http://dspace.cas.upm.edu.ph:8080/xmlui/handle/123456789/265 Bachelor thesis of BA Organizational Communication students Tue, 19 May 2026 21:10:04 GMT 2026-05-19T21:10:04Z http://dspace.cas.upm.edu.ph:8080/xmlui/handle/123456789/3705 Title: The Perceived Effects of the Acceptance View of Authority on Superior – Subordinate Relationship in a Profit-Oriented Organization: A Case Study Authors: Llaban, Leigh Ann A. Abstract: In most organizations, authority is still regarded to have originated from the top levels of the hierarchy. Since superiors are often vested by the organization with power and authority to influence subordinates' behavior and direct their actions, subordinates are therefore expected to recognize this power and authority through compliance. This traditional view of authority has long pervades in most organizations. However, despite this formal authority sanctioned on the superiors by the organization, subordinates in some instances choose not to comply with an authority's command. Cases such as these debunk the traditional view of authority and support the acceptance view of authority. The acceptance view of authority supports the idea that authority comes not from the formal position one occupies in the corporate ladder but from the willingness of those from the lower levels of the hierarchy to carry out directives. Instruction giving has always been part of the interaction between superiors and subordinates: Subordinates' performance is partly evaluated on the way they carry out directives the same way the superiors' effectiveness is gauged in terms of their ability to influence subordinates' behavior. As such, this research posed the main problem: What are the effects of the acceptance view of authority on superior-subordinate relationship in a profit-oriented organization? The organization used in this study is Corporation X. In answering the main problem, the researcher also addressed the following sub-problems: 1. Is the practice of the acceptance view of authority evident in Corporation X? 2. What causes the subordinates to disobey the superior's directives? 3. What causes the subordinates to obey the superior's directives despite apprehension? 4. What are the manifestations of the subordinates' act of disobedience? 5. What are the manifestations of the subordinates' apprehension in carrying out directives? 6. What are the actions initiated by the superior in response to subordinates' act of disobedience? Given the main and sub problems above, the general objective of this research, therefore, is to determine the effects of the acceptance \'iew of authority on superior-subordinate relationship in a profit-oriented organization. One significance of this study rests on its ability provide organizations insights on the underlying values and interests of the employees for refusing to comply with an authority's directives. By knowing these values and interests, organizations would have a better understanding of how they can further motivate and influence employees' behavior. The unavailability of some of the respondents, whose assigned jobs were primarily fieldwork, was one limitation or this study. Another limitation was the inaccessibility of the department head for an interview. Thus, the two superiors were also considered subordinates to another superior. The components of the models of the acceptance view of authority, zone of indifference, and progressive discipline process were all integrated to form the theoretical framework for this study. The model of the acceptance view of authority describes the very process of how authority is accepted or not. On the other hand, the zone of indifference model illustrates the extent to which employees may obey directives. It also describes how employees' zone could be extended to make them obey orders they feel reluctant in carrying out. And the last model used, the progressive discipline process, illustrates the progressive disciplinary actions initiated by the superiors in response to misbehavior. A descriptive approach \Vas used to discuss the practice of the acceptance view of authority and its effects on the superior-subordinate relationship in Corporation X. Corporation X was used as the model organization for this study because of the centralized nature of its functions and structure which puts too much emphasis on ones' formal authority and power. Moreover, to answer the main and sub-problems posed earlier, the researcher distributed survey questionnaires to 21 employees, which represented a census of the population except those who were out in the field. Interviews with two managers in the Corporate Affairs Office were also conducted. In general, the research findings indicated that despite the centralized nature of the structure and functions in Corporation X, the acceptance view of authority is practiced in the company and are displayed in employees' behavior in various ways. Manifestations of disobedience are either clearly displayed or passively exhibited. However, even though the employees are given orders they feel reluctant in carrying out, more often than not, they obey rather than disobey. The main reason why orders are more often carried out than not is attributable to the kind of behavior that managers display, which also determines the kind of relationship they establish with the employees, towards the employees. Thus, it could therefore be assumed that it is the managers' behavior and relationship with the employees that have extended their zone of indifference and thereby make them obey despite hesitation. Findings also shows that the overall effect of the acceptance view of authority on superior-subordinate relationship is positive as both managers and the employees become more open to each other resulting in a better working