During the time that this topic was discussed in class, I was left with a lot of questions in mind about the current situation the company where I belong right now. To help me enlighten with the truth and to somehow help in resolving the problems I used the Symptoms of Passive-Aggressive Organization indicators by Booz Allen Hamilton in diagnosing the passive-aggressiveness of my organization.
Inability to Execute
• The organization is extremely resistant to change.
DVC is a three year old school and it just completed the CHED requirements for it to be recognized as a legitimate college institution. As of this moment we are still waiting for the results. During the time that we are still collecting the data and complying all the suggestions from the CHED team we are all in the same boat for a positive change. We encounter a lot obstacle before we finalized everything. Change was needed that time not just to follow the guidelines in running a school but also to be prepared in future of DVC. Everyone embraced the fact that we have to change a bit not just with our way of managing the school but with how we approach the situation wherein our students will soon be graduating next year. I think one of the conflicts with this change is how our Korean administrator understood the process of the recognition. He believes that it doesn’t need to spend a lot in order to comply with the CHED requirements because the sponsors of the school will provide enough for the satisfaction of the students, parents and the community. With a thorough explanation the administrator tried to understand policy and was able to provide what is needed.
Since the organization is not merely a structure or a building but it is compose of people. Change for most people is somehow nerve racking because it involves the period of adjustments and not just success but failure as well. There are employees that are very much with their comfort zone and are not willing to receive a big responsibility. They might be one of those people who are reluctant in grasping the leadership position because they want to go out from the school after their duty or they lack dedication to the job. The academe is not an 8 hour job unlike the industry because for as long as your expertise is need you need to give out your volunteerism attitude not just to render a hand but most especially to set an example to the students.
• Reaching consensus is easy, but actions are not implemented.
The good thing about the DVC faculty and staff is that we practice hearing the suggestions and opinion of everybody. Everyone is entitled of her or his opinion regarding a certain issue or progress. The administrator is very much concern with the output that is why arguments comes along the way due to conflict of interests.
• Employees often ignore strategic edicts from management.
Sometimes orders are often ignored when it comes from your co-worker because it only appears to be a favor. Unlike if your boss is the one who state the order even if it is against your will but you are left with no other choice but to obey. This is what I’ve experienced in the academe wherein you can only rely on your own skills unless your co-teachers voluntarily helped you with a task not related to the academic side of the school but for extracurricular activities. It may sound unfair on my part but all I did is just to ignore the person and move on. The only thing that bugs my ears is that these people become your number critics. On a lighter it is also a good venue for you to check the attitude of your colleagues to gauge the level of task that you can assign to them in the future.
• Lack of ownership and accountability leads to inaction or irresponsible behavior.
This is a result of lack of leadership skill of an individual that is why they are reluctant in getting involved in the decision making especially in creating an output. There are only few employees that have this attitude in our institution and they cannot affect the target or the presentation of the company.
Ineffective Decision Making
In this indicator it would be best if we first determine how centralized and decentralized organization works according to http://www.12manage.com/methods_centralization_decentralization.html.
Centralization is the process of transferring and assigning decision-making authority to higher levels of an organizational hierarchy.
• In a centralized organization, the decision making has been moved to higher level tiers of the organization, such as a head office, or a corporate center.
• Knowledge, information and ideas are concentrated at the top and decisions are cascaded down the organization.
• The span of control of the top managers is relatively broad and there are relatively many tiers in the organization.
Decentralization is the process of transferring and assigning decision-making authority to lower levels of an organizational hierarchy.
• In a decentralized organization, the decision-making has been moved to lower levels or tiers of the organization such as divisions, branches, departments or subsidiaries.
• Knowledge, information and ideas are flowing from the bottom to the top of the organization.
• The span of control of the top managers is relatively small and there are relatively few tiers in the organization because there is more autonomy in the lower ranks.
• In centralized organizations, line managers second-guess headquarters decision.
