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Module 1

Submit a written report discussing the present organizational set-up where you are working considering the following: 1. Organizational Chart 2. Mission and Vision of the Company 3. Objectives of the Firm 4. Incentives and Rewards of the Firm, and 5. Sanctions and Punishment for any Violations of Employees within the Firm

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The Tarlac Provincial Hospital is a 200 bed capacity tertiary training and teaching hospital. It is one of the four developed hospital under the Provincial Government of Tarlac. It is situated in a 9 hectare concreted fence compound with the following physical facilities: 3-storey main hospital building, cottages for officials and employees, power plant with generator, provincial warehouse (supply office), OPD Building, MCH Center, maintenance shop and laundry room, Chapel, 10 bed nutrition rehab ward, badminton court/pelota and basketball/volleyball court.
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Organizational Chart
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Mission
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> To provide accessible, affordable and adequate quality health services.
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> To train and develop well-trained competent, dedicated, humane and ethical professional health workers.
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> To develop a well dynamic networking system with other government and non-government health organization.
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˃ To provide to its clientele clean and green environment and physical facilities by adopting measures to make the hospital well-ventilated, with well-maintained buildings, well-equipped for basic services, and safe, clean, and properly managed waste disposal
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> To be the training and clinical research center of the IPHO
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Vision
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We envision the Tarlac Provincial Hospital as medical center for delivery of quality hospital and health care services, training, teaching and research.
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Objectives
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General: To make available better quality of health services that is responsive to the needs of the community and continuously monitored and evaluated on regular basis.
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Specific:
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> Improvement of revenue thru increase admittance of Philhealth beneficiaries and pay patients.
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> Provide the best available medical facilities, equipment and instrument capabilities and adequate hospital supplies and medicines for the quality management and treatment of patient’s ailments.
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> Provide an adequate manpower complement to allow the maintenance of continuing 24 hours coverage of hospital services.
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> To provide a continuing manpower development program for medical and non medical personnel.
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> To institutionalize culture of unity/team work and responsibility among the health service providers.
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> Encourage hospital staff to do research work related to their particular jobs.
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> To mold physicians towards the ethical practice of the medical profession.
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> To develop output oriented health service providers through training and undergraduate medical clerks, medical technologist, nurses, midwives, physical therapies, x-ray technicians, pharmacists, care givers and medical residencies.
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Incentives and Rewards
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------------------------------------------------- The incentives and rewards given by the Tarlac Provincial Hospital to its employees are: thirteenth month pay, Philhealth and honorarium, sick leave and vacation leave.
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Sanctions and Punishment for any Violations of Employees within the Firm
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The sanctions and punishment for any violations of employees within the firm are based according to the Civil Service Commission.
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Module 1

Submit a written report on the Principles of Management applied in your work. Discuss how the manager plans, organizes and controls the workplace.

Management principles are statements of fundamental truth. These principles serve as guidelines for decisions and actions of managers. They are derived through observation and analysis of events which managers have to face in practice.

According to Henri Fayol (1841-1925), there are 14 principles of Management namely: division of work, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interest, renumeration, degree of centralization, scalar chain, order, equity, stability of tenure, initiative and esprit de corps. He also indicated the four functions of a manager namely: planning, organizing, leading and controlling.

The Tarlac Provincial Hospital applies all the 14 principles of management however there are some that are not applied to certain employees like the Job Orders. There is division of work among its employees. They are specialized according to the skills of the person to increase productivity and efficiency of labour. The superior is given authority which gives him the right to give order to his subordinates and makes him responsibility for his actions. Subordinates are obliged to obey, have proper conduct in relation to others and respect of authority to the superior. Every subordinate in the hospital receives orders and are accountable to one and only one superior. All those working in the same line of activity, like for example nurses under the nursing service department, understand and pursue the same objectives. They are under the control of one manager, the chief nurse. The hospital administration puts aside personal considerations and puts company objectives first. Workers who are Regular and Casual employees are paid sufficiently. The Job Order employees are not fairly and unreasonably paid for their effort in a way that they do not receive benefits like salary increment, bonuses and benefits. The administration seeks to hear from their employees problems that guide them in making decisions to achieve a proper balance of authority. It also has clear line of authority from top to bottom linking all managers at all levels. In case of problems, the immediate superiors are informed about the matter and then relayed to the superior. The administration implies proper order on social and material aspect to ensure safety and efficiency in the workplace. All employees are being treated kindly and justice is being enacted to ensure a just workplace. The administration is fair and impartial when dealing with employees. There is stability of tenure among the Regular employees. But as to Casual and Job Order employees who are both contractual, yearly evaluation and renewal is being done. Through incentives, there are employees who render initiative which adds strength and new ideas to the organization. New and better ideas from employees are being entertained by the administration. The managers ensure and develop morale in the workplace. It helps develop an atmosphere of mutual trust and understanding.

