey their meaning.
• Saying "yes" when they mean "no" is common, requiring careful observation of non-verbal cues.
• Body language can also be misleading, making it essential to interpret communication with cultural awareness.

On Meetings

• Meetings tend to start later than scheduled.
• Small talk is prevalent at the beginning of meetings.
• Filipinos are non-confrontational, making overt disagreements rare.
• Seemingly harmonious discussions may not reflect genuine agreement.

On Gift Giving

• Offering small wrapped gifts can enhance relationship building.

On Dress Code

• Dress code is generally formal, but lightweight clothing is preferred.

Five Types of Filipino Managers

• Manager by Kayod (Realist): Hardworking, decisive, and uses people effectively.
• Manager by Lusot (Opportunist): Seeks loopholes to avoid work, focuses on easy solutions.
• Manager by Libro (Idealist): Follows rules and procedures, values formal education and training.
• Manager by Oido (Pragmatist): Learns by experience, relies on practical knowledge.
• Manager by Ugnayan (Reconciler): Balances different management styles, emphasizes adaptability and compromise.

How They Take In People

• Manager by Kayod: Uses the "man in the jungle" method, focusing on practical skills and experience.
• Manager by Libro: Prefers highly qualified individuals with formal education.
• Manager by Ugnayan: Accepts candidates with some experience, screens them thoroughly.
• Manager by Lusot: Headhunts for specific skills and connections.

How They Act During Implementation

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