1 24 HUMAN BEHAVIOR IN ORGANIZATIONS from you and then they will be the oneg to gy That's why they get to attend all the 'Ialmn programs. There were plenty of chances abmadg But I never had the chance to go. i Recently, complaints were heard from the section's OIC aboy; the inefficiency of Sylvia and her consistent disappearance from the office during working hours. Either she came to the office late o disappeared during lunch time or left the office early. Joe, another staff member, had complained that Sylvia let her duties as a mother interfere with her office work such that during office hours, she fetched her two school children from UP and brought them to the office. Joe, however, never told Sylvia how he felt and tried to hide from Sylvia his negative reactions towards her activities. Instead, when talking with Sylvia, he tried to appear as accommodating as possible. Joe instead would tell his problem to the German consultant who was a very vocal guy, telling everybody that he should be doing something. Somehow, also, this consultant got information on the salaries received by each of the staff in spite of the confidentiality rule on salary rates. One time when Sylvia was in UP, he came around looking for her. He went to the secretary and the discussion went as follows: Consultant : Why is Sylvia not always around? What is she doing? Secretary : Well, she went to UP to fetch her kids. But she'll be back before 3:00. Consultant : She's doing nothing and yet she's getting the highest pay among the staff around here. Why? Her salary is even higher than Joe's. Isn't that unfair? He's supposed to be the section head and yethis salary is lower than Sylvia. And she is doing nothing but sleep on the job. Secretary : Maybe you don't understand anything about sala- ries here. Anyway, I think Sylvia is a good report- writer and a competent analyst. But then, she really can't join the engineers in doing some installation work. You can't expect her to climb rooftops and install solar panels, you know. That's H FUNDAMENTALS OF HUMAN BEHAVIOR 29 Case: SYLVIA GREGORIO Exhibit 2 PROFILE OF REGULAR STAFF SOLAR SECTION 1. Jose Velasco : OIC; BS Math/Physics, U.P.; MS Physics, Flinders University, Australia; currently pur- suing Ph. D. in Plasma Physics and teaching graduate courses part-time in U.P. 34 years old; married with three children; started with CERD in March, 1982. Salary P3,800. Can not be appointed officially as Head of the section since he has to go up through several position grades yet. Coordinates staff activities in the section; represents the section during meetings. 2. Sylvia Gregorio : Research Analyst; BS Physics, U.P.; MS Physics, U.P.; 35 years old; married with three children; started working with CERD in March, 1982. Salary: P4,100. Prepares budgets for the section; project leader for the solar thermal conversion sys- tems project. Handles the purchasing activities of the sec- tion. 3. David Galindo : Research analyst; BS Electrical Engineering, U.P.; Placed second in the board exam; 27 years old; newly-wed; Salary: P3,900. One of the pioneers in CERD when it was established in 1981.Case: SYLVIA GREGORIO Exhibit 1 ORGANIZATIONAL CHART FOR CENTER FOR ENERGY RESEARCH AND DEVELOPMENT MANAGER 28 HUMAN BEHAVIOR IN ORGANIZATIONS Dr. M. Lacdao ASST. MANAGER Dr. O. Sandoval PMED CFD NFD Operations Services R. Alonzo A. Silva O Sandoval Dr. M. Lacdao (concurrent) Promotions Monitoring Transport Industrial & Evaluation Fuels Fuels Solar STAFF STAFF STAFF STAFF Wind and Wave Bio mass J. Velasco STAFF STAFF STAFF S. Gregorio, etc.I3 | FUNDAMENTALS OF HUMAN BEHAVIOR 23 Sylvia Gregorio Sylvia had been an NSDB scholar in college and she joined the UE faculty right after graduation. She was already Assistant Chairman of the Department of Physics when she decided to leave and join the UP Physics Department instead. She held the rank of Assistant Professor and had been teaching Physics for 8 years prior to her joining the company in 1982. Her husband, an engineer, was working with MERALCO and, as an As_sistant Manager, was earning enough money 0 Support the family luxuriously. They owned their house and had a brand new car. In many instances, Sylvia confided with her trusted officemate abouther desire to leave her job. The following is one of her discussions with the secretary in May, 1984: Sylvia - You know, it's kind of boring here. 1 don't know what to do. My project is finished. What will1do? Just write reports? Somehow, I feel 1don'tlike the work here anymore. It's a man's world. Secretary : Youare bored? Why don't you try teaching again, part-time? Do you think you can apply again? Sylvia : Idon't know. I hope they need one. I can teach before and after office hours. But if I teach, then my total take-home pay will be about the same as Tony's (my husband). I don't like that to happen. In fact, now, I notice that Tony is becoming insecure because I already have anM.S. He is only an engineer and even took board exams twice. It's quite difficult, you know, because I know I'm more intellectual than he is. That's why I try hard to adjust, lower myself a bit. Secretary : You know the people here. Because the manage- ment and the training section get to know of .thf: opportunities first, they grab them first, eve'n if it is not their line of work. They will ask for inputs III. Case: SYLVIA GREGORIO thing s and Dr. Mariano Lacdao, manager of the Center for Energy Research move and Development-a division of the Philippine Energy Com- w too pany (PEC), was in his office one early morning in June, 1984 know when his secretary informed him of an employee's request for an ights appointment with him before lunch time. As he did not have any ssion appointment scheduled for that day, Dr. Lacdao