The first component of managing is planning. The manager determines the organization’s goals and how to achieve them. Much of this information will come directly from the vision and mission statement for the company. He sets objectives for the goal and follows up on the execution of the plan. He is responsible for organization of the company and this includes organizing people and resources. He disseminates the task the different heads of each department to do a schedule of work for employees in a particular shift. The controlling function involves monitoring the institution’s performance to make sure goals are being met. He pays attention to costs versus performance of the organization. He shares this information with his or her employees. This builds trust and a feeling of involvement for the employees.

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Module 2

Submit a written report as to how your organization views corporate responsibility.

Corporate social responsibility is a form of corporate self-regulation integrated into a business model. Its policy functions as a built-in, self-regulating mechanism whereby a business monitors and ensures its active compliance with the spirit of the law, ethical standards, and international norms. The goal of corporate social responsibility is to embrace responsibility for the company's actions and encourage a positive impact through its activities on the environment, consumers, employees, communities, stakeholders and all other members of the public sphere who may also be considered as stakeholders.

The Tarlac Provincial Hospital views corporate social responsibility as involving the way its institution deals with its clients, its workers along with other businesses it deals and works jointly with. The institution has good guidelines, it is fair in transactions with its partners, and it provides their clients the most effective services and the majority of all the individuals employed in that institution are happy and well looked after. It is truthful and fair in dealing with its employees. The employees get benefits and the consumers get excellent quality services. It functions to the best interests in the environment and neighbourhood by proper waste segregation and disposal. It is committed to sharing its expertise with people who are willing to be trained in an area like the nurses and nursing assistants without payment or fee collected. It engaged to volunteerism in different activities like medical outreach program, cataract and harelip operation to show that they care about the less fortunate members of local communities. It also provides free vaccination, family planning and health education to the poor. It also participates in spiritual activities like novena, mass and retreat.

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Module 2

Discuss the values being adapted by your respective leaders/managers and the rank and file employee in the organization and related such values on how their attitudes and behaviour at work been affected. Submit a written report.

Values can be defined as broad preferences concerning appropriate courses of action or outcomes. As such, values reflect a person’s sense of right and wrong or what “ought” to be. “Equal rights for all”, "Excellence deserves admiration", and “People should be treated with respect and dignity” are representative of values. Values tend to influence attitudes and behavior.

The employee of Tarlac Provincial Hospital values equal rights for all. Sometimes, managers are treated much better than its file employee, which forms the attitude that the company is an unfair place to work. Some of the employees who are already married and have children value the opportunity for balance between work life and family life. This is one of the causes of frequent absenteeism of most married employees because they are not given considerations in their schedule of duties. The manager values integrity and truth among its employees. If an employee is caught to have done something wrong, sanctions and punishments will be made. The employees value strong financial compensation and financial rewards. Regular and Casual employees are motivated to work productively because of these incentives. They also value professional development and on-going learning and growth. Doing a task frequently and trying to perform new procedures in caring for a patient is a fulfilment for an employee. Some attend trainings and seminars in order to expand their knowledge about their professions. Friendship and warm working relationships is important for both the manager and rank and file employees. These produce less tension between the manager and subordinates. These also increase the efficiency of rendering services to the clients. Respect is the most important value being adapted by both the manager and the rank and file employee. Having respect for each other provides a healthy workplace and dynamic output.
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Module 2

In the short case below, submit a report considering the situation of the case. You are a new financial analyst for a small project engineering firm. Your job is to analyze the competitive proposals for the electrical portion of a construction project supervised by your firm. Three proposals have been received and only one is the best. Your boss’s assistant put a copy of this proposal in an envelope and tells you to hand carry it to a “friend” of the boss’s who runs an electrical contracting business. “He always gets a chance to look at the other bids before submitting one himself.” the assistant says. Your boss is out of town for the next two days. What should you do? Please be guided by the useful seven steps in decision-making checklist in resolving ethical dilemmas.

