This manager is action-hungry, highly dedicated, but his manners are rather formal

and that of an introvert. He is a serious worker and will not give in to bribing or
any anomalous deals.
Manager by "kayod"
This manager will always be on the lookout for loopholesof anything and will use
them to avoid too much work, or as an excuse for failure. He is also given to make
shortcuts and to do unconventional or even illegal ways to attain objectives.
Generally, an extrovert, he deals with people informally.
Manager by "lusot"
This type of manager operates by the dictates of the book --- what the manuals and
other formal documents say. He is systematic, though and analytical. He usually
has adequate formal training in management.
Manager by "libro"
This manager learns his managerial skills by oido or by ear. He has a vast field of
practical experiences to compensate for his lack of formal management education.
He is the opposite of "libro" manager.
Management by "oido"
Manager by "ugnayan"
He is a hybrid of all types of managers. He is a gifted reconciler of all philsophies
and beliefs held by various types of managers. He integrates various styles of
management depeneding on the need and condition of his organization. He is
participatory and cooperative,

Outline

Cabo – Spanish creation

A minor despot who usually bidded to provide labor and hired his own gang of workers on whom he
made a living.
Capataz – Spanish-American hybrid
Referred to as the foreman
Superbisor – a term applied to school official who visited the schools now & then

Supervisor – “frontline manager”

Part of job is to plan, organize, directing & controlling

Evolution of the Filipino Supervisor/Manager

Cabo – Spanish creation

A minor despot who usually bidded to provide labor and hired his own gang of workers on whom he
made a living.
Capataz – Spanish-American hybrid
Referred to as the foreman
Superbisor – a term applied to school official who visited the schools now & then

Supervisor – “frontline manager”

Part of job is to plan, organize, directing & controlling

Evolution of the Filipino Supervisor/Manager

According to Ernesto A. Franco, Filipino managers have 6 origins:

1. Mga anak ng may-ari
2. Self-made entrepreneurs
3. Comes from existing companies or institutions
4.Former government officials or public servants who retires
5. MA or PhD degree holders
6. Professionals who strike out on their own

The Filipino Manager/Supervisor

The MBA who is a professional manager & a Master of Business Administration.

The MBA who is an amateur and a ‘Manager by Accident’

Classifications of Filipino Managers

The realist-manager who practices Management by Kayod

The idealist-manager who practices Management by Libro
The opportunist-manager who practices Management by Lusot
The reconsider-manager who practices Management by Suyod

Four styles of Pinoy (Filipino) Management Practices

Management by Pakiramdam
Management by Takutan or Sindakan
Management by Kulit
Management by Patsamba-tsamba

Other styles of Pinoy Management

Pagkabayani – the need to be esteemed and revered

Social Mobility – the need to climb the socio-economic level

Familism – the need to belong

Social Acceptance – the need to be reciprocated

The Filipino Hierarchy of Needs

Is there a way to manage a manager? This might be a valid question but “Managing your boss” sounds
devious, right? It sounds like a team is up to brewing a heckler’s game of manipulation to topple down a
boss.

Hold that thought and be still, because no, managing a boss or a manager needs not to be understood that
way, and yes, there are studies and management recommendations which talk about the appropriate ways
of dealing with managers.

If you are working below and down the line, there’s a way of overseeing the upper line without batting an
eye, which means you do not have to move up the higher line to manage your manager. John Kotter and
John Gabarro, Harvard professors and experts on management disclosed some truth about managers:
They have desires to be managed by their direct reports or the team they keep, as much as they seek to
find effective ways of managing the team. Why? Because they too, are human being with the same need
as everyone else aside from being tasked with managing projects and people. They are the same people
who would appreciate compliment rather than complain from among their direct reports. To manage them
without having to feel threatened by their authority is an accomplishment

Let’s go closer to home by looking at Filipino author Ernesto Franco’s framework: The 5 general style of
Filipino managers:

