http://dspace.cas.upm.edu.ph:8080/xmlui/handle/123456789/265 Bachelor thesis of BA Organizational Communication students Fri, 03 Jul 2026 23:34:50 GMT 2026-07-03T23:34:50Z http://dspace.cas.upm.edu.ph:8080/xmlui/handle/123456789/3781 Interorganizational Conflict Management Agulto, Arlene Emmanuelle B. The organizational niche is naturally a world of conflict. Whenever there are people working together, the inevitability of conflict arises. This happens for the simple reason that people will not always be in perfect agreement on all issues, goals, or perceptions. Individuals will always have varied ways of thinking which may then lead to unfavorable events. This descriptive research paper aimed to find out concepts that relate to interorganizational conflict. The study attempted to illustrate the causes and effects of interorganizational conflict and how they are managed by the parties involved in the conflict situation. The paper mainly concentrated on general problem question: How were the causes and effects of conflict between two organizations managed effectively? Specifically, the research probed to answer the following questions: 1. What caused the conflict between Company X and Company Y? a. How did the conflict affect the two organizations? b. What were the perceived feelings and thoughts caused by the conflict? 2. How did Company X and Company Y handle the conflict situation? a. Who were the people involved in managing the conflict situation? b. What strategies were used in managing the conflict between the two organizations? c. How did the strategies help in managing the conflict? The study employed the purposive sampling technique in selecting the sample population from Company X and Company Y. Interviews were used to select who were deemed to be significant for the study. The respondents were singled out according to a set criteria, namely: knowledge on the situation, affiliation with the company, and role played or involvement in the conflict situation. With the use of focus group interviews, the research sought to determine the causes, effects, and strategies which were involved in the interorganizational conflict between Company X and Company Y. The focus group interview was the chief instrument in uncovering the particulars of the conflict situation. The open-ended nature of the questions helped in extracting pertinent information on how the conflict evolved and how the two companies plan to resolve the situation. To further supplement the study, the Thomas-Kilmann Instrument was employed to reveal which conflict management strategy the respondents preferred in settling the conflict. Results revealed that the interorganizational conflict between Company X and Company Y was rooted from unsettled debts due to scarcity of financial resources. Moreover, poor communication worsened the conflict situation as certain individuals refused to deal properly. The effects of the conflict have been generally negative as relations between the two organizations have turned sour. The people involved were primarily composed of two key individuals, from both organizations. However, a mediator was also involved in the conflict resolution process. According to the interviews, the respondents felt that the best way to resolve the situation was to find a middle ground. Furthermore, the Thomas-Kilmann Instrument (TKI) showed that compromise had the highest score. With the interviews and the Thomas-Kilrnann Instrument, findings confirmed that the best style in managing this particular conflict situation would be through compromise. Although the conflict situation between Company X and Company Y has not been fully closed, the strategy of compromise has proven to be beneficial for the two organizations. The study implied that interorganizational conflict can have different causes which in turn have varied effects. Moreover, the strategies to be used depend highly on how the matter will be taken by the two organizations. In this research, it was evident that because of the involvement of personal issues, it was rather difficult to manage the conflict. Since thoughts and feelings were concerned, appeal to the emotions was used to work out certain differences. This study showed that conflicting issues that concern family or relatives are rather difficult to settle. As the findings revealed, business concerns were inevitably mixed with personal matters. Tue, 01 Apr 2003 00:00:00 GMT http://dspace.cas.upm.edu.ph:8080/xmlui/handle/123456789/3781 2003-04-01T00:00:00Z http://dspace.cas.upm.edu.ph:8080/xmlui/handle/123456789/3780 The Media Relations Function of the Public Information Officer/Spokesman as a PR Strategy: A Case Study of the Philippine National Police Alvez, Pauline Veronica I. This research was conducted to describe the multi-faceted media-relations roles and functions of the PNP Public Information Officer (PIO) and Spokesman. It also tried to determine his qualities and skills, his adherence to public relations principles, and the strategies he used to project a favorable image for the organization. Lastly, it attempted to discover the problems he encountered in his dealing with media. The study was essentially descriptive in nature. The survey research method was utilized and questionnaires were distributed to the PIOs and Spokesmen of the PNP who were the respondents of this study. Purposive sampling, however, was utilized since the respondents were chosen subject to their availability and the proximity of their assignments to Metro Manila. In-depth interviews followed to further probe their answers in the questionnaire. Percentages were derived on the nominal and ordinal questions to analyze the results of the study. The results revealed that the PIO/Spokesman of the PNP has the overall objective/goal of maintaining a sound and favorable image of the PNP through the timely release of information and enhancement of relations with the media. It is the unit tasked with the Public Information and Education (PIE) component of the police community relations program of the PNP. In addition, it