Decision making and problem solving are ongoing processes of evaluating situations or problems, considering alternatives, making choices, and following them up with the necessary actions. Sometimes the decision-making process is extremely short, and mental reflection is essentially instantaneous. In other situations, the process can drag on for weeks or even months. The entire decision-making process is dependent upon the right information being available to the right people at the right times.
An Ethical dilemma is a complex situation that will often involve an apparent mental conflict between moral imperatives, in which to obey one would result in transgressing another.
The decision-making process in resolving ethical dilemmas involves the following steps: What are the facts of the case? What are the ethical issues in the case? What are the norms, principles, and values related to the case? What are the alternative courses of action? What is the best course of action that is consistent with the norms, principles, and values identified in Step 3? What are the consequences of each possible course of action? What is the decision?.
Regarding the situation above, the following must be done:
What are the facts of the case? The facts are I am being ordered by the boss’s assistant to give the copy of the best bid/proposal for the electrical portion of the project to a friend of the boss who always gets a chance to look at the other bids before submitting one himself.
What are the ethical issues in the case? The ethical issue is to whether or not I will give the copy of the bid/proposal to the boss’s friend.
What are the norms, principles, and values related to the case? The norms, principles, and values are that I am assumed (by contractors) to have impeccable integrity and to assure that the firm is providing a true and fair view of its choice at the time of the bidding.
What are the alternative courses of action? Option 1 is to accept the task to give the copy of the bid/proposal to the boss’s friend. Option 2 is to refuse the task and take appropriate actions accordingly.
What is the best course of action that is consistent with the norms, principles, and values identified in Step 3? The course of action consistent with the norms, principles, and values in Step 3 is to refuse the task. I would report the unjustly matter to the others who have sent the proposals and then also probably report the boss to the owner of the firm for doing such deed.
What are the consequences of each possible course of action? Under Option 1, I would accept the task. I would enjoy the salary and incentives to be given by my boss and the firm. I would have to live with myself knowing that I had done a task which has been unjust to the other people. Under Option 2, I would refuse to take the task. This would be likely to have a number of unfortunate consequences for boss and his friend and possibly for my future of the relationship with them. It would, however, maintain and enhance my reputation and social standing.
What is the decision? The ethical decision is Option 2. I will not accept the task to give a copy of the bid/proposal to the boss’s friend.

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Module 3

Discuss and submit a written report on what management theory has been used by your immediate supervisor in your company.

The theory Y was outlined by McGregor in the 1960 book "The Human Side of Enrerprise" as an alternative to the common attitude expressed in theory X. Theory Y assumes that given the right work environment most persons have the potential to see work not as a burden, but as a source of self-satisfaction. Employees can exercise self-control and self-direction and under appropriate conditions will seek responsibility. Effective performance becomes a question of integrating the goals of the worker and the goals of the organization.

My immediate supervisor assumes that her subordinates are self-motivated and exercise self-control. She believes that her subordinates enjoy their mental and physical work duties. We, the subordinates, perceive work is as natural as play. We tend to spend the same amount of physical and mental effort in our work as in our private lives. This perception also provides enjoyment and warm working relationship with one another. The supervisor believes that her subordinates will learn to seek out and accept responsibility and to exercise self-control and self-direction in accomplishing objectives to which they are committed. She also believes that most of her subordinates will want to do well at work. She believes that the satisfaction of doing a good job is a strong motivation. She is more likely to develop the climate of trust with her subordinates that are required for human resource development. She communicates openly with her subordinates, minimizing the difference between superior-subordinate relationships, creating a comfortable environment in which her subordinates develop and use their abilities. This climate includes the sharing of decision making so that subordinates have say in decisions that influence them.
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Module 3

Discuss how you can overcome alienation. Submit a report.

Alienation refers to estrangement, division or distancing of people from each other or of people from what is important or meaningful to them, or of a person from their own sense of self. The concept has many discipline-specific uses, and can refer both to a personal psychological state (subjectively) and to a type of social relationship (objectively).

It is distressing to be alienated. There are ways on how you can take a stand against the destructive waves of alienation. If you approach alienation from a "poor me" attitude, you can't overcome it. Self-pity will only make the problem worse. It is important to realize that, from the psychological point of view, you are never completely powerless and you are never completely helpless. You need to assert that you have a free will, that you are an autonomous human being capable of making real choices. You need to believe that you have the ability to neutralize those emotional factors that contribute to alienation.