asked his secre- tary to call up the employee and tell her to come over as he was free to sit down with her at that moment. He was wondering what I. might be the reason for the employee's request to see him. A few minutes later, the employee, Sylvia Gregorio, knocked at his office and came in after paying the usual courtesy. isten Zap, Dr. Lacdao : Yes, Sylvia. Sit down. How are you? What can I tici- do for you? 2, 3 Sylvia : Sir, I really am ashamed. I don't know how to tell mics you this. But before I put it in writing, I would like20 HUMAN BEHAVIOR IN ORGANIZATIONS to inform you verbally that I am considering to quit as Analyst at the Solar Section. crowded and Dr. Lacdao : But why? Are you not happy with your work? supervisors a themselves ve Sylvia : A little. But you see, I don't think the Center is the right place for me. And there are some other The Ce located in Que personal reasons. in Makati. As renewable er Dr. Lacdao: Why? You are turning in good reports, you are one departments of the best qualified staff we have here, Sylvia. As Non-Conven far as I know, you are paid higher than others in the Department same position as you are in this Center. I can't Department understand why you should . . . Anyway, if you Operations design of f like, we can transfer you to another section in the reports. Center. Think about it. I'll talk to you again later. The Sylvia : OK Sir, I'll think about it again. Of course, I also water, bion love the company and I would not want to make ment was the wrong decision. Thank you very much. different tra monitoring After that discussion, Sylvia immediately went up to her room at projects. E the second floor of the two-storey building. She sat down behind her each in the in Exhibit desk, borrowed some newspapers and read the whole morning. After having lunch at 11:30, she went to sleep until 1:00. She sat idly the Em whole day and stood up only when answering telephone calls. At 4:00, engineers she left the office to fetch her children who were studying at a nearby to the off school. unlike in The Division/Center The or casual The Philippine Energy Company (PEC) was one of the largest Center th corporations in the world. It has consistently landed in Fortune's "Top (Manage 500 Corporations Outside U.S." The PEC was incorporated in 1973 as the basis a government corporation in response to the energy crisis during that period. It had 24 subsidiaries which are engaged in energy develop A services ment, procurement, shipping and transport, crude oil refinery, etc. Its govern main office was located in Makati, in a building which seemed to grow These w smaller as the company grew in size. The employees seemed to be26 HUMAN BEHAVIOR IN ORGANIZATIONS Sylvia : Besides, I don't like it here anymore. Joe is not effective as a boss. This is not the place for me. I'm more at home in the university. There, you knoy immediately the results of your efforts, After a | semester, you know there are 40 students or so who b learned from you. But here, the results of researcy, | are long-term and you feel dissatisfied because yoy feel you've not achieved anything. Besides, with this set-up, there's never a chance to be promoted. I'don't want to remain as an Analyst the rest of my life. In the university, you are respected by your students. You have a chance to show how much you know every semester. You can share your knowl- edge with your students, co-teachers, etc. Oh, how I wish I'm back in UP. Lalso like Joe. He's very diplomatic in dealing with everybody. But somehow, it goes to a point where he becomes too lenient for comfort. Nothing is accomplished. And you don't get respected by subordinates anymore. and I don't like it. And the staff in this section, they are too shallow, especially the contractual engineers. They talk of nothing but drinking, girls, disco and all those things. Don't they have anymore important things to discuss? The regular staff are more intellectual. But they tend to isolate themselves, especially David and Ed. Why can't they come up and hold office here? Why do they enclose themselves in the laboratory? And this German consultant . . . He has no business talking about my salary. Also, I1ook at the women downstairs. They are very exclusivists, you can't join them anymore espe- cially in the canteen. And they are so comy. Look at them. They never come to the office in dresses. I don't think I would enjoy working with them. Most of them are so \"plastic.\" 1 also wonder how they come to know about my salary. Is it my fault that I was able to bargain fora Consultant : FUNDAMENTALS OF HUMAN BEHAVIOR 25 not really her job. It could be done by technicians. I think you're being unfair to her. Her getting a higher salary was not her fault, after all. Even then, she should be here. Somehow, Sylvia leamed of what others were saying behind her back through the secretary, who was already a close friend of hers, perhaps because they were the only two women in the section. But Sylvia just shrugged these off and went on with her frequent absenteeism and leaves during office hours. On another occasion, Sylvia confided to the secretary her desire to leave the job and go back to the university to teach. Sylvia Secretary : Sylvia Secretary : You know, I think you are right. I heard they are in need of Physics teachers again in UP. I think I'd love to go back. Yes, you can work part-time. : Not part-time. I would like to resign from this job now. Why? Nobody in this section even seems to recognize my abilities and skills just because I can't join them in installation works. But that is not my job. I'm an analyst and my work is to analyze the data they obtain from the field or from the installa- tions. I admit that they have more flexibility with regards to this job because they are males. But being a woman, sometimes it's too unglamorous for me to do what they are doing. I think I will resign. Besides, my salary is getting higher and higher and I think Tony, my husband, is getting insecure now. I could also pursue my Ph. D. I've asked Dr. Lacdao for study leave but they would not approve. Now, I can pursue it. Anyway, Tony has no objections about it. I could also have more time formy kids especially my youngest, Doris. She's 1- 1/2 years old now, you know. Oh please, don't resign. 