Conflict Management Management and Resolution Resolution in the Bureau of Local Government and Development (BLGD) By Vincent Rey A. Bernardo
A Practicum Practicum Paper (Organiz (Organizational ational Analysis) Analysis) submitted in partial fulfillment of the requirements for the degree of Bachelor in Public Administration
to the College of Political Science and Public Administration Polytechnic University of the Philippines Sta. Mesa, Manila
May, 2016
1
CHAPTER I INTRODUCTION AND SOURCE OF BACKGROUND OF THE STUDY
The Philippine Department of the Interior and Local Government or DILG is within the executive department of the Philippine government and is mainly responsible for promoting peace and order, ensuring public safety and strengthening local government capability aimed towards the effective delivery of basic services to the citizenry. The Organizational Structure of the DILG is composed
of
one
Cabinet
Secretary,
four
Assistant
Secretaries,
four
Undersecretaries and a regional director directo r to each 17 regions in the Philippines. The DILG is composed of five bureaus, namely: Bureau of Local Government Development (BLGD), Bureau of Local Government Supervision (BLGS), National Barangay Operations Office (NBOO), Office of Project Development Services (OPDS) and the Office of Public Affairs (OPA). The Bureau of Local Government and Development (BLGD) is one of the five bureaus within the Department of Interior and Local Government (DILG) created under the Administrative Code of 1978. Under Executive Order 292 BLGD has eight distinct funct ions and these are: First, establish and prescribe plans, policies, programs, and projects to strengthen the administrative and technical capabilities of local government offices and personnel; second, provide technical assistance to enhance the administrative,
2
fiscal and technical capabilities of local government officers and personnel; third, formulate, prescribe and periodically evaluate local development policies, plans, programs and projects designed to enhance the participation of local government units in planning and implementation; fourth, establish a system of incentives and grants to local governments and prescribe policies, procedures and guidelines in the implementation of self-help assistance projects; fifth, formulate and develop models, standards and technical materials on local government development; sixth, extend consultation service and advice to local government units involved in development programs; seventh, Establish a viable system of strategies and approaches for local governments anchored on citizen participati on within a holistic and integrated framework for the development of communities; and last is to perform such other functions as may be provided by law. BLGD is composed of four divisions the Policy Studies and Development Division (PSDD), Program Advocacy and Monitoring Division (PAMD) and Local Development Planning Division (LDPD). BLGD is composed of various divisions, each specializing in the execution of the eight distinct functions of the bureau. The bureau plays a huge part in the execution of functions and responsibilities in the DILG, and different programs and policies such as Community-Based Development Program (CBMS), Payapa at Masaganang Pamayanan (PAMANA) and Rationalized Planning Indicator and Data Set (RaPIDS) to name a few. With such massive and complex bureaucratic structure present in the organization conflict and disagreements are inevitable.
3
B. Situation Analysis Conflict according to The Foundation Coalition (n.d.) is a struggle or contest between people with opposing needs, ideas, beliefs, values, or goals. Conflict is defined as disagreement between individuals. It can vary from a mild disagreement to a win-or-lose, emotion-packed, confrontation (Kirchoff and Adams, 1982). For Robbins and Judge (2013) Conflict has three point of views within the organizational context, namely traditional, interactionist and managed-conflict views. Traditional view sees conflict as a deterrent to the organization and must be avoided while the Interactionist perspective views conflict to be healthy and absolutely necessary in the improvement of the organization and finally the managed-conflict view rejects the idea of the previous views and claims that all conflict must be resolved productively. Schemerhorn, Hunt and Osborn (2002) classified two basic sides of conflict in any organization, Functional and Dysfunctional. Functional conflict is where a conflict creates a positive impact in the individuals, group and the organization. Conflict becomes functional when it can bring important problems to the surface to be addressed carefully and chose the right path of action. Dysfunctional conflict or destructive conflict works to the individuals’, groups’, or organization’s disadvantage. It diverts energies, hurts group cohesion, promotes interpersonal hostilities, and overall creates a negative environment for workers. Conflict can be dysfunctional if it paralyzes an organization, leads to less than optimal performance, or, in the worst case, leads to workplace violence. (Schemerhorn, et al., 2002) BLGD displays characteristics
4