We are social creatures. We have a deep need to make contact at both a cognitive and an emotional level with others. This need tends to be satisfied by group identification. We see ourselves as belonging to a family, a club, an organization, and so forth. This sense of belonging is undermined when we become critical of certain features of the group. We tend to magnify faults and minimize good points. Make an effort to reverse this process. Look for the best features in members of a group and it will undercut the process leading toward alienation.

A social group, for example: a club, an organization, or a church congregation - functions much like a family. If you identify with the group, its interests and its values become your own. If you identify with a group that is traditional, you will have no problems. Not only will you acquire the sense of belongingness that is antagonistic to alienation, you will also be at peace with the general society.

One of the ways in which we overcome alienation is by heart-felt acceptance of traditional values. In an individual case, a person doesn't have to search very far. You were probably taught a set of values by your family. And most families reflect the principal values of the larger culture. Traditional values are so obvious that they are almost invisible, and, as a consequence, it is easy to lose sight of them.

Perhaps you may have a parent, a brother, a sister, an old friend, or someone else that you haven't talked to in months or years. Maybe an old bitterness has been keeping you apart. It may be time to work on patching things up. Even if you have been alienated for quite a while, it is quite possible that it's not too late to reconnect.

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Module 3

Discuss how the three approaches differ in making an employee’s job more interesting. What type of approach does your own company use? Submit a written report.

Job Design is the formal process of dividing an organization’s total stock of work into jobs and tasks that its members can perform. The three approaches to job design are efficiency perspective, satisfaction perspective and quality perspective. First is the Efficiency Perspective which is concerned with creating jobs that conserve time, human energy, raw materials and other productive and other productive resources. This enhances the productivity by simplifying jobs. This is enjoyed by workers who love simple and routine assignments or tasks. Second is the Satisfaction Perspective which has the central tenet that jobs should be designed in such a way that performing them creates feeling of fulfilment and satisfaction in their holder and suggest that fitting characteristics of jobs to the needs and interest of people who perform them provides opportunity for satisfaction at work. This is liked by workers who want to grow with their profession. They are the ones who want to learn more and maximize their skills and knowledge regarding their work. The last is Quality Perspective represents a hybrid of efficiency and satisfaction perspective on work design. This is applied to people who loves their career and wants to be productive at work.

The type of approach used by the Tarlac Provincial Hospital is the Quality Perspective. It tends to train its employees how to simply work by conserving time, human energy, raw materials and other resources. It positions its employees according to their field of interest to provide contentment at work. It teaches its employees how to make work easy at the same time fun. As for us nurses, we are being exposed to different areas which help us increase our knowledge and exercise different nursing skills we’ve learned in our college years.

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Module 4

Discuss Maslow’s Hierarchy of Needs as applied in your life (at home and at work). At what level of needs mentioned are you at present? Submit a written report.

Maslow's hierarchy of needs is a theory in psychology, proposed by Abraham Maslow in his 1943 paper “A Theory of Human Motivation”. Maslow subsequently extended the idea to include his observations of humans' innate curiosity. His theories parallel many other theories of human developmental psychology, all of which focus on describing the stages of growth in humans. Maslow use the terms Physiological, Safety, Belongingness and Love, Esteem, and Self-Actualization needs to describe the pattern that human motivations generally move through.

In physiological needs which is are literal requirements necessary for human survival, I could say that I have satisfactorily met this need in my life at home and at work. I eat nutritious foods and water daily. I gain enough rest and sleep. I have clothes and shelter which protects my body from harm.

Second is safety. All persons need protection from harm. I could say that I am secured at the moment physically and financially. I am not a victim of violence and I don’t have any conflict with my parents or any family members. I have a job with just compensation enough to make me financially capable of having a family.

Third is love and belongingness. This is interpersonal and involves feeling of belongingness. I am fulfilled by feeling a sense of belonging and acceptance to my family, friends and groups or organizations where I belong.

Fourth is esteem. It presents the normal human desire to be accepted and valued by others. I am presently at this level of needs. I have given respect and gained respect from others. I have increased self-esteem and confidence at work thru mastery of skills and increased in knowledge. I have achieved some of my goals and wanting to achieve more like to have my masteral degree.

Last is the self-actualization. This pertains to what a person's full potential is and realizing that potential. As of now, I have not yet become somebody who I wanted to be.