 Manager by “Kayod”. “kayod” is a term which refers to “hard work” or “sweating out” to achieve goals
or produce something. This kind of manager tends to be action-hungry, has strong or strict working
ethics and usually refuses any kind or form of bribery. Priority-oriented with a strong inclination to gut
feeling, this kind of manager seeks for optimum and maximum performance from their subordinates
and has gift for identifying and utilizing people and resources to address problems in the workplace.
Practical and pragmatic, he or she tends to decide fast and demands faster solution to workplace
problems. Impatient and impulsive, this manager tends to demand higher performance from
subordinates according to his or her standards, although if properly related to, he/she could provide
practical guidance and break down workloads into manageable size. Working under them is like riding
a roller-coaster that never ends, and worst, they love to be the operator of that rides which means, no
getting down. How to manage them is the direct opposite to operating a roller coaster: be the first to
volunteer to get down before the daze becomes overwhelming. Hard worker as they know themselves
to be, “Manager by Kayod” needs people to remind them that their strength is not boundless, so as
the rest of the team, and the reminder would be much appreciated if given as direct feedback in a
friendly manner, treating him or her as a colleague rather than a boss.
 Manager by “Libro”. Libro in English means a book. This type of manager seeks decisions from a
step-by-step process written in the company’s policy as approved by the authority. Systematic and
analytical, this manager has formal or adequate training in management and can produce quality and
professional results. Idealistic in nature, this manager is a technocrat and a thinker who meticulously,
cautiously and stubbornly plans everything to details before arriving at a decision-making. Systematic
and seeking for professional performance from the subordinates, they are good at results which are
at par with standards set by the company and would usually get irritated when lapses in following rules
are glaring in subordinate’s performance. Life experiences which deviate from what they know
theoretically are a threat to this kind of manager. Never underestimate their power at using
professionalism as a weapon of potent destruction, because that is their expertise. It is limiting, but to
manage those limits means to widen their horizon to contingencies beyond what is “known” and
“tested”. The best way to work with idealistic manager is to validate their ideals yet allow realities to
sink in by providing scenarios, real life scenarios. Scenario building sewn all over your presentation of
a project or a case is best suited for this kind of manager.
  Manager by “Lusot”. The manager who acts by capitalizing to loopholes is called to be playing
“lusot”, alluding to a manner of finding a hole or tunnel out of a trap. The manager is very keen at
looking or finding loopholes in anything whether in policies, procedures, methods, company goals,
laws, rules and regulations and uses this to his or her advantage. In times of failure, this manager will
always find a better if not the best excuse to gracefully exit from the responsibility. They are good at
shortcuts and unconventional ways to managing people or workplace issues to be resolved. Even
illegal manner of handling matters in the workplace can be employed by this manager. He or she likes
to deal with people informally and shun out formal contracts or agreements with clear accountabilities.
Most people refer to this kind of manager as “opportunist, rule-breaker, bribing, no conscience, willy-
nilly and tend to resort to deals with easy exit or settlement. Upfront, honest, straight-forward
confrontation and communication is the only way to deal with this kind of manager. You will be
surprised at how you accomplish so much in a one-minute confrontation, but it is what they need, you
have to give it to them, not beating around the bush. Well, have the guts to face their wrath, too, and
be prepared to mend broken fences if necessary, but keeping integrity in the workplace is keeping
honest with them.
 Manager by “oido”. Learning by ear, this manager utilizes people’s knowledge and formal training or
education by applying to his or her vast field of practical experiences to compensate the lack of formal
training. Practical and hands-on, this type of manager requires or seeks result based on her or his
standards by practical experience. Bank on this manager’s experience, because it is rich and valid,
though not necessarily reliable. Keep track of his or her gut feeling in decision-making, but keep also
the habit of validating the decision with sound professional knowledge available around. Take note
that this kind of manager is very much appreciative of what you can offer as compliment to what he or
she lacks. Do not brag on your accomplishment when your idea won over, you will not have a second
one next time.
 Manager by “Ugnayan”. A hybrid among all types of managers, he or she is considered a manager
by “relationship” or “connection” in English parlance. Considered a manager who is a good reconciler
of all philosophies and beliefs held by all types of manager, he or she can integrate management style
according to the situation. Participatory in manners of approach, the manager deals with issues in the
workplace involving and engaging the whole team or subordinates. A natural coordinator, the manager
also employs strategies which emphasize collaboration and strongly believes in contingency
management. Sounds like an ideal manager you would love to work with. The only downfall is the
difficulty to extract an honest- to-goodness assessment from this kind of manager, and it would take
you too long to decide a certain case due to his/her high regard to diplomacy and maintenance of a
smooth interpersonal relationship. Inform the manager of your role as a “devil’s advocate” and
insinuate dilemma over a case to be decided, then, you will get the real treat: his or her real stand on
an issue.
There is a kind of manager-subordinate relationship which recognizes and emphasizes mutual
dependence. Instead of viewing managers as the all-knowing, omnipotent, indestructible bosses, start to
view them as people who have their own styles of management who might need a complimentary style of
your own kind of management. Cultivating a productive working relationship is not a solo department for
managers, it takes more people onboard to build one.
1. 1. MANAGEMENT and LEADERSHIP BEHAVIOUR
2. 2. LEADER A person who enables people to work together to achieve common objectives.
3. 3. LEADERSHIP The art of getting people to do what you want them to do and do willingly