of dysfunctional conflict existing within the organization for variables such as time, effort and money are wasted when administering conflict. This paper is configured in accordance to the framework provided by the instructor of the subject. First, the introduction and source of background of the study. Second, alternative courses of action. Third, reflections and lessons learned. This study only covers the organizational fabric of the Bureau of Local Government and Development and the employees therein, also the period covered of this study are fiscal year of 2016. This paper aims to display the importance of conflict management and resolution in the chosen organization. Overall, this paper would like to show how conflict can affect the organization and how can it be utilized to be a vital key in the progression of cohesiveness and diversity in the bureau. By imploring upon the issue that is conflict the researcher wishes to exercise the different approaches used in each particular aspect and by applying it to the organization. The researcher is confident enough that the study can help the group in administering of conflicts and can results to a productive consortium of change. The Bureau of Local Government and Development (BLGD) experiences conflict in a daily basis, whether it is an argument over a of document template or a discrepancy on the file system management the BLGD has its share of issues involving disagreements and arguments. Conflict has been habitual in the bureau that variables such as time, effort and money are wasted through countless errs that were the offspring of organizational conflict. The loss of vital resources due to conflict proves that it is detrimental in fulfilling its functions efficiently. If conflict will
5
continue to plague the bureau, then it will result to stress and anxiety amongst individuals, which decreases productivity and satisfaction. (Luthans, 2011) Also if conflict within the work area is left unresolved it can create lower morale and may increase in turnover and also mistrust which hinders teamwork to get the job done. (Bauer and Erdogan, 2009) Conflict in the BLGD is a problem that must be met with a solution for it reduces productivity and cohesion between the personnel of the organization and the two factors are vital in performing their duties as a government institution. BLGD must turn it around and transform conflict into a productive process to enable them to become an effective and responsible public institution.
C. Problem Statement A problem that the researcher observed is that the level of conflict in the BLGD is “unhealthy” and often becomes a hindrance to the total progress of the bureau. Conflict within the organization is a problem that the researcher sees as top priority for no formal approach has been done before to address the problem and if left unresolved can lead to the inefficiency and irrationality of the bureau.
D. Stakeholders Analysis Managers has formal power that can be used in management of disputes within the organization. Robbins and Judge (2013) defined formal power as power based on an individual’s position in an organization. In conflicts and
6
misunderstandings, managers should recognize that unresolved prior conflicts help set the stage for future conflicts of the same or related sort. Rather than try to deny the existence of conflict or settle on a temporary resolution, it is always best to deal with important conflicts so that they are completely resolved. (Schemerhorn, et al., 2002)
Also managers can be prevent the success of the solution. Because of the “busy” schedule of high ranking officials due to travels and meetings, the availability and interaction of the top management to identify and accommodate conflicts within the bureau can be minimal thus reducing the possibility of the solution to succeed.
If the solution will be deemed successful, not only will it resolve problems between conflicting sides but also provides proper knowledge for the top management when handling conflict.
E. Goals and Objectives Saylor Academy (2009) identified six causes of conflict within the organization but for the purpose of this study only two causes will be used. First is the communication. For Shortell and Kaluzny (2000) “ Communication is the creation and exchange of understanding between sender(s) and receiver(s) ”
7
(p.224). It is the medium used by individuals to help them be on the same track in things. It becomes a source of conflict when there is a communication failure. Communication failure happens when the sender does not convey the purpose or the message, or provides too much information. (Shortell and Kaluzny, 2000) Examples of communication failure in BLGD is when there’s a misunderstanding in meetings, orders and conversations, resulting to altered or wrong work outputs. Second is the structure or task interdependence. Kondalkar (2007) defined interdependence as a set of rules and requirements to determine how information, materials and expertise will be shared between team members assigned to interdependent tasks. Task interdependence is when the achievement of your goals lie rest in the hands of others. (Robbins and Judge, 2013) It is considered to be a problem affiliated with an organization with a bureaucratic nature. Avoid selective perception. Communication in the organization must be filled with trust and individuals must learn to believe what they see and avoid personal biases when receiving information. Individuals must also learn how to control their emotions when sending or responding to a communication (Ried, 2015) in such instances, we are most prone to disregard our rational and objective thinking processes and substitute emotional judgments. (Robbins and Judge, 2013)
According to the article entitled “What is Task interdepen dence?” by TaskManagementGuide.com, it sees that task interdependence has an increased chance of conflicts between the tasks because of its overall structure of work
8
becomes more and more complicated, with multiple levels and sub-levels. So in order to avoid any conflicts between interdependent tasks as well as clarify roles of team members, it is TaskManagementGuide.com recommends to create a team organization charter which will highlight the following information:
Names of team members
Roles with details on key duties and responsibilities
Supervisor-subordinate relationships
Rules of sharing information, materials and expertise
Requirements for sharing information, materials and expertise
Reporting rules
A team charter can help to design a multi-level hierarchy of interdependent tasks. Every task within such hierarchy is associated with an appropriate role and linked to interdependent tasks. A team charter also lets you manage workload of every team member through providing a clear illustration of assigned duties and interdependent tasks.