relationship. Employees also improve performance and are even more challenged to do a better job. Therefore, from the findings generated by this study, it is logical to conclude that even though the practice of the acceptance view of authority is evident in Corporation X, the effects on superior-subordinate is positive because the managers have successfully extended the zone of indifference of the employees. The acceptance view of authority, though already an old concept, is still a new topic to explore. Managers should not always regard disobedience as an act which produces no positive results for the organizations. Sometimes, it is through the employees' act of disobedience that managers can better understand what the employees' expectations are of the company and of their jobs. Organizations, thus, can use this knowledge in further motivating employees to improve performance and therefore contribute to organizational effectiveness. Wed, 01 Mar 2000 00:00:00 GMT http://dspace.cas.upm.edu.ph:8080/xmlui/handle/123456789/3705 2000-03-01T00:00:00Z http://dspace.cas.upm.edu.ph:8080/xmlui/handle/123456789/3704 Title: A Study on the Perceived Effects of Computerization on the Employees of Development Bank of the Philippines Authors: Policarpio, Lester John M. Abstract: The study was conducted to determine the advantages and disadvantages of computerization, the social and psychological environment of an office that has access to computers, as well as to know the factors that affect an employee's computing competence. Subjects were forty-two employees of the Development Bank of the Philippines. Eighteen of the respondents were taken from the Accounting Department and twenty-four worked at the Strategic Planning Center of the said bank. A questionnaire was used to obtain data. Interviews with key people were also conducted. To determine if significant differences in direct use of computers between managers and lower-level employees exist, chi-square analysis was used. The same method was used to find out if there is a difference in the level of operational problems experienced by younger and older employees of the company. Results confirm that there are advantages and disadvantages in computing. Most of the advantages concern information retrieval, resource efficiency and easy access to data. Disadvantages concern operational and information problems. Workers were also affected by information anxiety, time pressure concerned with their job, redundancy of work, and supervision of work. Due to computers, however, employees experience a raised sense of accomplishment with regard to their job. Through statistical analysis, it was also confirmed that there was a difference in direct use of computers between managers and lower-level employees as well as the level of operational problems experienced by younger and older employees. There is an evident need for further study to be done regarding the effects of computerization to employees and to the organization. Wed, 01 Mar 2000 00:00:00 GMT http://dspace.cas.upm.edu.ph:8080/xmlui/handle/123456789/3704 2000-03-01T00:00:00Z http://dspace.cas.upm.edu.ph:8080/xmlui/handle/123456789/3683 Title: A Study of the Organizational Socialization Strategies Used by the Civil Service Commission Authors: Delos Santos, Christina R. Abstract: Everytime employees enter an organization and join the workforce they undergo the inevitable and significant process of learning about their task, their role, and how to relate well with their co-workers. This process is called organizational socialization. It is the process where organization members learn or acquire the things relevant to them and to the organization, and its success or failure is a major determinant of the level of productivity, commitment, and turnover. A lot of learning is involved in organizational socialization but they can be classified under the three areas, namely the Task, Role, and Interpersonal Areas. Further, since the demands of the three areas pose the major sources of organizational stress, then successful socialization can result in a stress-free organizational life for the employees. To ease and hasten the employees' learning process, managers of organizations initiate activities that facilitate organizational socialization. These activities are the organizational socialization strategics. Organizations can, be creative and innovative in coming up with different activities for the employees, but all entail investment (in terms of time, money, and manpower) on the part of the management. Because of this, management needs to identify the organizational socialization strategy that has the best ability to socialize the employees so as to save on resources but still derive quality results. For government offices, such as the Civil Service Commission, this need is even more significant and urgent due to the limited budget appropriated them. Recognizing the above, the researcher conducted a comparative study of the different organizational socialization strategies of the Civil Service Commission to be able to identify the strategy that can best socialize the employees. Using the five parameters set in the three areas of organizational socialization, this paper aimed to answer the major problem "Which of the organizational socialization strategies used by the Civil Service Commission has the best ability to socialize the employees?" The researcher had also set objectives to answer the major problem of this paper. They are the following: 1. To find out the different organizational socialization strategies used by the Civil Service Commission to socialize its employees. 