Pinoy Management: by Dr. Ernesto Franco

PINOY MANAGEMENT
By Dr. Ernesto Franco

PINOY MANAGEMENT
 entrepreneurial management
 a two headed phenomenon — that of optimizing
the best of the formal organization and the impact
of the informal organization at the same time
 it is street smarts and brawns combined with
brains (means a lot of drive and energy, sticking
to one’s hunches and feelings, thinking non-linear
at times)
 the balancing act of heading the formal structure
and being the real boss of the informal framework
PINOY MANAGEMENT STYLES
 MANAGEMENT — BY — KAYOD (REALIST MANAGER)
 MANAGEMENT — BY — LIBRO (IDEALIST MANAGER)
 UGNAYAN MANAGEMENT (RECONCILER MANAGER)
 MANAGEMENT — BY — LusoT (OPPORTUNIST
MANAGER)
MANAGEMENT — BY — KAYOD
(REALIST MANAGER)
 • He wants quick action (Ang gusto n’ya aksyon agad)
 • He is an autocrat
 • He is a sigurista
 • He knows first things first (Marunong)
 • He has gut feelings (oido)
 • He goes all the way
 • He knows how to use people and resources
 • He cuts problems down to a manageable size
 • He is practical
 • He decides immediately
 • He is impatient (apurado)
 • He is tuso
MANAGEMENT — BY — LIBRO
(IDEALIST MANAGER)
 He is a thinker (palaisip)
 • He is a technocrat
 • He is meticulous (mabusisi)
 • He loves the drawing board (Mahilig so drawing-
drawing)
 • He is systematic
 • He strives for professional performance
 • He attacks the total problem, not just the parts
 • Think first before deciding (Isip muna bago decide)
 • He is stubborn (matigas ang ulo)
 • His ideals are high (mataas ang panaginip)
 • He is known for quality
UGNAYAN MANAGEMENT
(RECONCILER MANAGER)
 • He has balance
 • Contingency management style
 • He is solid
 • He chooses well
 • He has 3 eyes
 • He is very exceptional
MANAGEMENT — BY — LusoT
(OPPORTUNIST MANAGER)
 He is willy—nilly
 • He has no conscience (walang konsensiya)
 • He loves to get by (Mahilig sa lusot)
 • He is inclined to easy settlements (Mahilig
sa ayusan)
 • He avoids headaches (ayaw ng sakit ng ulo)
 • No money, no work (Kung walang atik,
walang performance)
VARIATIONS OF OPPORTUNIST
MANAGER
 MANAGEMENT BY PAKIRAMDAMAN
 means managing according to what one feels is the
desire of the higher-ups or those in authority. He
follows exactly what the higher-ups want him to do; no
more, no less.
 Characteristics:
 • Hinay-hinay lang; pakiramdam muna bago decide
 • Listen, then act, then listens again
 • Do not commit
 • Do not decide
 • Do not act
 • Saan ba ang hangin? Doon toyo!
 MANAGEMENT BY TAKUTAN
 means achieving results by threatening or by
inflicting fear. This kind of leader sees to it that
his subordinates fear him; his fellow officials fear
him; that everybody fears him.

 • Sindak style
 • Palakihan ng mata
 • Mga kilay ni Max Alvarado
 • Boses ni Ben David
 • Simangot eternally
 • Uses sermonizing, sabonizing, and tangalizing
 RIBBON-CUTTING MANAGEMENT
 Management style used to obtain publicity and high
visibility for their projects and for themselves; to

show alleged speed in planning and implementation,
thereby claiming action lifestyles; and to look
pleasing and guwapo to the powers-that-be.
 • Full of schoolboy enthusiasm and the razzle-
dazzle of a “project completed”