serves as the official "mouthpiece" of the Chief or Director, who echoes his views and sentiments and that of the entire command. The PIO/Spokesmen of the PNP were found to have the following functions and roles: as Counselor to their Chiefs/Directors, As Spokespersons / Information Source, As Communications Link/Liaison, and to a limited extent as Communication Technicians. The PIO's/Spokesmen were found to possess certain qualities and skills that helped them learn easily the nuances of their functions. According to the respondents, their educational background, training and past experiences helped a lot to make their tasks easier. Of particular importance was the training undertaken on media relations, public information and public speaking. Those who have not undergone the needed training considered this is one problem which they perceive needs to be addressed by the PNP in order to professionalize and standardize their functions. Qualities, on the other hand, which the PIOs/Spokesmen claimed to possess and which they deemed necessary to be effective were credibility, accessibility, expertise, honesty/sincerity, objectivity, trust and confidence of the Chief/Director and the press, and media sense. In terms of their adherence to the PR process, many of them relied on research methods although only of the informal type. Relatively few engage in planning of their communication activities. And they do not have a specific standard to evaluate the effectiveness of their public information programs. The respondents, however, considered themselves effective to the extent that they are able to disseminate the needed information to the public at the right and opportune time. In terms of strategies used, the study revealed numerous methods used by the PIO/Spokesman to disseminate information and enhance media relations. All respondents averred that they use the press release, the press conference, and the radio/TV interviews to disseminate information about their accomplishments. To a limited extent and depending on the budgetary constraints of their units, some PIOs/Spokesmen used brochures, photo releases, audio-visual presentations, exhibits and displays, billboards, paid advertisements, and editorials or letters to the editor. Media events were also organized including press parties/fellowships, media outings, tours or press junkets, and anniversaries. Furthermore, the provision of a suitable and well-equipped press office and maintenance of cordial relationships with media practitioners are other strategies used by the respondents. The biggest problem encountered was the unethical practice of some media personnel. They also lamented the lack of skills upgrading/training afforded to PIOs/Spokesmen. In addition, there was no standard operating manual, which provides the policy direction and implementing guidelines to be used by PIOs and their staff. The lack of a separate budget was not seen to pose much of a problem since they can readily request for additional funding for the special projects not covered by their MOEs. Finally, no specific gauge or measure to evaluate the gains of the public information programs were instituted reportedly because of the difficulty of quantifying results of Public Information efforts. The researcher recommends the PNP, in cooperation with the media representatives, to draft a Written Media Policy and Guidelines to be strictly adhered to by both parties in the conduct of their respective functions. The PIO, NHQ must also regularly conduct a training module or seminar/workshop for all PIOs/Spokesmen nationwide. This would include training on media relations, public information strategies, and on public speaking. It is also recommended that the PNP Toastmasters Club be reactivated to provide a venue for the PIOs and Spokesmen to harness their speaking skills. It is also suggested that the PIO, NHQ publish a Media Relations Manual to educate all PIOs/Spokesmen in the different regions of the country. This way their functions and activities may be standardized. The Standard Operating Manual must likewise set the basic qualifications standards for future PIOs/Spokesmen. Lastly, as a way to evaluate their information dissemination efforts, content analysis of tri-media releases is recommended. For further studies, this researcher recommends a similar study this time using a wider coverage of respondents including those in far regions, a content analysis of different print media on the actual use of the press releases distributed by the PNP, a study on the effect/impact of the PNP Spokesman/PIO on a particular community, and a comparative study of the PNP and AFP Spokesmen, to establish parallel areas for standardization. Tue, 01 Apr 2003 00:00:00 GMT http://dspace.cas.upm.edu.ph:8080/xmlui/handle/123456789/3780 2003-04-01T00:00:00Z http://dspace.cas.upm.edu.ph:8080/xmlui/handle/123456789/3779 Romantic Relationship in the Workplace and Its Impact on the Employee: A Case Study on Sykes Asia Amansec, Ma. Christina C. Times have changed. The economy is now becoming globalized and the technology creates a staggering impact on the ways of living especially in urban settings. Even the nature of work has changed People are spending more and more time in the workplace. The usual 8am to 5pm working days are gone What we have now are 8pm to 5am shifts These kinds of shifts apply especially to call centers like the researcher's chosen company for case study, Sykes Asia. Goldhaber (1979) defines an organization as a "net work of interdependent relationships." The pattern and nature of relationships in an organization may be determined by the positions and prescribes roles for those positions. This gives structure and stability to the organization However, individuals act outside of role structure. Another type of relationship other than positional relationship bursts forth and it is interpersonal in nature. An interpersonal relationship can be an acquaintance, friendship, or a romantic relationship. This paper focuses on romantic relationships. The need to study romance in the