F. Methodology Qualitative approach was used in this paper. The researcher, as an intern of the BLGD used participative observation and document review as means to collecting data to accomplish the desired ends of this paper. An article written by the Family Health International (n.d.) stated that participant observation is a
9
qualitative method with roots in traditional ethnographic research, whose objective is to help researchers learn the perspectives held by study populations. Qualitative
10
researchers accomplish this through observation alone or by both observing and participating, to varying degrees, in the study community’s daily activities. Document review is a data collection method that analyzes a variety of existing sources (e.g., documents, reports, data files, and other written artifacts) with the intention of collecting independently verifiable data and information. (Witkin and Altschuld, 1995) These method seeks to describe a prevailing condition, which in this paper elaborated the conflict management and resolution in the Bureau of Local Government and Development.
11
CHAPTER II ALTERNATIVE COURSE OF ACTION
A. Alternative Course of Action (ACA) Schemerhorn et al. (2002) stated that there are two different approaches in managing conflict and these are indirect and direct conflict management approaches. Indirect conflict management deals with the avoidance of any involvement with personalities, therefore managers and top ranking personnel shall help mediate to resolve conflict. While the direct conflict management approach highly involves personalities and emphasizes on cooperativeness and assertiveness in the relationship.
ACA 1: Reduced Interdependence Schemerhorn, Hunt, Osborn and Uhl Bien (2010) said that when work-flow conflicts exist, managers can adjust the level of interdependency among units or individuals. One of the sources of conflict in the bureau is the level of task interdependency. There are three options when approaching the reduced interdependence decoupling, buffering and linking pins. But for the purpose of this study only decoupling shall be used. Decoupling is taking action to eliminate or
12
reduce the required contact between conflict parties. In some cases, the units’ tasks can be adjusted to reduce the number of required points of coordination. Intervention by reducing contact and producing space for both personalities can resolve conflict in BLGD for it can remove the burden of both sides when it comes to task interdependency and enable them to work without the strain of conflicting with individual goals. Although it can resolve conflict, it can also lead to duplication and excessive resource allocation which means wasteful and expensive.
ACA 2: Hierarchical Referral This indirect approach makes use of the chain of command for conflict resolution. Here, problems are simply referred up the hierarchy for more senior managers to reconcile. It can be applied to the current conflict dilemma in BLGD for it is an epitome when it comes to hierarchical structures for it consist of various division chiefs governing over a specific division and an assistant director and director who supervises and controls the entire bureau. Although applicable, it does not totally address the problems in the bureau since directors and division chiefs are often on travels or events therefore, the availability of solution is unsure and is not a concrete action for reoccurring conflict problems like in communication.
13
ACA 3: Collaborating “Is when parties in conflict each desire to fully satisfy the concerns of all parties, there is cooperation and a search for a mutually beneficial outcome. In collaborating, the parties intend to solve a problem by clarifying differences rather than by accommodating various points of view. If you attempt to find a win –win solution that allows both parties’ goals to be completely achieved, that’s collaborating.” (Robbins and Judge, 2013) (p.453). The middle-ground style of the action can work out for employees are more than willing to cooperate and do what is best for the organization. It is based on a willingness to accept as valid the interests of the other party whilst protecting one's own interests. Disagreement is addressed openly and alternatives are discussed to arrive at the best solution. (Food and Agriculture Organization, n.d) It although it shows an investment in time and money, the results of the action would be far more valuable than what is required.
B. Analysis of the Courses of Action ACA 1: Reduced Interdependence Reduced Interdependence’s strengths as an action is its on point in addressing the problem and its root cause and also its plausibilit y for resolving task interdependence conflict. Its weakness is the course of action in maintaining distance and reduced contact by providing multiple documents and materials who
14
are working on the same program. The bureau cannot afford to waste limited and valuable resources.
