http://dspace.cas.upm.edu.ph:8080/xmlui/handle/123456789/1 Wed, 27 May 2026 21:07:04 GMT 2026-05-27T21:07:04Z http://dspace.cas.upm.edu.ph:8080/xmlui/bitstream/id/0697d269-80b4-4eb5-856a-73f5814d2c39/DAC Logo2.jpg http://dspace.cas.upm.edu.ph:8080/xmlui/handle/123456789/1 http://dspace.cas.upm.edu.ph:8080/xmlui/handle/123456789/3713 Networking as a Crisis Management Approach to the Cholera Outbreak in Paco and San Andres Bukid in September 1996 de la Pena, Gay C. The study seeks to find out how the use of networking facilitated the successful resolution of the cholera outbreak that occurred in Paco and San Andres Bukid, Manila in September 1996. It describes the control measures undertaken by the agencies concerned and determines how their crisis response involved the use of the networking process. The essential characteristics of the network are described in terms of its participants, their specific roles and functions, the structure of the network, and the channels of communication used. It also examines which of the crisis management principles recommended by noted public relation practitioners and crisis experts were applied by the network participants. Research data are based on focused interviews with key informants who were selected through the use of a referral system. These informants were referred by the top management of their respective organizations on the basis of their technical expertise in their field, their particular role and involvement in the cholera outbreak, and their participation in the formation of a crisis network to address the outbreak. Research findings reveal that the entities which actively participated in the networking process were: the City Government of Manila, the Department of Health, Metropolitan Waterworks and Sewerage System, and Ospital ng Maynila. They had clearly defined roles and functions in the network, which were directed at simultaneously addressing different aspects of the crisis. The networking process was used by these organizations to share information, expertise, physical resources, and decision-making. Communication in the network was mostly done through face-to-face or interpersonal communication, although written and machine-assisted communication was occasionally used. Research data also indicate that the network adhered to some established principles of crisis management. The study concludes that networking facilitated the successful resolution of the cholera crisis by: (1) increasing the accuracy of information; (2) easing and hastening the flow of communication and the delivery of programs; (3) encouraging the maximization of available resources; and ( 4) providing a cross-disciplinary approach to crisis management. Sat, 01 Mar 1997 00:00:00 GMT http://dspace.cas.upm.edu.ph:8080/xmlui/handle/123456789/3713 1997-03-01T00:00:00Z http://dspace.cas.upm.edu.ph:8080/xmlui/handle/123456789/3710 A Study on Ethical Conformity and Its Effects on the Interpersonal Relationship Among Doctors of Ospital ng Maynila Medical Center Nemis, Annie Rose S. "Doctors are members of one of the most noble of all professions. But the value of its contribution to mankind simply reflects the self-sacrificing work of its members; and the respect with which the great profession is held in society, is dependent upon the conduct of the individual members." (Solis 184) It is obvious that the medical profession has an obligation to conduct its activities according to sound ethical ideals. The doctors then have a personal responsibility in this matter toward the profession. They elevate and preserve the moral standards of their profession by applying them in their own personal careers, as well as by the example and inspiration which they thereby give to their co-workers. One of the doctor's professional responsibilities is to willingly render gratuitous service to a colleague, to his wife or her husband, and his minor children. Even his father or mother may be included provided they are aged and are being supported by the colleague. It is stated in the Medical Code of Ethics that a member of the medical community can avail and at the same time provide free counseling for a co-doctor. This is because experience teaches that it is unwise for a doctor to treat members of his own family or himself, so what he does is seek for a colleague's assistance. Thus, a physician should always cheerfully and gratuitously respond with his professional services to the call of any colleague. This research entitled, "A Study of Ethical Conformity and Its Effects on the Interpersonal Relationship Among Doctors" seeks to find out as its sub-problems: a) the primary factors that affect a doctor's conformity/non-conformity to the Gratuitous Law, and b) the perceptions of the doctors on the concept of conformity to the law. Concerns about ethical wrongdoing are epidemic today. In the medical profession, more and more doctors are being drawn into the lure of money and consequently, twenty (20) percent of the paper's respondents have been found guilty. One of the aspects that is likely to be affected by conformity or non-conformity is his interpersonal relationships. The organization that the researcher chose as the subject of this study, is the Ospital ng Maynila Medical Center. As a non-profit, government general hospital, the employed doctors are usually considered tight when it comes to money matters, thus are more susceptible to non-conformity to the Gratuitous Law, which involves professional fees. It is presumed by the researcher, that having this consideration in mind, Ospital ng Maynila provides the perfect context for this case study. The researcher employed a descriptive design to obtain the specific information as to exactly how the doctors' IPR is affected by conformity. A survey questionnaire, and an ethnographic interview schedule were deemed necessary to the data-gathering. From the data gathered, it was evident that instead 9f the expected noticeable effects on IPR due to non-conformity, there-were no traces of effects whatsoever in their relationships. The respondents maintained that non-compliance to the ethical law affected the natures of IPR, IPC and the communication climate 011/yoccasionally. These areas arc: sharing a common field of experience; establishment of boundaries/limits; maintenance of a supportive climate; acceptance of responsibility for misunderstandings; meeting on a regular person-to-person basis; empathy; and respecting each others' worth. Hence, there is absence of a clear proof that nonconformity to the Gratuitous Law docs affect the relationships of doctors. Meanwhile, it was the conformists who perceived fairly noticeable improved effects in the nature of their relationships with others, as a result of their adherence to the ethical law. Among the areas frequently affected were: the establishment of boundaries/limits; positive regard for each other; exhibiting trustful behavior; genuineness and empathy; and finally, having mutual respect. Based on all these, the researcher concludes that conformity has positive/improved effects on the interpersonal relationships, as perceived by the Ospital ng Maynila Medical Center physicians. This study therefore confirms the claim of experts and researchers that ethical conformity enhances interpersonal relationships in an organizational setting. Wed, 01 Jan 1997 00:00:00 GMT http://dspace.cas.upm.edu.ph:8080/xmlui/handle/123456789/3710 1997-01-01T00:00:00Z http://dspace.cas.upm.edu.ph:8080/xmlui/handle/123456789/3707 The Perceived Values Manifested in the Rites and Rituals of the Couple’s for Christ Balic-Balic Unit (North C-2E) Recio, Maria Careen R. Fri, 01 Jan 1999 00:00:00 GMT http://dspace.cas.upm.edu.ph:8080/xmlui/handle/123456789/3707 1999-01-01T00:00:00Z http://dspace.cas.upm.edu.ph:8080/xmlui/handle/123456789/3705 The Perceived Effects of the Acceptance View of Authority on Superior – Subordinate Relationship in a Profit-Oriented Organization: A Case Study Llaban, Leigh Ann A. 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