30 HUMAN BEHAVIOR IN ORGANIZATIONS 4. Roberto Guzman : Research Analyst; BS Mechanical Engineering, DLSU; has not yet taken the board exams; 26 years; salary: P2,600. In charge of the solar thermal test rig proj- ect. 5. Eduardo Camitan : BS Physics, Feati University; MS Physics, University of Pennsylvania; 40 years old; married with three children; salary: P3,500; conscientious worker. In charge of solar refrigeration. Guide Questions on Case: Sylvia Gregorio 1. Characterize Sylvia Gregorio. Does she have a clear set of values? Justify your answer. 2. What is Sylvia's problem? How would it be resolved by her and by management? 3. What is the problem of the organization? How could it be resolved?22 HUMAN BEHAVIOR IN ORGANIZATIONS Employees in the Center, in contrast with those in Makati, had 5 tendency to take their work not so seriously. They did not seem to work as hard and appear as busy as their Makati counterparts. Employeeg belonging to one section or holding office in the same room also formeg cliques and had some tendency to form exclusive groups. There were more female employees on the ground floor than upstairs. The Solar Section The Solar Section under the Non-Conventional Department holds office on the second floor with the laboratory and test facilities in the modules downstairs. The section conducts studies on solar thermal conversion systems, photovoltaic systems applications and solar en- ergy storage employing various media. It is also responsible for the development of locally applicable methods and standards for testing the performance and reliability of solar energy devices, including commer- cial ones. The section used to be handled by a full-time head who left for further studies abroad, appointing a newly-hired but highly-qualified staff as the Officer-in-Charge in his absence. He did not come back to the center anymore and eventually, resigned from the company. Hence, the section continued to be under the appointed OIC. The staff of the Solar Section consisted of five regulars, eight contractuals and one casual (secretary/clerk-typist). All the regular employees were MPTs. Among the regular employees in the section, Sylvia was getting the highest salary. As the company gave salary increases very frequently, employees with the longer duration of service usually had higher salaries. However, when Sylvia got em- ployed with the company, she was able to negotiate for a higher starting salary which explained why she got the highest salary among the regulars in spite of the fact that she was not among the pioneers in the section or even in the Center. Exhibit 2 presents a profile as well as some of the tasks of the regular staff. Contractual employees were either MPTs or NMPTs w:]fl' were paid based on OCPC rates. Hence, lower than the regulf:lrs- the contractuals were males. Sylvia and the secretary/clerk-typist Wer only females in the section. |. Executive summary - 2-3paragraphs . Identify problem lll. objectives (3 or more) IV. plan/course of action (SWOT) based on objectives (3 or more each) V. Conclusion (pick 1 from IV) VI. Recommendation ngto(l'dit wWork? iter jg the e othey uare one ylvia, As rsinthe ~.I can't y, if You on in the ain later. se, I also to make ch. r room at 'hind her ng. After .idly the . At 4:00, a nearby ie largest E, s \"TOP 11973 a8 iring that develoP\26 HUMAN BEHAVIOR IN ORGANIZATIONS Sylvia : Besides, I don't like it here anymore. Joe is not effective as a boss. This is not the place for me. I'm more at home in the university. There, you knoy immediately the results of your efforts, After a | semester, you know there are 40 students or so who b learned from you. But here, the results of researcy, | are long-term and you feel dissatisfied because yoy feel you've not achieved anything. Besides, with this set-up, there's never a chance to be promoted. I'don't want to remain as an Analyst the rest of my life. In the university, you are respected by your students. You have a chance to show how much you know every semester. You can share your knowl- edge with your students, co-teachers, etc. Oh, how I wish I'm back in UP. Lalso like Joe. He's very diplomatic in dealing with everybody. But somehow, it goes to a point where he becomes too lenient for comfort. Nothing is accomplished. And you don't get respected by subordinates anymore. and I don't like it. And the staff in this section, they are too shallow, especially the contractual engineers. They talk of nothing but drinking, girls, disco and all those things. Don't they have anymore important things to discuss? The regular staff are more intellectual. But they tend to isolate themselves, especially David and Ed. Why can't they come up and hold office here? Why do they enclose themselves in the laboratory? And this German consultant . . . He has no business talking about my salary. Also, I1ook at the women downstairs. They are very exclusivists, you can't join them anymore espe- cially in the canteen. And they are so comy. Look at them. They never come to the office in dresses. I don't think I would enjoy working with them. Most of them are so \"plastic.\" 1 also wonder how they come to know about my salary. Is it my fault that I was able to bargain fora