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Module 4

Conduct an interview with a person, you think had reached his/her goal and discuss how he/she was able to actualize where he/she is at present. Submit a written report.

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This person I had interviewed is my grandmother. Iluminada Valdez MIllo, born on November 29, 1937 at Pura, Tarlac. Her parents are Fortunato MIllo and Feliza Valdez. She graduated as a teacher in Philippine Normal College. She was married to Godofredo Parcasio Sabado who was a soldier. They were blessed with four children namely: Edna, Fred, Edgar and Edwin. Edna is an accountant and presently working at the University of the Philippines. She has an adopted child who is in high school right now. Fred is a lawyer and presently working as a consultant in the provincial and city government of Tarlac and National Irrigation Administration. He is married to Remedios who owns a coffee shop at the City Plazuela. They have three children. His eldest is a nurse, the second is taking up law at Angeles University Foundation and the youngest is taking up culinary. Edgar is an engineer and presently working at ARAMCO in Saudi Arabia. He is married to Dinia who is a nurse. They have an adopted child who is still in pre-school. The youngest child of Mamang as we call our grandmother is Edwin. He is an engineer and is working in USA. He is married to Gemma who works there as a cook. They have 3 children. The eldest is married and is running a small business in Paniqui. The second is married and working as a USRN. The third is still studying college.
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Mamang was a public school teacher for 43 years. She retired at the age of 65 and is presently enjoying her pension gained from being a member of the GSIS. She was able to acquire properties such as house and lot and several farms lots because of hard work. She had imparted so much love to her children which brought them to where they are right now. She is a member of the religious sector of the church and community. She had gone to the rollercoaster ride of life. She had experienced several obstacles in life. Nothing was easy to achieve for her but through faith in God, nothing is impossible to achieve.
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Module 4

Discuss what motivates you in your present job. Cite situations in yourself and with your co-workers wherein you were unconsciously motivated. Submit your report.

Motivation is a term that refers to a process that elicits, controls, and sustains certain behaviours. It is a temporal and dynamic state that should not be confused with personality or emotion. It involves having the desire and willingness to do something.

Unconscious Motivation refers to hidden and unknown desires that are the real reasons for things that people do.

I am motivated to work productively by the incentives given to us by the government. Some of these incentives were the yearly increment in salary, mid-year bonuses and monthly Philhealth benefits. It drives me not to absent myself from work because an absent means deduction of a certain amount from such incentives. I have also been motivated by my patient’s watchers because of the expressions of gratitude and gratefulness uttered by them. Hearing them say “Salamat po” and simply seeing them smile with just a little help you offered, gives me happiness and fulfilment in my work as a nurse.

Sometimes, at work, I get to say or do things inappropriately to persons who have similarities to the person who have done bad to me in the past. It reminds me of the incident I had. Whenever I see the doctor who always criticize what nurses do, I am unconsciously motivated to do several things and bedside care even if I’m done so as not to see and talk with that doctor. This has positive effect because I get to perform my nursing functions properly and it prevents me to be chart-oriented.

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Module 5

State an actual incident in your office when you felt you were unfairly treated. How did you take the situation? Submit a written report.

We have several patients admitted due to food poising caused by a single food they have eaten. They all came from the same town. After a day, they been well and were ordered by the physician to be discharged. Since they were all victims of poising from a single food, they were helped by their baranggay chairman in clearing their hospital bills. It was Saturday then, their Mayor came by to see them and get them discharged. At that moment, the person in the social worker department in charge for their clearance has not yet arrived so we have accompanied the Mayor to the billing section to ask permission from the billing officer if we could discharge the patient and just settle their bill on that coming Monday. The billing officer agreed. We notified the supervisor on duty and so the patients went home. Monday came, the baranggay chairman went to the social worker’s office to fix the bill and they were cleared. I thought everything was ok. Suddenly, I got a call from my supervisor telling me that the administrator in finance wants me to be charged of the bill of the patients whom I have discharged without clearance. They also said that the administrator was so mad and started telling bad things at my back. It was not right. They should have summoned me and talked things in front of me. They’ve never asked how they went home without clearance. They even sent me a memorandum without hearing my side. I’ve requested a meeting with all the persons concerned in front of the provincial health officer so he would also know what’s happening. They heard my part. They even talked to the Mayor. Apology was given to me by the financial administrator.