ACA 2: Hierarchical Referral Hierarchical Referral’s strength is its ability to handle conflicts individually and provides and in-depth analysis from superiors and the director. Its weakness is that it may not provide true conflict resolution and fail to diagnose the real problem since high ranking official tend to be away in a day-to-day basis.
ACA 3: Collaboration Collaborations strength is it seeks for a common ground and mutuality to those who are in conflict and can bring out the best solution for the problem and grants satisfaction over everyone’s concern. It s weaknesses are its “partial satisfaction” since both side would have to meet halfway and compromise to achieve resolution thus gaining less than what a party wants. Of all the course of actions covered in this study, collaboration uses a creative approach that takes the most time and energy. (“Conflict Management Techniques”, n.d.)
C. The Chosen Course of Action The researcher chose collaboration as the course of action to be implemented in the BLGD for its nature that highly values personal goals and
15
relationships. The bureau is very open to increase their productivity and flexibility when it comes to organizational change and are willing to accept the process of working together to come up with a win-win solution. By doing collabor ation conflict sources such as communication and task interdependence can be addressed fully. The required time and money of the problem solving suggest that collaboration is not a onetime activity but a deliberate process. For Kelly and Schaefer (2014) collaboration is a process with associated behaviors that can be taught and developed. It is a process governed by a set of norms and behaviors that maximize individual contribution while leveraging the collective intelligence of everyone involved. The bureau is more than ready for the cost of resolving conflict and is able to cope with the changes conflict management brings to the organization. The researcher used “consensus building” as the process i n which the BLGD will undergo, and collaboration approach will be utilized. It is a process where stakeholders build consensus on actions to address specific problems. It is commonly
used
in
organizations
that
are
bureaucratic
and
public
in
nature.(Wikipedia, 2015) By using this process activities will mainly focused on the concerned party but also involve all levels when it comes to conflict management that will be helpful if conflict will arise in the future. The process of consensus building will last for ten (10) days and will be involving all employees in BLGD.
16
D. Action Plan of the chosen course of action
Objectives Stregthen bond in groups and division
Activity Strategies Team Building
Educate personnel on the pros and cons of conflict
Seminar on conflict managem ent and resolution
To create cohesion between members and discuss conflict problems internally
Closed door meetings
Total:
KRA Improv e camara derie and the level of cooper ation betwee n team membe rs Upgrad e the level of underst anding when handlin g conflict Improv e internal commu nication and task interde penden ce betwee n individu als
Performance Indicator -Maximize cooperation and involvement between team -Instill leadership in the divisions involved
Timeline
Budget
Five (5) days
120,000 Thousan d pesos
Responsible Person(s) -Camp Facilitators -High Ranking Officials
-Have total control and understandin g with conflict management and optimal resolution of the problem
Three (3) days
85,000 thousan d pesos
-Consultants -Resource speakers
-Fully hear out and understand every concern and be able to come up with internal solution for every member of BLGD
Two (2) days
45,000 thousan d pesos
-Director -Assistant Director -Division Chiefs
Ten (10) days
250,000 thousan d pesos
17
E. Challenges and Solutions Challenges
Solutions
Team building can increase conflict
Create entertaining ways to facilitate
due to the competitiveness
and minimize
There can be little impact on oral
Provide interactive seminars and
communication
conflict consultations from third parties (i.e. consultants/specialists)
Can result to larger conflict due to the
High ranking officials shall mediate the
absence of an arbiter
meetings
18
CHAPTER III REFLECTIONS AND LESSIONS LEARNED
Conflicts are inescapable in an organization. However, conflicts can be used as motivators for a healthy change. Conflict resolution must aim at keeping conflict at a level where various ideas and point of view are fully voiced but unproductive conflicts are removed. In today’s status quo several factors create conflict; they may be communication noises, differing group and individual objectives, competition for use of resources or differing viewpoints. What’s important is all conflict must be resolved and integrated to result in efficient achievement of organizational objectives
19
References
A. Books Bauer, T., & Erdogan, B. (2009). An introduction to organizational behavior. Washington, DC, United States: Flat World Education Inc. Kirchoff, N., & Adams, J.R. (1982). Conflict Management for Project Managers. Drexel Hill: Project Management Institute. Kondalkar, V.G. (2007). Organizational Behaviour. New Delhi, India: New Age International (P) Limited, Publishers. Luthans, F. (2011). Organizational Behavior: An Evidence-Based Approach, 12th ed. New York, NY: McGraw Hill-Irwin Companies, Inc. Robbins, S. and Timothy, J. (2013). Organizational Behavior, 15th ed. (p. 453). One Lake Street, Upper Saddle River, NJ: Pearson Education, Inc. Schermerhorn, J., Hunt, J., and Osborn, R. (2002). Organizational Behavior, 7th ed. Rosewood Drive, Danvers, MA: John Wiley & Sons, Inc. Schermerhorn, J., Hunt, J., Osborn, R. (2010). Organizational Behavior, 11th ed. Rosewood Drive, Danvers, MA: John Wiley & Sons, Inc. Shortell,. S.M. & Kaluzny, A.D. (2000). Health Care Management (4th ed.) (p. 224) Albany, NY: Thompson Delmar Learning
20
Witkin, B.R., & Altschuld, J.W. (1995). Planning and Conducting Needs Assessments: A Practical Guide. Sage Publications, Inc.
