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100			_e _e _aTirones, Regina D. _d _b4 _u _c0 _q16
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245		0	_a _aCommunication flow : _d _ba determinant of group morale as perceived by school personnel / _n _cRegina D. Tirones. _h6 _p
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300			_e _e _c28 cm. _av, 97 pages _b
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321			_a _a _b
336			_b _atext _2rdacontent
337			_3 _30 _b _aunmediated _2rdamedia
338			_3 _30 _b _avolume _2rdacarrier
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500			_a _aThesis (M.A.) -- Pamantasan ng Lungsod ng Maynila, 2002.;A thesis presented to the faculty of Graduate School of Arts, Sciences and Education in partial fulfillment of the requirements for the degree Master of Arts in School Principalship. _d _b _c56
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520			_b _b _c _aABSTRACT: Communication plays an important role in the attainment of the school organization's objectives. When properly harnessed by superiors and subordinates, it can be a vital tool in building a camaraderie, understanding and unity between and among school administrators and personnel. The study sought answers to the following: 1. What is the demographic profile of the school personnel respondents as to: a. age b. gender c. educational attainment d. civil status e. length of working experience/service 2. What characterize the principal's communication flow according to: a. downward communication b. upward communication 3. What characterize the group morale of the school personnel according to: a. leadership synergy b. recognition c. supervision 4. Is there a significant correlation between the principal's communication flow and the group morale of the school personnel in terms of : a. leadership synergy b. recognition c. supervision 5. Is there a significant difference between the demographic profile of the school personnel and each of the following: a.. communication flow - downward communication - upward communication b. group morale - leadership synergy - recognition - supervision The following hypotheses were tested at 0.05 level of significance: HO 1: There is no significant correlation between the principal's communication flow and the group morale of the school personnel in terms of a. leadership synergy b. recognition c. supervision HO 2: There is no significant difference between the demographic profile of the school personnel and each of the following: a.. principal's communication flow - downward communication - upward communication c. group morale - leadership synergy - recognition - supervision One hundred thirty-eight (138) school personnel from City of Mandaluyong Science High School (CMSHS) and Manila Science High School (MSHS) were the respondents of the study Questionnaire was used to gather data and findings were reinforced through in-depth interview. Statistical treatment of the data was confirmed to relative frequency, weighted mean, average weighted mean, chi-square and ANOVA. Data showed that in downward communication, directives, orders and decrees were often manifested. The indicator that talked about the principals telling the subordinates to comment about the way things were done in school ranked last among the other indicators. This implies that the principals ask seldom suggestions from their subordinates. In upward communication, the respondents revealed that they often ask questions for clarification of instructions. This implies that the school personnel want to gain the confidence of the principal. The respondents want to perform their tasks properly as revealed in the in-depth interview. On the other hand, the respondents felt that they seldom/rarely inform their principals about the errors they commit related to their work. This justifies the fact that they wanted to gain the confidence of the principal. The respondents claimed that the task was their responsibility anyway, so they better accomplish it properly and apply proper remedy/solutions to problems that may arise. In terms of leadership synergy, the respondents revealed that they had moderately high (CMSHS) and high (MSHS) group morale when it comes to their participation in planning, evaluating and revising the school activities, plans and programs. This implies that the school personnel were satisfied with their performance on the said indicator. However, the said indicator ranked last among the others. This implies that although the respondents were satisfied with their performance on the said area, they were still looking forward for an improvement on this aspect. This justifies the results stated earlier-the principals seldom ask suggestions from their subordinates. In terms of recognition, the respondents believe that they had high level of morale when it comes to using their potentials and capabilities to the fullest. This implies that a principals were able to tap their potentials and eventually were able to bring out their subordinates best. In the context of supervision, the respondents revealed that they were welcome willing to learn and to be guided by their superiors. On the other hand, the respondents revealed that the indicator that talked about the principal's expression of concern for their personal welfare ranked last. This may be associated with the respondents claim that communication flow was manifested only during professional meetings and through memoranda. Hence, the respondents do not feel the principal's concern because they do not have opportunities to discuss informally. Data showed that the principal's communication flow had significant correlation with group morale. The r values were tested at 0.05 level of significance. The first null hypothesis is rejected and the alternative is accepted. This means that the principal's communication flow had significant correlation with the level of group morale. Data also showed that the demographic profile of the respondents except for civil status, had significant difference with certain communication flow and group morale variables. The F values were tested at 0.05 level of significance. The second null hypothesis is rejected and the alternative is accepted. This means that the demographic variables had significant difference with certain communication flow and group morale variables. Recommendations that would enlighten those concerned about the relationship that exists between the principal's communication flow and group morale were given by the researcher. It is hoped that these suggestions would help promote better communication flow and high group morale among school principals and personnel. _u
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