I have not yet been unfairly treated with regards to compensation since I have am a casual employee of the Tarlac Provincial Hospital. Those who are being unfairly treated with regards to monetary terms are the Job Order employees. We have the same profession, level of experience and job description yet they do not receive the rate we do and the benefits we have like honorarium, bonuses and allowances.

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Module 5

Discuss the significance of Expectancy Theory. How does it apply at your present job? Submit a written report.

Expectancy Theory States that workers motivation is a result of how much a person wants a reward (valence), the estimate that the probability that the effort will result in the expected performance (expectancy) and the belief that the performance will result in the reward (instrumentality). In other words people want to believe they will be rewarded for their effort(s) and the level effort they are willing to exert is based on this belief of reward.
Expectancy Theory is constantly working in any organization that has employees. Employees come to work because they get paid despite whether or not they enjoy the type of work they are doing. To enjoy the work is another benefit for them. Workers make choices from the options that are available and their likelihood of achieving beneficial results. This helps determine how much energy and motivation they are going to spend in achieving these objectives.
We learn that managers can adjust how much motivation and energy employees put forth in the work place by determining what workers are looking to achieve in terms of goals and objectives. This doesn't mean that we should give every employee what they want but we should structure our incentive programs so that they encourage high productivity. For example, if the company increases its productivity and sales by 10% in the month of June, 1% will be given back to employees in terms of benefits. Highly creative people usually get something along the lines of stock options. In Expectancy Theory, it is important to give rewards in order for an employee to be motivated. It makes employees work productively. The employees of Tarlac Provincial Hospital are given incentives which results to achievement of goals and objectives of the organization. If an employee exerted effort to finish a graduate course, he or she is given by the institution the opportunity to be promoted to a higher position with greater compensation.

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Module 5

Conduct an interview with a manager and a rank and file employee and asked them if they can adapt with the Reinforcement Theory within their work. Submit the result of interview and a written report.

Reinforcement theory proposes that through the consequences for behavior, people will be motivated to behave in predetermined ways. Reinforcement theory uses behavior modification (apply reinforcement theory to get employees to do what you want them to do) and operant conditioning (types and schedules of reinforcement).

Reinforcement theory can be easily adapted at Tarlac Provincial Hospital by the manager and rank and file employee. A method of encouraging continued behavior is to offer attractive consequences (rewards) for desirable performance. They offer reinforcements like pay, promotions, time off, increased status, and so forth to a positive performance. Positive reinforcement results in positive results, and it is the best motivator for increasing productivity. For example, when an employee attends work punctually, he or she receives praises from his or her manager, thus, he or she will always be early in going to work. Rules are designed by the organization to get employees to avoid certain behavior. However, rules in and of themselves are not a punishment. Punishment is given only if the rule is broken. The employee then avoids the negative consequence. For example, the employee attends work punctually to avoid punishment such as reprimand and deductions in salary.

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Module 6

Discuss the informal group where you belong and explain what made you join such a group. Submit a written report.

Informal Group is a group which emerge naturally due to the response and common interests of the members of an organization who can easily identify with the goals or independent activities of the group. It is formed by individuals along the lines of friendships, common interests or hobbies, and do not have the formal structural elements.

I presently belong to a group of young nurses who were mostly of my age and have the same length of experience at work. I think the group is formed merely due to friendships. Since predominantly we were of the same ages, we have commonalities and hold the same values. We usually have day-to-day interaction between our members. We share jokes and gripes, eat together, play and work together. It contributed to development of my personal esteem, satisfaction, and a feeling of worth. I enjoyed going to work whenever I am with them because I feel less tension compared when I am with the older nurses. There is a sense of security belonging to such group in a way that if you have problem or needs regarding work, you could easily ask from them.

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Module 6

Discuss the different types of informal leaders in your organization. Explain how effective they are. Submit a written report.

Informal Leader is a leader whose power and authority over a group are derived from his acceptance by the group rather than from his office, position, status, or rank in the formal chain of command in the formal organization. He has earned a group leadership role by the group’s acceptance. He is one who exerts influence over other group members. He comes from the team and is chosen by the team. He does not receive special compensation or rewards and that the informal leader does not hold the power of hiring and firing.