B. Articles from Database Kelly, K. and Schaefer, A. (2014). Creating a Collaborative Organizational Culture. Retrieved
from:
http://www.kenan-
flagler.unc.edu/~/media/Files/documents/executive-development/unc-whitepaper-creating-a-collaborative-organizational-culture.pdf Ried, M. (2015). Emotional Barriers to Effective Communication. Retrieved from: http://www.livestrong.com/article/175905-emotional-barriers-to-effectivecommunication/ Saylor
Academy.
(2009).
Organizational
Behavior.
Techniques”
(n.d.)
Retrieved
from:
http://www.saylor.org/books/ “Conflict
Management
Retrieved
form:
http://www.personalityexplorer.com/freeresources/conflictmanagementtechnique s.aspx “Conflict Management” (n.d.) Food and Agriculture Organization of the United Nations. Retrieved from: http://www.fao.org/docrep/W7504E/w7504e07.htm “Participant Observation” (n.d.). Family Health International. Retrieved from: https://assessment.trinity.duke.edu/documents/ParticipantObservationFieldGuide .pdf
21
“Understanding Conflict and Conflict Management” (n.d.) The Foundation Coalition,
Retrieved
from:
http://www.foundationcoalition.org/publications/brochures/conflict.pdf “What
is
Task
Interdependence?”
(n.d.)
Retrieved
from:
http://www.taskmanagementguide.com/glossary/what-is-taskinterdependence.php “Collaborative
governance”
(2015)
Wikipedia.org.
https://en.wikipedia.org/wiki/Collaborative_governance
Retrieved
form:
22
Appendices Vincent Rey A. Bernardo Home Address: #401 Mesa St. Brgy. Mahabang Parang Binangonan, Rizal Contact number: 09263598665 E-mail Address:
[email protected]
Career Aims
To gain internship with a government agency that will provide interesting and n ew experiences that will broaden my knowledge as a public administration student and to work with skilled government employees that will utilize my skills. Qualification Summary
Can successfully operate in a stressful, fast-paced, deadline-oriented environment Possesses excellent organizational and presentation skills, good verbal and written communication Eager to learn and responsible, able to adapt in different work environments and with different groups Hardworking, practical and flexible Education
Tertiary: Bachelor in Public Administration – Polytechnic University of the Philippines, Sta. Mesa, Manila (2013-present) Secondary: Binangonan Catholic College, Libis, Binangonan, Rizal (s.y. 2008-2013) Primary: Saint Francis of Assisi College System (SFACS) Holy Spirit, Taguig City (s.y. 2001-2008)
Seminars and Trainings Attended Lingkod Bayan Series: A Closer look on the Disbursement Acceleration Program Held at UP NCPAG Assembly Hall, UP Diliman July 23, 2014 Is pork back? A review of the 2015 Philippine national budget Held at UP NCPAG Assembly Hall, UP Diliman Senator Panfilo Lacson Resource Speaker August 5, 2015 Kineo Leadership Camp Balangay: Journey of the Datus Held at El Dorado Resort, San Mateo, Rizal April 1-3, 2016 Profile
Born on June 15, 1997 | 18 years old | Filipino | Single | Ro man Catholic | Languages spoken: English, Tagalog and Visayan Affiliations Cirlcle of Public Administration and Governance Students | Member (2013-present) Character References
References available upon request. I hereby affix my signature to certify that the information I have provided is true to the best of my knowledge.
Vincent Rey A. Bernardo
