Organizational Communication Processes Employed By the Project Management Office in the Implementation of the Community-Based Ecological Solid Waste Management Program of the National Solid Waste Management Commission

Abstract

There is an intensifying crisis in solid waste management as areas utilized for dumpsites are rapidly exhausted due to increasing volumes of wastes. The global society in the twenty-first century is consequently challenged to adapt to its increasing production of refuse materials or solid wastes, which requires efficient methods and processes to manage (Friis, 2007; Inocencio, 1978). By examining the procedures involved in solid waste management activities and their socio-economic impacts on society, a review of related studies established the ineffectiveness of solid waste management in the Philippines. As such, these studies recommended that community-based approaches to effective solid waste management be implemented. However, the recommendations did not emphasize the process, particularly the role that conununication plays. Authorities have pointed out that an important factor to consider for a program to be successfully implemented is the communication process. The importance of communication stems from its role as a coordinator of the management elements of organization to achieve goals (Fayol as cited in Miller, 2005; Littlejohn, 1983; Weick, 1974). In order to understand the claimed achievements of the Community-Based Ecological Solid Waste Management Program (CBESWMP) of the National Solid Waste Management Commission (NSWMC), this study will investigate tire role of the Project Management Office (PMO) which was its main overseer. Thus, this study focuses on this problem: "How were organizational communication processes employed by the Project Management Office (PMO) in tire implementation of the Community-Based Ecological Solid Waste Management Program (CBESWMP) of tire National Solid Waste Management Commission (NSWMC)?” The following sub-problems are posed specifically for this study: (1) What is the organizational profile of the PMO of the CBESWMP?; (2) What were the internal organizational conununication processes employed by the PMO in implementing this program?; and (3) What were the external organizational communication processes employed by the PMO in implementing this program? To answer these questions, the study utilized the descriptive research design using the techniques of case study and surveys. Data was gathered from the Deputy Executive Director of the NSWMC, the Project Manager of tlie CBESWMP, barangay households of one beneficiary' community, and other related documents. Three tools for data gathering were conducted. Three sets of interview schedules were utilized to acquire data on the organization profile of the PMO of the CBESWMP, on tlie implementation activities of the CBESWMP, and on tlie internal and external organizational communication processes involved in the Program’s implementation. Questionnaires were distributed to the barangay residents of one beneficiary conununity to establish die means and activities by' which the CBESWMP implemented solid waste management. A documentary' analysis guide was also used to reinforce the data acquired from the abovementioned tools. The study utilized thematic analysis and descriptive statistics to draw conclusions from the acquired data. Tlie data gathered showed that that the PMO implemented the CBESWMP within the Project team through seminars, meetings, trainings, reports and evaluations. The implementation of these activities involved internal organizational communication processes, such as task assignments, task coordination and orientations. Tlie PMO implemented tlie CBESWMP in die communities by distributing different community relations tools and messages about source reduction, recycling, landfill disposal and composting. Seminars, posters and flyers were the most utilized community relations tools, while special events and newsletters were the least utilized. Benefits of solid waste management methods were the most disseminated message, while policies were the least disseminated. The development and implementation of each community relations tool involved external organizational communication processes, which include coordinating with barangay residents and officials, contactors, garabage collectors, junkshop owners, suppliers, media consultants and other organizations; acquiring feedback from residents; protecting tlie organization from defiant residents; filtering inputs from media consultants; and transacting information from other organizations. In conclusion, organizational communication processes were employed by tlie PMO in the implementation of the CBESWMP through the development and implementation of seminars, trainings, meetings, field reports and performance evaluation systems in the project team; and community relations tools, such as seminars, posters, flyers, letters, demonstrations, handbooks, comic books, videos, websites and special events in the pi lot communities.