the things that they normally won’t do without hesitation.
4. 4. LEADERSHIP STYLES The characteristic manner in which a person makes decisions that
will affect the subordinates.
5. 5. 3 TYPES OF LEADERSHIP AUTOCRATIC DEMOCRATIC LAISSEZ FAIRE
6. 6. AUTOCRATIC LEADERSHIP This the least desirable form of leadership when it comes to
building trusting relationships. One person has control over all the subordinates. The leader
is in control and no one is permitted to make any suggestions.
7. 7. DEMOCRATIC LEADERSHIP Leadership style that is very open and is ideal in running a
team. This style is needed in dynamic and changing environments where very little can be
taken as constant. The style means facilitating conversations, encouraging ideas and
synthesizing all available information into the best possible decision.
8. 8. LAISSEZ-FAIRE LEADERSHIP It tries to give the least possible guidance to subordinates
and tries to achieve control through less obvious means. The principle is that it is believed
that people excel when they are left alone to respond to their responsibilities and obligations
in their own ways.
9. 9. PARTICIPATIVE LEADERSHIP Participative leadership is primarily concerned with power
sharing and empowerment of followers. CHARISMATIC and TRANSFORMATION
LEADERSHIP Connecting the follower's sense of identity and self to the mission and the
collective identity of the organization; being a role model for followers that inspires them;
challenging followers to take greater ownership for their work, and understanding the
strengths and weaknesses of followers.
10. 10. MULTI-CULTURAL LEADERSHIP The trend nowadays because of globalization.
Leading an international flavour of subordinates. VISIONARY LEADERSHIP The ability to
create and articulate a realistic, attractive vision of the future for an organization that grows
out and improves upon the present.
11. 11. MAJOR RESEARCH APPROACHES
12. 12. TRAIT APPROACH The idea that people are born with certain character traits are
associated with proficient leadership, it assumes that if you could identify people with the
correct traits you will be able to identify leaders. DRIVE MOTIVATION INTEGRITY SELF-
CONFIDENCE INTELLIGENCE KNOWLEDGE
13. 13. BEHAVIOUR APPROACH The assumption that leaders can be made and not born is
based on this theory. Behavioral theories of leadership do not seek inborn traits or
capabilities. Rather, they look what leaders actually do
14. 14. POWER INFLUENCE APPROACH Leader-Centered (leaders act and followers react)
Explains leadership effectiveness in terms of the amount of power processed by a leader
and how power is exercised. Power is viewed as important not only for influencing
subordinates but also for influencing peers, superiors and people uninvolved in the
organization such as client and suppliers,
15. 15. SITUATIONAL APPROACH There is no single "best" style of leadership. Effective
leadership is task- relevant, and the most successful leaders are those that adapt their
leadership style to the maturity of the individual or group they are attempting to lead or
influence.
16. 16. LEADERSHIP THEORIES
17. 17. CONTIGENCY THEORY Leader-member relations- the degree of confidence the
subordinates have in the leader. Task Structure- is a method of building work decomposition
for breaking bigger task into smaller logically interrelated pieces (operations) that are
intended to systematize process of task performance to economize time and resources of
those who perform work. Position Power- the power inherent in the leadership position. It
includes rewards and punishments typically associated with the position of the leader’s
 formal authority and the support that the leader receives from supervisors and the
organization
18. 18. PATH GOAL THEORY An approach that draws heavily on the expectancy theory of
motivation. It proposes that the leader is a key individual in bringing about improved
subordinate motivation, satisfaction and performance. Directive- the leader directs, and there
is no subordinate participation in the decision making. Supportive- the leader is supportive
and is interested in the subordinates as people. Participative- the leader asks for, receives
and uses suggestions from subordinates to make decisions. Achievement Oriented- the
leader sets challenging goals for subordinates and shows confidence that they can achieve
the goals.
19. 19. LEADER STYLE THEORY AI- The leader solves the problem using available information
AII- The leader obtains the information from followers then decides on the solution to the
problem. CI- The leader shares the problem with subordinates individually, getting their ideas
and suggestions without bringing them together as a group. CII- The leader shares problems
with subordinates as a group, obtaining their ideas and suggestions. GIII- The leader shares
a problem with followers as a group. Together the group generates and evaluates
alternatives and attempts to reach a consensus on a solution.
20. 20. FILIPINO STYLE MANAGEMENT THEORIES
21. 21. MANAGEMENT BY KAYOD ( REALISTIC) Managers that are rational thinkers. They
solve problems right away or they would at least cut down the problem a manageable size if
the problem cannot be solved right away. When it comes to decision making, they wouldn’t
wait for the information to come in, they decide based on experiences, common sense and
instinct. These managers also know very well on how to make use of the resources that they
have to reach the goal set by the employer.
22. 22. MANAGEMENT BY LIBRO ( IDEALISTIC) Managers in this area are very planning and
process oriented. They solve problems by reflecting on them first before taking any action,
then brings in the analysis of the problem that they believe in fact. Since they are process
oriented and want to make sure that everything in their plan would work smoothly. In most
cases, they have a system of their own, believes in the rules they set and won’t change them
easily.
23. 23. MANAGEMENT BY LUSOT ( OPPORTUNIST) Managers who are opportunists have no
principles, or they change their principles according to the situation. They have strong faith in
money and power but not in people, and they lack the sense of loyalty. Once their padrino is
no longer in power, they would terminate the relationship with him and look for another one.
When it comes to decision making, they tend to avoid headaches by passing the pressure to
other people
24. 24. MANAGEMENT BY UGNAYAN (RECONCILER) Managers in this category are the
mixture of both realistic and idealistic. They choose the most appropriate move to solve a
problem, they don’t insist on certain principles. They develop the ability of their staff, and
make use of them when needed. They are born leaders with good communication and
behavioral skills.