In DVC this only exists during the times that the Davao personnel’s needs to relay a message or concern to the Yeomchang Church in Korea as our partner in running our school. The communication is just between the heads of the organization. But we are so fortunate because whatever decisions they may have must still be announced to us and somehow gets our views in it. The managers truly practices transparency with the organization because are treated as family.
• In decentralized organizations, senior managers’ micromanage their subordinates.
What I admired most with my organization is that during the regular faculty meeting with the boss requires us to speak out mind to help in improving the school and the management. The Korean administrators believes that each opinion must be considered in making a balance towards coming up with one decision. You can feel that you are being valued and given enough importance since we are part of the school so as a result we don’t that much hesitations in putting our inputs as well as we are given freedom in expressing ourselves with the right perspectives.
• Decisions are often ill-considered because accountability is unclear.
Because of our joint effort so automatically the body is divided into different concerned area. In the IT program of DVC we are most concentrated on the development of the student not just within the classroom but also exposure from the outside activities of different IT organizations such as MCITS, PSITS and others.
• Key decisions are often ignored/overlooked because decision rights are not well defined.
As a result our Korean administrator together with the President and the Academic Dean will keep the monitoring of the decisions so that it will in favor to everyone. So far here has been no major conflicts happened when it comes to decision-making because everything is discussed over a cup of tea.
Information Disconnect
• Line managers and senior managers are rarely "on the same page" regarding key business indicators.
It is not always a breath of fresh air during the meetings especially if there is serious matter to discuss with given that the communication between us and the Korean administrator is also challenged. There are times that our emotions burst our because of stressing a point that needs a lot of details to convince the other party. The good thing is that there are certain bodies who always mediate both parties to calm down and to decide properly. This has been working for almost a year and it really tested our patience and sense of urgency. It is very important to deliberate things and settle down after.
• Line managers make suboptimal choices because they do not understand their bottom-line impact.
The DVC always what is best or everyone but we are still on the process of establish the school to compete with the leading schools not just in Davao City but worldwide. That is why as much as possible the decisions are checked many times to prevent disastrous events to happen or at least create backup plans if worst things happens.
• Headquarters is not apprised of important competitive information and, thus, is slow to respond
Every plans and strategies are always generated a report to document everything. The administrators make it sure that the facts in the report are clear understood by the higher administrators. That is why most requests are being responded as quickly as possible.
• Different divisions/functions/regions operate as silos
The main reason why we cannot work underground is because of the number of personnel the school has. Maybe there are discussions that are privately handled by each department or groups but these are just merely part of a growing organization.
• Poor horizontal communication leads to inefficiencies and conflicting messages into the market.
The communication between the employees and the manger is quite impressive because we treated ourselves as family. With this type of mode the conversations became casual yet serious in the sense that we target a concern well but with lighter approach.
Inconsistent/Conflicting Motivators
• Incentives do not promote the best interests of the firm
Academe doesn’t give much monetary incentives unlike the industry which are usually performance-based. Teachers only get the usual wage, loan privileges and 13th month pay as mandated by the law. The school doesn’t have the choice but to give what is for the teachers and staffs.
• The firm frustrates strong performers and fails to weed out poor performers
As educators it is very important to give out good output because it is not only the colleagues who will criticize the way you handle the class but also the students. That is why peer and student evaluated are conducted to measure the capacity of the teacher. But just like any other schools, these evaluations are just a piece of document that if not supported by actions it just be put into waste. I am not saying that we do have incompetent members of the faculty is just that some needs to be reminded on what to prioritize to maintain the balance of everything.
• Firms fail to attract and retain talent
• Complacency takes hold because career advancement and compensation are not closely tied to performance
• Ineffective appraisals results in individuals' advancing beyond their capabilities.
The three sub-indicators are not that visible in the current run of the institution. Maybe in 4 to 6 years time wherein the number of employees and students increases will definitely ignite bigger challenges regarding being passive-aggressive of the organization. The solutions of the problem can be treated easily because the environment that is easily controlled and the management that treats everyone as one family. Sometimes we need to be passive in some issues because they are not worthy of our attention and being aggressive on some to drive us in extending our efforts in doing our best.
