Filipino and Foreign

Cultures in Organization
 filipino owned organizations Exhibit a
different organizational culture as
compared to their foreign counterparts.
Filipino and foreign culture in organization
excert big influence on how managers do
their function and how their subordinates
respond to rules regulations and
leadership styles. Organizational culture is
a critical factor in numerous
organizational and endeavors
 Shared Values and Beliefs of Filipino
 Different people from around the world have their own set of values
or beliefs that they share and consider significant as a group or a
community. As filipinos we are no different from other groups around
the world our unique culture also influenced our attitudes about work
as well as our habits
 the three primary filipino values
1. Social acceptance- this value focuses on the desire of filipinos to be
accepted and treated well by others his or her family relatives friends
and the members of communities organization who are he or she
belongs in accordance with his or her status for what he or she is and
for what he or she has accomplished
2. Economic security- this value emphasized that one
must have financial stability and that he or she must be
able to stand on his or her own two feet without
incurring depth in order to meet his her her basic
material needs
3. Social mobility this valley is concerned with her or his
degree to move up the social ladder, to another higher
economic level, to a hired job position, to a position of
respect in his her her family her in the community
where he or she live or in the organization where He or
she belongs
 among the examples of filipino beliefs and practices are
the mañana habits,ningas cogon, and Filipino time
the mañana habits pertains to the belief that is it is all right to
postpone work or finish task to another day. Instead of finishing
the task at hand, one apts dress or engaged in leisurely
activity. On the other hand,Ningas Cogon is a filipino of
practice that refers to the initial show of Enthusiasm over a
project during its beginning and the warning of this interest.
Similarly the energy level of the work lowers in the course of
the project hence work slows down.
filipino time pertains to the common filipino practice for in
arriving 15 to 30 minutes late to work or meetings when
associates’ and friends is considered acceptable.
Influence of Filipinos Shared Values and
Beliefs on Organizational Management

 the filipino values of social acceptance economic security and social

mobility may have both positive and negative implication to organizational
management. How these values may motivate a filipino worker to work
hard and to be really serious in trying to help achieve the organizational
goals as their will head to the fulfillment of his primary values. Managers of
organization will find it easy to manage their firm when they’re filipino
workers are guided by the primary values earlier mentioned. However an
exaggerated valuing of social acceptance economic security and social
mobility may influence the filipino worker to be self-centered selfish and
unmindful of whether she or he “steps on the toes” of his or her coworkers
just so he or she could fulfill these values quickly.
 managers of organization may have a problem manage in some obsessive
and selfish filipino workers since their workers may also be unmindful of
following the company’s rules on ethical behavior, on respect for the rights
of others and on maintaining good interpersonal relation to avoid conflicts
 the mañana habits ningas Cugon and filipino time on have negative
implication to organizational management. Postponing the completion of
task, being energetic and enthusiastic only at the beginning of projects,
and coming 15 to 30 minutes late for work or meetings are all
counterproductive and will delay the achievement of company goals.
Managers may also find it difficult to manage filipino workers with negative
beliefs practices as it will in Enevitably result In endless conflicts
Influence of Foreign Culture on
Organizational Management
 as earlier mentioned in chapter 2, country culture impacts on the behavior
of both administrators knowing their beliefs and values and their cultural
dimensions will make it easier for administrators to manage subordinates
and for subordinates to know the management style of their superiors;. Also
employs belonging to one culture will have better relations with co
employees belonging to one another culture because of This. Some
examples cited by kreitner and kinicki (2013) are the following cultural
dimensions
 Gender Egalitarianism- refers to the amount of effort which must be put into minimizing
gender discrimination and role inequalities it is highest Hungary Poland Slovenia Denmark
and Sweden and lowest in South Korea Egypt Morocco India and China
 Assertiveness- refers to how confrontational and dominant individual should be in social
relations it is highest in GermanyAustria Greece U.S and Spain and lowest in Sweden New
Zealand Switzerland Japan and Kuwait
 Performance Orientation- refers to how much individual should be rewarded for
improvement and excellence it is highest in Singapore Hong Kong New Zealand Taiwan
U.S and lowest in Russia Argentina Greece Venezuela and Italy
 Humane Orientation- Referd to how much society should encourage qnd reward peoplr
for being kind, fair, friendly, and generous it is hight in the Philippines.,Ireland,
Malaysia,Egypt, Indonesia and lowest in Germany, Spain, France, Singapore, Brazil
so for example if one is a manager in South Korea Egypt Morocco India and China he or she
may not worry too much about gender discrimination and role inequalities since female
employees do not mind receiving a job assignment that will make them subordinates or male
employ is by looking at the cultural dimensions and there’s course managers and employees
would have an idea on how to act and handle situations