2. To determine the employees' level of awareness and pa1iicipation to the organizational socialization strategies of the CSC. 3. To find out the perception (in terms of sufficiency, need for improvement and additional strategies) of the employees regarding the organizational socialization strategics of the CSC. The data gathering for the study was conducted at the Central Administrative Office of the Civil Service Commission, and the qualitative-quantitative design of the paper was achieved via the questionnaires given to the employees and the interview schedule conducted with the management for the quantitative part, the measure used was frequency and percentile. Findings of the study revealed that the Civil Service Commission uses several organizational socialization strategics, namely: CSC Orientation Course and ALAS Induction Program; Continuing Seminar on English Skills; Information Technology Training; Regular Meetings and Assemblies; Supervisory Development Course; Local Scholarship Program; Values Orientation Workshop; Mass; Sports Programs; Social Activities; and Hasik-Diwa. It was also found out that the employees of the Central Administrative Office of the CSC have different levels of awareness towards the different organizational socialization strategics, with the required activities (like the CSC Orientation Course and ALAB Induction Program) receiving the highest level of awareness. The same also applies with the level of participation of the employees which also varies from strategy to strategy but with the compulsory activities receiving the highest level of participation. In general, the level of awareness and participation is just around fifty percent with the level of participation even lower than the level of awareness. The results also showed that, generally, the employees perceive the current organizational socialization strategies as sufficient, and majority indicated that the activities do not need any improvements nor is there a need for additional organizational socialization strategies. Finally, the study yielded that the strategy with the best ability to socialize the employees is the Values Orientation Workshop, which maintained relatively high percentages in all the three areas. It is followed by the CSC orientation Course and ALAB Induction Program and Regular Meetings and Assemblies. Then, the Information Technology Training came in third, while the Continuing Seminar on English Skills ranked fourth. Meanwhile, the following activities were, ordered from the fifth to the least able organizational socialization strategy starting from the Social Activities, to the Sports Programs, then the Hasik-Diwa, and finally the Mass. Wed, 01 Jan 1997 00:00:00 GMT http://dspace.cas.upm.edu.ph:8080/xmlui/handle/123456789/3683 1997-01-01T00:00:00Z http://dspace.cas.upm.edu.ph:8080/xmlui/handle/123456789/3677 Title: The Perceived Effect of Power Communication on Organizational Effectiveness: A Case Study of Zeneca Pharma Philippines Inc. Authors: Ybanez, Anna Clarina R. Abstract: It has been said that power is inevitable and that each person exhibits a certain amount of power over another. It is simply a natural part of life. In organizations, although every employee exercises power, the superior is said to command greater power over the subordinates. Literature on communication and management defined power as the act of influencing others and of making them do what they would not normally do. It may be inherent in a person, termed as personal power, or may come from a person's position in the company, known as positional power. On the other hand, communication provides the means through which power is exercised, developed, maintained and enhanced. From these is devised the term power communication, which is defined as communicating to others one's power to induce them to act in certain ways. It is said to occur in all directions of communication: upward, downward, and horizontal. Its manifestation, however is said to be more evident in downward communication. Power communication is viewed to have different effects on the organization. Some theorists say that its existence in an organization is destructive. On the other hand, others stated that power communication is positive. Still, some people believe that power communication in itself is neither negative nor positive. Therefore, this paper's aim was to answer the question: What is the perceived effect of power communication on organizational effectiveness? To answer this question, a descriptive design was adapted. With this design, the researcher was able to describe the perceptions of the employees of Zeneca Pharma Philippines, Inc. Zeneca is an international bioscience group that boasts of making innovative medicines that addresses serious health problems such as cancer and heart disease. The respondents were divided into the managers and the employees to give a clearer view and understanding of the perceived effects. The tools used for data gathering included the survey questionnaire for the managers and the employees, and the interview schedule for the country manager. Frequency and percentages were the tools used for data analysis. These tools described the patterns that emerged regarding the effects. from the respondents, it was discovered that power communication does not intimidate nor does it lessen the creativity and the initiative of the employees. If its effects on the employees are not negative, then it seems to have a high potential to be positive to the company. However, its potential is not fully realized because the superior seems hesitant in practicing power communication. Its use seems to be limited to improving performance and initiating change. Significantly, although power communication is perceived to be positive, it also presents a risk that the subordinate might become dependent on the superior. Mon, 01 Mar 1999 00:00:00 GMT http://dspace.cas.upm.edu.ph:8080/xmlui/handle/123456789/3677 1999-03-01T00:00:00Z