Inability to Execute
• The organization is extremely resistant to change.
DVC is a three year old school and it just completed the CHED requirements for it to be recognized as a legitimate college institution. As of this moment we are still waiting for the results. During the time that we are still collecting the data and complying all the suggestions from the CHED team we are all in the same boat for a positive change. We encounter a lot obstacle before we finalized everything. Change was needed that time not just to follow the guidelines in running a school but also to be prepared in future of DVC. Everyone embraced the fact that we have to change a bit not just with our way of managing the school but with how we approach the situation wherein our students will soon be graduating next year. I think one of the conflicts with this change is how our Korean administrator understood the process of the recognition. He believes that it doesn’t need to spend a lot in order to comply with the CHED requirements because the sponsors of the school will provide enough for the satisfaction of the students, parents and the community. With a thorough explanation the administrator tried to understand policy and was able to provide what is needed.
Since the organization is not merely a structure or a building but it is compose of people. Change for most people is somehow nerve racking because it involves the period of adjustments and not just success but failure as well. There are employees that are very much with their comfort zone and are not willing to receive a big responsibility. They might be one of those people who are reluctant in grasping the leadership position because they want to go out from the school after their duty or they lack dedication to the job. The academe is not an 8 hour job unlike the industry because for as long as your expertise is need you need to give out your volunteerism attitude not just to render a hand but most especially to set an example to the students.
• Reaching consensus is easy, but actions are not implemented.
The good thing about the DVC faculty and staff is that we practice hearing the suggestions and opinion of everybody. Everyone is entitled of her or his opinion regarding a certain issue or progress. The administrator is very much concern with the output that is why arguments comes along the way due to conflict of interests.
• Employees often ignore strategic edicts from management.
Sometimes orders are often ignored when it comes from your co-worker because it only appears to be a favor. Unlike if your boss is the one who state the order even if it is against your will but you are left with no other choice but to obey. This is what I’ve experienced in the academe wherein you can only rely on your own skills unless your co-teachers voluntarily helped you with a task not related to the academic side of the school but for extracurricular activities. It may sound unfair on my part but all I did is just to ignore the person and move on. The only thing that bugs my ears is that these people become your number critics. On a lighter it is also a good venue for you to check the attitude of your colleagues to gauge the level of task that you can assign to them in the future.
• Lack of ownership and accountability leads to inaction or irresponsible behavior.
This is a result of lack of leadership skill of an individual that is why they are reluctant in getting involved in the decision making especially in creating an output. There are only few employees that have this attitude in our institution and they cannot affect the target or the presentation of the company.
Ineffective Decision Making
In this indicator it would be best if we first determine how centralized and decentralized organization works according to http://www.12manage.com/methods_centralization_decentralization.html.
Centralization is the process of transferring and assigning decision-making authority to higher levels of an organizational hierarchy.
• In a centralized organization, the decision making has been moved to higher level tiers of the organization, such as a head office, or a corporate center.
• Knowledge, information and ideas are concentrated at the top and decisions are cascaded down the organization.
• The span of control of the top managers is relatively broad and there are relatively many tiers in the organization.
Decentralization is the process of transferring and assigning decision-making authority to lower levels of an organizational hierarchy.
• In a decentralized organization, the decision-making has been moved to lower levels or tiers of the organization such as divisions, branches, departments or subsidiaries.
• Knowledge, information and ideas are flowing from the bottom to the top of the organization.
• The span of control of the top managers is relatively small and there are relatively few tiers in the organization because there is more autonomy in the lower ranks.
• In centralized organizations, line managers second-guess headquarters decision.
In DVC this only exists during the times that the Davao personnel’s needs to relay a message or concern to the Yeomchang Church in Korea as our partner in running our school. The communication is just between the heads of the organization. But we are so fortunate because whatever decisions they may have must still be announced to us and somehow gets our views in it. The managers truly practices transparency with the organization because are treated as family.
