TY - BOOK AU - Kahulugan, Psyche M. AU - ED - ED - ED - ED - TI - : developing alternative management tool SN - 2 PY - 0000///46 CY - PB - KW - KW - 2 KW - 0 KW - 6 KW - 20 N1 - Thesis (Ph.D.) -- Pamantasan ng Lungsod ng Maynila, 2006.;A dissertation presented to the faculty of the Graduate School of Management in partial fulfillment of the requirements for the degree Doctor of Business Administration; 5 N2 - ABSTRACT: The study provides an understanding of the management acumen of Japanese and Filipino managers, specifically their approaches to the company's operational problems through their experiences and beliefs. Based upon lessons learned, come up with a comprehensive Alternative management tool that will adopt a long- term approach to the developing managerial skills in the Philippines. Specifically, the study provided the information regarding the level of success in eliminating managerial problems encountered by the Japanese and Filipino managers in the application of the management styles with regards to Organizational management and development; and Corporate governance. This study also established the extent of presence of management practices and approaches as well as the common and unique management practices among Japanese and Filipino managers and whether there are significant differences in the problems encountered and management styles by the Japanese and Filipino managers in the application of the management practices and approaches with regards to the following variables: goal setting, decision making structures, planning techniques, leadership tools, professionalism, information/ communication, placement and selection, compensation and benefits, training and education, employees satisfaction and retention and employee relations. In covering this study, the descriptive method of research was utilized. To assess the presence of management practices and approaches as well as the common and unique management practices among Japanese and Filipino managers, the author conducted a survey among the 240 managers who have direct knowledge and experience about personnel related matters; to further validate the results of the study informal interview with the respondents was done while retrieving the form, exploratory approach was also used. Study covered only the National Capital Region area since this is where the top 1,000 corporations are geographically located. Using the BIR and SEC reports, the subject Japanese and Filipino firms representing the different industries are identified. The respondents are the regular employees from telecom, manufacturing, broadcasting, trading and banking/ financing industries, Itochu Corporation, Kawasaki Heavy Industries, Ltd., Sumitomo Corporation Group, Fujitsu Philippines, Orix Metro Leasing Corporation, Philippine Long Distance Telephone Company (PLDT), Nestle Philippines Incorporated, ABS-CBN Broadcasting Corporation, Advance Communication Systems, Inc., RCBC Capital Corporation; only those managers who have been working on regular status for at least two (2) years were considered as respondents of the study. 1. Managerial Problems Encountered The instrument used in the collection of information for this part of the analysis was formulated as an open-ended questions. The responses, however, failed to generate any additional problems aside from those listed in the questionnaire. A. Organizational Management and Leadership. The Japanese firms showed superiority in solving management and leadership problems with an average of (8.99) and the Filipinos registered a success range with an average of (8.64). B. Work Values and Attitude. In this area, the Japanese firms showed superiority over their Filipino counter parts. The group registered a success range of (9.63) to (9.23) thus, hypothesis no. 1 is accepted. C. Personnel Management and Development. In the area of personnel management and development, it is the Filipino firm's group that reported a better overall success level of (9.50) in solving the problems encountered. D. Corporate Governance. In this area, the Filipinos again showed their superiority with (8.31) success range against their Japanese (7.73) counterparts. 2. Extent of Presence of Management Practices and Approaches The picture painted by the results in the previous section is something expected. The respondents were taken from the top companies in the country, thus, one can say that their companies could not have reached such position if their managers were not successful in solving the problems they encountered in their operation. The other supportive issue is the fact that all the companies are exposed to the same political, economic, social and technical components of the business macro-environment. If ever there are differences, it is dictated by the internal environment of each firm, a unique situation inherent only to a particular firm. Common and Unique Management Practices The Japanese and Filipino managers were treated as separate matrixes. For purpose of this section, the two matrixes were first transform by multiplying the input as to the extent of use of the procedures captured by part 2 of the questionnaire with the success level of problem solving. The transformed matrixes were then combined to form a single uniqueness matrix. This transformed matrix was subjected to principal component factor analysis with varimax rotation. Since there are only three possible outcomes-common practices, unique to the Japanese and unique to the Filipino, the program was instructed to extract only three factors. CONCLUSIONS: Based on the foregoing descriptive finding and hypothesis testing the following conclusions are hereby deduced: 1. The managers, Japanese or Filipino, face similar types of managerial problems in the operation of together respective companies. If ever, it is in their successful handling of the problematic situation that the differences are appreciated. 2. Managerial procedures and approaches in handling problematic situation are also similar. Differences appear only in the individual procedure/ approach execution. 3. There are more common procedures being applied by the managers. However, there are still areas that unique to either a Filipino or Japanese manager. 4. The better of the Japanese two worlds could be combined into an alternative tool of managerial approach, which highlights different focal areas. Though these areas may be similar to already existing concepts, the elements influencing them do not follow the current classification. RECOMMENDATIONS: The dynamics of political, economic, social and technical aspects of the business environment produces an every changing business atmosphere. The Managers are forced to adjust to this dynamics. The current practice of benchmarking resulted in the generalization of procedures and approaches, reducing the uniqueness of each company. Managerial attention is now, therefore, focus on the generation and/or enhancement of one's competitive advantage, it being understood as unique to a particular company. The Specific Recommendations are: For Filipino and Japanese Managers or Executive with the Same Level or Position 1. On Organizational Management and Leadership a. Goal Setting Develop a clear vision for where you want the organization to go. Employee must be given clearly defined roles. Keep the vision alive. b. Decision Making Structures Involve all your employees in the decision making process. Encourage employees to speak up what they have in mind. Develop the plans that determine the goals an organization will pursue. Design Organizational Structures. c. Leadership Tools: Managers are expected to lead their employees. 2. On Work Values d. Professionalism Respect your employees. e. Information / Communication Go out your way to make employees comfortable in approaching and speaking with you. Encourage employees to speak up what they have in mind. Must somehow imbue to employees, other culture. 3. On Personnel Management and Development g. Recruitment, Selection and Placement Appropriate selection of manpower Checking reference h. Compensation and Benefits Increase awareness of workers demand. Realization of workers position and wage related demands. Linked rewards to organizational goals. i. Training and Education Equal educational opportunities regardless of nationality, gender or age. Helping to develop employees. j. Employees satisfaction and Retention Have frequent contact with your employees. Trust and Authority. Create a new human resource policy. Increase diverse workforce. k. Employees Relation Don't be a prisoner to your office.; Be honest and truthful to your employees at all times. When you make a promise, be sure to keep it. 4. On Corporate Governance l. Transparency Regularly inform management of your employees' real feelings. m. Accountability Encourage individual responsibility for their contribution. Avoid blaming others when you have to give bad news to your employees. n. Fairness Get employees involved. For Government Agencies, like DOLE, SEC and BIR To establish an Agency that will somehow educate prospective workers, businessmen, educators and students about Japanese or other countries culture and traditions to help them adopt on such working environment of multicultural companies ER -