The kinds of informal leaders you can find in Tarlac Provincial Hospital are the representative to management, enforcer and tension reducer. The representative to management leader possesses courage and good communication skills. Because of his good relationship with the management, he is the one who convey all the problems, queries and suggestions the employees brought up. It is easier for us, the employees, to communicate to the management through him. It made it simpler to solve dilemma in the organization. The second is the enforcer who uses gentle persuasion of verbal nature or force to discipline employees who refuse to conform to the organization. Because he is part of the informal group, he is effective in a way that the member listens to him without engaging to violence. The third is the tension reducer. He provides jokes to minimize tension. Mostly gays are the tension reducer in our organization.

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Module 6

Discuss rewards for conforming with informal groups where you belong. Submit a written report.

Although informal organizations create unique challenges and potential problems for management, they also provide a number of benefits for the formal organization.

The first benefit in informal group is that it blends with formal system. Formal plans, policies, procedures, and standards cannot solve every problem in a dynamic organization; therefore, informal systems must blend with formal ones to get work done. No college or university could function merely by everyone following the "letter of the law" with respect to written policies and procedures. Faculty, staff, and student informal groups must cooperate in fulfilling the spirit of the law" to effectuate an organized, sensibly run enterprise.

Second, it lightens management workload. Managers are less inclined to check up on workers when they know the informal organization is cooperating with them. This encourages delegation, decentralization, and greater worker support of the manager, which suggests a probable improvement in performance and overall productivity. When a professor perceives that students are conscientiously working on their term papers and group projects, there are likely to be fewer "pap tests" or impromptu progress reports. This eases the professor’s load and that of the students and promotes a better relation- ship between both parties.

Third, it fills gaps in management abilities. For instance, if a manager is weak in financial planning and analysis, a subordinate may informally assist in preparing reports through either suggestions or direct involvement. Act as a safety valve. Employees experience frustration, tension, and emotional problems with management and other employees. The informal group provides a means for relieving these emotional and psychological pressures by allowing a person to discuss them among friends openly and candidly. In faculty lounge conversations, frustrations with the dean, department head, or students are "blown off" among empathetic colleagues.

Lastly, encourage improved management practice. Perhaps a subtle benefit of informal groups is that they encourage managers to prepare, plan, organize, and control in a more professional fashion. Managers who comprehend the power of the informal organization recognize that it is a "check and balance" on their use of authority. Changes and projects are introduced with more careful thought and consideration, knowing that the informal organization can easily kill a poorly planned project.

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Module 7

Discuss the different problems and needs that a disadvantaged group encountered in your respective offices. Submit a written report.

The disadvantaged group is a term for groups of people who face special problems such as physical or mental disability, lack money or economic support and are politically deemed to be without sufficient power or other means of influence.

One of the problems of disadvantage is language and communication. Outreach programs are often successful to teach the disadvantage group the universal language and impart basic education. Disadvantaged groups often experience both high unemployment and a large proportion of workers in the informal sector. Basic training in simple business, management, finance and marketing have significant impact on these communities. Often the most disadvantaged suffer from poor health. Poor health is a serious limiting factor when attempting to access work. Health awareness programs can be closely targeted at, for example, specific schools, or communities. They may also be delivered through community resource centers. The purpose of these centers is to gather together information, support and services to meet the needs of the local community. Since transport is often a problem, and since many individuals do not like to go into 'official looking' buildings, community centers can provide an ideal place to meet local needs. These centers do not need to be sophisticated, the most important element is to make sure staff are customer friendly and have an understanding of what services are needed and what are available. Services may include everything from health care, education services, and business advice to paying taxes, play areas for children and so on.

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Module 7

Discuss the needs and problems of working women in your respective offices. With this, give solutions being adapted by your office. Submit a written report.

Thousands of professional women today are discovering a startling and deeply disturbing truth – which their professional lives are no longer working. Often this realization hits a woman smack between the eyes in midlife, and is experienced as a full-blown crisis. In fact, there are 12 common crises professional women are facing today, all sharing one common theme – disempowerment — the inability to advocate effectively for oneself or move forward in positive, self-affirming and productive ways. The 12 common crises are: honor or express their various facets, respect the work they do and their colleagues, and be respected in turn, be treated fairly, earn the money they need to, expand their self-reliance, achieve “quality of life,” flexibility, or control over what they do and how they do it, balance their numerous important life roles, make a significant positive difference in the world and in the lives of others, utilize their voices, talents, and abilities and contribute fully in ways that reflect their unique needs and values without being negatively judged.