 • Mahilig sa bongga
 • Mahilig sa timing
 • May connection sa press. Magaling sa publicity
 • Magaling sa mobilization
 • Magaling sa positioning
 11TH HOUR MANAGEMENT
 practiced by most managers as last minute “adhoc-
cracy.” This management styles is practiced to suit a
Filipino tendency to relax first and then gather steam
when deadlines are near.
 • Relaks lang muna. Hinay-Hinay lang. Malaya pa
iyon!
 • Saka no ‘yon attitude. May araw pa ring darating!
 • Kayang-kaya yan pagdating ng panahon!
 • Inability to implement according to original plan.
 • Weak monitoring and evaluation
 • Lack of enthusiasm for daily grind and for regular
sustaining of project
 PATSAMBA-TSAMBA MANAGEMENT
 guess work management wherein one works
without any direction nor procedure.


 • He uses the kapa-kapa system
 • His favorite song is “Where do I begin?”
 • He is expert in tagpi-tagpi solution
 • He has a sige-sige attitude
WEAPONS FOR THE MANAGER
 KAILANGAN MAY No.2
 A manager must have a real confidant, a true
assistant, his own eyes and ears. Every

manager has a number 2— his assistant or
deputy, sometimes his secretary or even the
driver. They may or may not have titles, but
you can trust them.
 GRAPEVINE MACHINE (TSISMIS MACHINE)
 Good managers have a gossip mechanism

within the company. They know who are the
talkative ones. They use them to spread
unofficial talk or ideas, or unpleasant steps or
actions still being planned to get an unofficial
feed back
 KAILANGAN MAY HATCHET MAN
 The hatchet man is your assistant who is like

a verdugo. He is a “killer” type who fires
people, scolds and bawls out employees,
reprimands supervisors, sends tough memos,
confronts intriguers. However, the use of
hatchet man should be a last resort: only
when all other resources do not work
 BE AN EXPERT ON TIMING
 Tiempo is very critical in many business
transactions or projects. And yet it is hard to

define or lecture about. It’s not in the books!
 AVOID LOSERS
 You might encounter people who constantly
don’t make it, no matter what he does! Avoid

them, you might be like them!
 MAKE IT PERSONAL
 Filipinos are very personalistic in their ways:
to them, loyalty, commitment, camaraderie

are more important, rather than non-
personal traits like efficiency or effectiveness.
We have to wrap our westernized and
impersonal goals of efficiency and
effectiveness in personalized packages
 NBA STYLE: ONE-ON-ONE
 Use go-between or intermediaries to reach those
you cannot in touch with or are giving you a hard

time. Tackle them personally. Eyeball-to- eyeball!
 POWER PLAY! LABAN!
 This is an extreme situation when the enemy, the
other group, another company, or someone in

power puts the squeeze on you and you have no
other recourse but to fight back. You marshal
your forces slowly, test the enemy, flanks slowly,
and then unleash at the right time. This often
happens when an organization is filled with
intrigues, gossipers, and rumor-mongers
 NEVER SAY NEVER!
 Leave the door open for reconciliation, for
change, for improvements, for making

amendments. Situations change. People
change. Be firm, true; but like the bamboo,
be flexible
 BE SITUATIONAL AND CONTINGENT
 Sometimes, the answer to management
problems is “Depende!” There is no single

formula. There are times you must be
systematic, or personalistic, or quantitative,
or intuitive!
 CHOOSE YOUR GROUNDS
 Don’t fight in a hostile environment where
you don’t have resources or support. Choose

your battleground
 No HASSLE RULE
 Good managers try to simplify ways. They
seek the direct, shortest route to a problem.

Sometimes, they are not concerned with the
process, the method, or the route but the
what and why
 IF YOU CAN’T HACK IT, Go AWAY!
 Be sure you can handle the outcome of any
action you made because man is revengeful!