workplace crops up simply for the reason that the quality of a romantic relationship has a strong effect on the personal happiness and life satisfaction of an individual Human resources are depended upon by an organization to achieve its purpose. Therefore, romantic relationships of human resources may affect the organization itself. Romantic relationships affect the conduct of work of employees especially when the romance occurs within the organization. With the increasing number of women in the labor force and longer working hours, this type of relationship can not be avoided. Managers have come to realize that they can not forbid romance in the workplace any more than they can forbid competition. Since the topic is all about romance, the researcher thought it would be best to choose an organization with a young population since young professionals or "yuppies" are in the age of searching for potential marriage partners. The research is basically a descriptive case study of the situation of romance couples in the company and how their co-workers view the concept of having a romance partner in the workplace. A traveling experiment served to be the best tool to gather data. The researcher interviewed romance couples personally and exclusively to gather information on their personal experience in having a romantic relationship in the workplace. A survey was conducted, on the other hand, to gather information on how the general population of the organization perceives romance in the workplace. The study was conducted at Sykes Asia Inc. located on the 26th floor of Robinsons Summit Bldg. at Ayala Avenue. Sykes is a call center. They help companies optimize customer-facing and back office processes while containing variable costs and facilitating capital divestiture via outsourcing and program management. The results of the study show· that romantic relationships can indeed increase worker productivity. This response is especially true with the couples interviewed because most of them reponed increased zest to go to work, a way to ease their work burdens. and healthy competition with their romantic partners. Negative results towards romance in the workplace are minimal. With all the theoretical information and the actual data gathered from the organization it was shown that proximity is strong basis of human attraction and therefore has become a foundation for the formation of such romantic relationships. Romantic relationships, however, are not conducive in all types of organizations Sykes Asia is one of the organizations where romance in the workplace serves a good purpose. There are general kinds of interventions that organizations make in response to specific organizational romance no action at all, punitive action (e.g. reprimand, warning. transfer, termination) and positive action ( e.g. open discussion, counseling). The most frequent response was no action. The researcher recommends that the management generally should not intervene with the workplace romance since this will only cause lov.1 working motivation or in worst cases, resignation of the employee from the company. The management can only offer counseling, seminars, or open discussion but this should not be pressed on to the employees. Punitive action is not advised unless sexual harassment occurs. Sat, 01 Mar 2003 00:00:00 GMT http://dspace.cas.upm.edu.ph:8080/xmlui/handle/123456789/3779 2003-03-01T00:00:00Z http://dspace.cas.upm.edu.ph:8080/xmlui/handle/123456789/3769 Conflicts Among Employees in Honda Cars Quezon City: Base Issues and Management Strategies Abanico, Maria Katrin P. This research that focuses on the issues that serve as the bases of conflicts and its resolution aimed to determine the usual sources of conflict among the members of Honda Cars Quezon City and the strategies that employees and management used to solve them. The researcher employed descriptive survey and conducted in-depth interviews. The respondents consisted of five managers for the interviews and 40 percent of employees for the survey. The researcher made use of the frequencies and percentages to analyze the quantitative data as well as topical analysis for the qualitative data. Honda Cars Quezon City, Inc. (HCQC) is a franchised dealer engaged in the sale of Honda automobiles and parts, as well as the service maintenance, repair and body building, primarily of Honda vehicles. Its personnel work in the different departments such as Human Resource Department; Legal Department; Sales Department; Service Department; Parts Department; Administration Department; Finance Department; and Information Technology Department. It aims to provide the most prestigious Honda car dealership group in the Philippines through total custom􀅤r satisfaction in its activities and to perform their social responsibility in the development of the community through the efforts of nation building. by providing fair return to their stakeholders and a continuing career for their associates by achieving the number one dealership in the country. The guiding principle of the company is to achieve highest efficiency in its performance by concentrating on providing supplies of products at a reasonable price for customer satisfaction. The findings of the study show that there are five sources of conflicts namely: Control over resources; preferences and nuisances; values; beliefs; and nature of relationship. The resolution of such conflicts depends on the situation and nature. In employee-employee conflict, conciliation and mediation are the most used strategies to solve the problem. Those that involve violation of the company rules are solved "by the book," that is, by following what is stated in the policy manual to preserve the integrity of the company. The common problem however that arises among the employees is misunderstanding or miscommunication. The strategy that is usually used to solve such problem is by talking to the other party and solving it among themselves. Tue, 01 Mar 2005 00:00:00 GMT http://dspace.cas.upm.edu.ph:8080/xmlui/handle/123456789/3769 2005-03-01T00:00:00Z