The working women of Tarlac Provincial Hospital are highly accepted and respected. The only need or problem encountered by a working woman like me is balancing my life roles as a mother and an employee. Sometimes the schedule conflicts with the activities that my child has. Like for example, on her examination week, I am scheduled on duty. We don’t have time to review. The nursing service office offers consideration regarding this matter by giving us the chance to request for off-duties for us to be able to do the task needed. I am also assigned to award free from communicable diseases since I currently have a baby which I am taking care of after my duty. For employees who just gave birth, they are given two months maternity leave for rest and recovery.

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Module 8

Conduct an interview with employees who are members of a union where they are working at and include the following questions: 1. Reasons why they joined the union. 2. What are the advantages and disadvantages of joining a union? 3. What are the benefits and rewards that they receive in joining the union?

Submit a written report.

A union is a group of employees, often organized by the specific job they do, who bargain as a united unit with their employer for certain rights and working conditions. The National Labor Rights Act protects employees' right to create and join a union

The reasons why people join unions are pay difference and security of tenure from non-union members. Some join union because it is a required membership once they entered the company. They also join due to labor protections, safety issues and enforcing employee rights.

The advantage of joining a union is that members are paid higher wages than non-union companies in the same industry. They earn 30 percent more than non-union workers. They have better fringe benefits such as health insurance and retirement plans. This provides workers with excellent insurance coverage while helping to keep premiums reasonable.

The disadvantage of joining a union is being a member of not free. They have to pay monthly membership fees called "dues" to maintain membership. Dues are deducted from pay automatically, resulting in less take-home pay. They often have systems of seniority in place where workers that have been employed longer than others enjoy greater pay, benefits or job security. Seniority can be an advantage to long-time workers, but it may be a disadvantage to newer workers and employers. For instance, if you take a new union job and your employer needs to lay off five workers, union seniority may force the employer to lay you off even if you are more productive than the workers that have achieved seniority. Another potential drawback of joining a union is strikes. When they are unable to achieve the aims of their members, the members may call for a strike. A strike is an intentional work stoppage aimed at stifling production and forcing employers to meet union demands. They are forced to strike and lose income even if they do not agree with the decision to strike.

The benefits and rewards of joining a union is job security, higher pay, health insurance and retirement plans.

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Module 8

Conduct an interview with employees who are not members of a union and include the following questions: 1. Why did they not join the union of company? 2. What are the advantages and disadvantages of not joining the union? 3. Is their company against the formation of a union? Why?

Submit a written report.

Some people do not want to join union because of the monthly dues being collected. They are also forced to strike when the union does achieve their goals and objectives. There is little chance of getting promoted for new members despite of qualifications such as higher level of educational attainment because seniority is prioritized.

The advantage of not joining a union is being they don’t have to pay monthly membership fees to maintain membership. They do not engage in strike. Promotion is more likely to be attained because there is no seniority.

The disadvantage of not joining a union is they get lower wages than union companies in the same industry. They do not have fringe benefits such as health insurance and retirement plans.

The benefits and rewards of joining a union is job security, higher pay, health insurance and retirement plans.

Most companies are against the formation of unions because of the increase in employee wages leading to increasing costs for employers. This can have a direct effect on consumer prices, which can cause the firm to lose employees. Having unions can result in limited choices regarding hiring new employees or even limiting the potential for dismissal of a poorly performing worker.

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Module 8

Interview a union leader in an organization and discuss with him or her the strategies he or she had adapted in influencing behaviour. Submit a written report.

Most unions adapt modified union and agency shop as the strategy to influence the behaviour of members. Nowadays, there is increasing number of part-timers in a company and some religious sectors are against the formation of union thus, excluding them from being a union member. They cannot be forced to join in unions. They have values to be respected by everyone. Non-union members also benefits from collective bargaining so some unions collect union dues from them. This would prevent the non-union member from being a free rider. This is also a way of being equal to the union member and prevent them from adapting union shop which only union members may be hired.

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Module 8

Discuss the positive and negative effects of union behaviour in your respective companies. Submit a written report.

There is little positive effect of union behaviour in a company. Most of them have negative effects especially to the company. The positive effects of union behavior to companies are workers are more efficient and effective because they limit the quantity of work and given leisure time. The negative effects of union behaviour to companies are they tend to increase the number of employees because of the restriction on the amount of work of union members. The capacity of the management to pay higher wages to more productive workers is limited due to seniority in union. The union limits the management’s ability to punish thus, making union members follow only what they want and how they want. This leads to problems such as strike.