 FOR THE LAZY OR THE SMART-ALECK
 People who are lethargic and slow tend to
justify their turtle pace with philosophizing and

rationalizing. Don’t engage them in endless
debate
 IT’S DIFFICULT TO HAVE AN ABSENTEE OWNER
 Don’t be an absentee landlord if you want to
into business; or else, the employees will goof

off, put one over him, or the customers will run
circles around the staff
 LET HIM HANG HIMSELF
 There are organizational members who want
to show off by advocating new ideas that you

know are risky, costly, or really impossible. If,
despite your reasoned objections or efforts
you still cannot convince them to abandon
the idea or project, let them (with their own
rope) hang themselves. Problems will emerge
to trap them and perhaps it may turn out to
be valuable lessons for everyone
 ACT INTELLIGENTLY. PRETEND TO THINK
ALWAYS!
 There are managers who smoke the pipe,
always wear the business suit, and always

give the impression that he is very cool,
calculating, and precise manager. But he has
nothing to offer by way of creative ideas,
energetic leadership, or resources
mobilization
 ENTER WHILE IT’S HOT
 Be alert to hot products, to new fads and
consumer interests, to the happy moods of

the boss or powers-that-be. At those
moments, seize the opportunity and ride with
the trends
 YOU HAVE TO BE SMARTS Too!
 You have to have an area of expertise, a
specialization, something entirely yours,

gained through experience, exposure,
academic training, travels, family tradition, or
association
 DON’T DO EVERYTHING ALONE!
 Delegate. Trust subordinates. Select the
person. Spell out the results you want, tell

him what is expected of him and give him
authority. Support him
 THINK CHINESE
 Think like the Chinaman! They do not spend
more than what they earn. They are street

smarts. They know the business well, all the
important facts, all the effective connections,
all the right discounts and suppliers
 THINK JAPANESE
 The Japanese establish a network of
communication and consultations at every

line of the company. They touch base with
every important person or unit involved. They
consult, draw consensus, agree, unite, and
are fiercely competitive
 FOLLOW-UP
 This is a key to management success. It helps
to get a number 2, who is meticulous and

gets his fingers into every pie
 A NO IS A NO!
 Management is also the ability to say halt, stop, no,
enough! Saying “No” often brings many long-term

good results
 DEADLINE CONSCIOUS!
 Be aware of deadlines! Learn how to set deadlines!
Think like a clock!

 YOU’RE THE OWNER BUT YOU’RE NOT THE BEST!
 Ownership does not mean superior management!
Oftentimes, the owner is a nuisance in the business.

 BODY LANGUAGE IS IMPORTANT!
 Managers have to operate in the cultural context of
their employees. It is said that body language or

nonverbal communication is 55% effective
Weaknesses of Pinoy Workers
 Walang bilib sa sarili (No confidence in
oneself)
 Dikdik sa Colonial Mentality (Indoctrinated
with Colonial Mentality)
 Masyadong relaks (Overly relaxed)
 Ningas-cogon (Not a follow-up people)
 Holiday mentality
 Lack of managerial and organizational
effectiveness
 Lack of self-reliant tenacity

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PINOY MANAGEMENT

By Dr. Ernesto Franco

visibility for their projects and for themselves; to

dazzle of a “project completed”

without any direction nor procedure.

assistant, his own eyes and ears. Every

 Good managers have a gossip mechanism

 The hatchet man is your assistant who is like

transactions or projects. And yet it is hard to

don’t make it, no matter what he does! Avoid

to them, loyalty, commitment, camaraderie

you cannot in touch with or are giving you a hard

other group, another company, or someone in

change, for improvements, for making

problems is “Depende!” There is no single

you don’t have resources or support. Choose

seek the direct, shortest route to a problem.

action you made because man is revengeful!

justify their turtle pace with philosophizing and

 Don’t be an absentee landlord if you want to

into business; or else, the employees will goof

to show off by advocating new ideas that you

always wear the business suit, and always

consumer interests, to the happy moods of

specialization, something entirely yours,

person. Spell out the results you want, tell

more than what they earn. They are street

communication and consultations at every

to get a number 2, who is meticulous and

enough! Saying “No” often brings many long-term

Think like a clock!

Oftentimes, the owner is a nuisance in the business.

their employees. It is said that body language or

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