• In decentralized organizations, senior managers’ micromanage their subordinates.
What I admired most with my organization is that during the regular faculty meeting with the boss requires us to speak out mind to help in improving the school and the management. The Korean administrators believes that each opinion must be considered in making a balance towards coming up with one decision. You can feel that you are being valued and given enough importance since we are part of the school so as a result we don’t that much hesitations in putting our inputs as well as we are given freedom in expressing ourselves with the right perspectives.
• Decisions are often ill-considered because accountability is unclear.
Because of our joint effort so automatically the body is divided into different concerned area. In the IT program of DVC we are most concentrated on the development of the student not just within the classroom but also exposure from the outside activities of different IT organizations such as MCITS, PSITS and others.
• Key decisions are often ignored/overlooked because decision rights are not well defined.
As a result our Korean administrator together with the President and the Academic Dean will keep the monitoring of the decisions so that it will in favor to everyone. So far here has been no major conflicts happened when it comes to decision-making because everything is discussed over a cup of tea.
Information Disconnect
• Line managers and senior managers are rarely "on the same page" regarding key business indicators.
It is not always a breath of fresh air during the meetings especially if there is serious matter to discuss with given that the communication between us and the Korean administrator is also challenged. There are times that our emotions burst our because of stressing a point that needs a lot of details to convince the other party. The good thing is that there are certain bodies who always mediate both parties to calm down and to decide properly. This has been working for almost a year and it really tested our patience and sense of urgency. It is very important to deliberate things and settle down after.
• Line managers make suboptimal choices because they do not understand their bottom-line impact.
The DVC always what is best or everyone but we are still on the process of establish the school to compete with the leading schools not just in Davao City but worldwide. That is why as much as possible the decisions are checked many times to prevent disastrous events to happen or at least create backup plans if worst things happens.
• Headquarters is not apprised of important competitive information and, thus, is slow to respond
Every plans and strategies are always generated a report to document everything. The administrators make it sure that the facts in the report are clear understood by the higher administrators. That is why most requests are being responded as quickly as possible.
• Different divisions/functions/regions operate as silos
The main reason why we cannot work underground is because of the number of personnel the school has. Maybe there are discussions that are privately handled by each department or groups but these are just merely part of a growing organization.
• Poor horizontal communication leads to inefficiencies and conflicting messages into the market.
The communication between the employees and the manger is quite impressive because we treated ourselves as family. With this type of mode the conversations became casual yet serious in the sense that we target a concern well but with lighter approach.
Inconsistent/Conflicting Motivators
• Incentives do not promote the best interests of the firm
Academe doesn’t give much monetary incentives unlike the industry which are usually performance-based. Teachers only get the usual wage, loan privileges and 13th month pay as mandated by the law. The school doesn’t have the choice but to give what is for the teachers and staffs.
• The firm frustrates strong performers and fails to weed out poor performers
As educators it is very important to give out good output because it is not only the colleagues who will criticize the way you handle the class but also the students. That is why peer and student evaluated are conducted to measure the capacity of the teacher. But just like any other schools, these evaluations are just a piece of document that if not supported by actions it just be put into waste. I am not saying that we do have incompetent members of the faculty is just that some needs to be reminded on what to prioritize to maintain the balance of everything.
• Firms fail to attract and retain talent
• Complacency takes hold because career advancement and compensation are not closely tied to performance
• Ineffective appraisals results in individuals' advancing beyond their capabilities.
The three sub-indicators are not that visible in the current run of the institution. Maybe in 4 to 6 years time wherein the number of employees and students increases will definitely ignite bigger challenges regarding being passive-aggressive of the organization. The solutions of the problem can be treated easily because the environment that is easily controlled and the management that treats everyone as one family. Sometimes we need to be passive in some issues because they are not worthy of our attention and being aggressive on some to drive us in extending our efforts in doing our best.
