THE ART OF

MANAGEMENT IN THE
PHILIPPINE SETTING
 MANAGEMENT
According to Franco (1979) :
Management is about man,
about people, and not alone
about things, systems,
resources or skills.
 MANAGEMENT
Management is about
managing men. People is
its primary business, not
profits, resources,
systems, or outputs.
 In the Philippines, there
are five types of Filipino
managers according to
Ernesto A. Franco.
1. Manager “by 4. Manager “by
kayod” oido”
2. Manager “by 5. Manager “by
lusot”
3. Manager “by ugnayan”
libro”
 MANAGER “BY KAYOD”
Kayod is a Filipino term
which means to sweat it out
or to give oneself to hard
work.
He is a serious worker and will not give
in to bribing or any unusual deals.
 MANAGER “BY LUSOT”
This manager will always be on the
lookout for loopholes of anything and
will use them to avoid too much work,
or as an excuse for failure.
 MANAGER “BY LIBRO”
This type of manager
operates by the dictates of
the book – what the manuals
and other formal documents
say.
 MANAGER “BY OIDO”
This manager learns his
managerial skills by oido or
ear. He has a vast field of
practical experiences to
compensate for his lack of
formal management
education.
 MANAGER “BY
He isUGNAYAN”
the hybrid of all
types of managers. Hence, he
is one type of manager now,
and different in another time,
depending on the situation.
 “Oido” and “Libro” managers – content-
oriented managers
They are mostly the planners and thinkers in
the organization.
“Kayod” and “Lusot” managers – process-
oriented managers
They are mostly the implementors and doers
in the company.
“Ugnayan”managers–content-
oriented/process-oriented managers
They are the best model, for they are highly-
resilient and very adaptable.
MANAGEMENT BY
FILIPINO VALUES
SYSTEM
 Values System
It refers to the set of beliefs
and attitudes that a group of
people share.
It regulates the behavior of
people, society or
organization.
 The value system of the Filipino
people strongly influences the
emerging Filipino. Known for his
“Juan Tamad” attitude, he has to be
motivated in order to be
The Filipino needs are said to
productive.
be unique, simply because we
have different values.
The hierarchy of needs of a Filipino
are the following:

FAMILISM

This refers to emotional

closeness and security in the
family.
 RECIPROCITY
This is based on the utang na
loob concept, the need for
pagbibigayan and
pagpapalitan compels the
recipient of any favor to
express his gratitude by
 SOCIAL ACCEPTANCE OR
PAKIKISAMA
To be ultimately accepted by
people who matter is the
desire of every Filipino.
This is also the manifestation
of the Filipino amor propio.
 SOCIAL mobility OR
Pag-unlad
The average Filipino desires to
possess the essentials for a
decent life and the
opportunities for improving
oneself.
 The need for self-esteem
or pagkamagaling,
pagkabayani

The Filipino desires to be

respected and esteemed –
this is the dream and
aspiration of all individuals.
 To describe the emerging Filipino values of
our time is to describe the Filipino today. By
examining the present mold of the Filipinos,
we might discover that there are some
changes in terms of our values.
 According to a study
conducted for a masteral
thesis in Ateneo University,
the Filipino is no longer as
hospitable as he was several
years ago.
 According to Llacuna, the
Filipino sense of loyalty has
also changed. The Filipino
sense of loyalty can be
abused at times when the
stress is loyalty to persons
rather than to ideals or
 Llacuna also observed the
emergence of some terms
such as balimbing and sipsip.
These terms connote
disloyalty or confused
loyalties.
 There is also the emerging
concept of kanya-kanya and
pagkakaisa. It is said that
Filipinos are highly
individualistic and
regionalistic. This is where the
kanya-kanya concept enters.
Llacuna also noticed that in
media, songs encouraging
Pagkakaisa are often heard.
This is a way, to encourage
people to join hands with
other sectors of society.
 From a situation where the
Filipino experienced an
identity crisis emerged a
Filipino who is proud of
himself, a Filipino who refuses
to be marahas (violent), but
who has become very
effective, a person with
MANAGING HUMAN
RESOURCES
This is used to describe both
the people who work for a
company or organization and
the department responsible
for managing resources
related to employees.
 In managing human
resources, the following
activities are
Recruitment and Selection
involved:
Training and Development

Performance Appraisal & Feedback

Pay and Benefits

Labor Relations
 The process of finding and
hiring the best-qualified
candidate (from within or
outside of an organization) for
a job opening, in a timely and
cost effective manner.
This is the acquisition of skills,
knowledge, and attitudes
which enable people to
achieve their current and
future individual and
corporate objectives.
 This provides information
about how to train, motivate,
and reward workers.
High performing employees
should be rewarded with
raises/bonuses.
 Managers need an effective
relationship with labor unions
that represent workers.