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Policy Statements Related to the Management and the Development of the Human Resource


1 - create an atmosphere that is conducive to the enhancement of
individual integrity and maintenance of self-respect


2 - encourage all individuals to initiate their own
self-development, growth and fulfillment


3 - encourage everyone to build and maintain a climate of
open communication where there is
free exchange of ideas and active participation in decision-making


4 - encourage innovation and provide opportunities to everyone to plan and
organize their work and accept their share of responsibility


 
1 - Policy Statement I.        


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Management shall create an atmosphere that is conducive to the enhancement of individual integrity and maintenance of self-respect. Awareness of the needs and recognition of individual personality shall be the guiding concern of everyone.

Some possible meanings of this policy statement as it relates to on-the-job behavior are:

  1. Management recognizes integrity and self-respect as the premium values of every individual. The worth of every individual is given due regard, be it in everyday work situation or in formal interactions, or in determining individual capacity to contribute to the total work goal.

  2. The manager earns the respect and trust of his employees both as a person and as a manager, so that when he disagrees with an employee, that employee does not feel defeated nor does he suffer loss of self-respect. The manager himself serves as a model of integrity and self-respect.

  3. There are varied personalities in the office setting. The manager shall encourage these varied personalities to surface, for each individual brings with him an inherent strength and potential. Likewise, the manager also accepts that each member of his staff has different needs, values, attitudes, and perceptions.

  4. The challenge in managing people is to blend various personalities into a unified whole towards the attainment of the collective goal, which task is not very different from an orchestra conductor blending varying sounds to produce a musical piece. The manager, therefore, takes care that he does not unduly pressure anyone to change his personality into a "prescribed, acceptable mould."

  5. Work-related conflicts and disagreements shall be allowed and sometimes, deliberately encouraged to surface. The manager takes care, however, that he creates a problem-solving atmosphere where conflicts are not polarized into win-lose causes, but where everyone, by sharing perceptions, achieve a win-win feeling at the end.

  6. The manager encourages feedback, ideas, and perceptions to be brought out openly. He demonstrates the ability to listen for understanding, at the same time sharing his own perception of the situation. He does not necessarily have to agree, however, to subordinates' feedback and perceptions.

  7. The manager practices objectivity and fairness in situations when disciplinary action against an employee is necessary and justifiable. He talks to the person concerned and he gathers relevant facts that will enable him to evaluate the situation. When facts are not available, he gives the individual concerned the benefit of the doubt.


2 - Policy Statement II.        


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Management shall encourage all individuals to initiate their own self-development, growth and fulfillment by creating the appropriate environment and providing the necessary support towards the attainment of this end.

Some possible meanings of this policy statement as it relates to on-the-job behavior are:

  1. Management supports the right of every individual to initiate, direct, and manage growth-related change. Change leading to growth and development is something that both the individual and the organization consciously bring about.

  2. A person develops and grows in an atmosphere where he is motivated to do so, where he can take advantage of opportunities that will be useful for his growth, where he is free to assess his strengths and weaknesses; an atmosphere that encourages an individual to develop into the total person who can think, act, and make decisions for and by himself; and an atmosphere that exposes people to experiences relevant and useful for their self-development.

  3. The manager plays a key role in the development of his subordinates by creating an atmosphere that facilitates the growth of the individual. Employees shall be exposed to planned developmental schemes such as job rotation, career planning, understudy experience, undertaking scholarly work, travel, formal education, and other programs that will enhance their capability.

  4. The manager demonstrates that he himself is willing to develop. He models the idea of self-development by constantly improving himself.

  5. With the aid of performance appraisal, informal discussion, and periodic check-up of assignments, the manager is able to help subordinates improve their work and ensure their learning and further growth.


3 - Policy Statement III.        


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Management shall encourage everyone to build and maintain a climate of open communication where there is free exchange of ideas and active participation in decision-making, thereby encouraging a deeper personal commitment to the attainment of NPC objectives.

Some possible meanings of this policy statement as it relates to on-the-job behavior are:

  1. Management has adopted the policy of Internal Communication. This involves the process of achieving mutual understanding among the members of the organization by the timely sharing of facts, ideas, feelings, and reactions. We say that there is a climate of openness in the internal communication system when there is an open flow of communication, upwards, downwards, and laterally throughout the organization.

  2. The manager encourages open and honest communication of feedback and perceptions. He encourages his subordinates to be creative, to express their views, to ask questions, give suggestions, and make innovations. He sees to it that people are listened to and that the perceptions of everyone are properly understood.

  3. The manager shares timely and accurate information with the members of his staff, either in periodic meetings or in informal discussions. In this regard, the manager opens doors to informal interactions with subordinates.

  4. The manager gives his subordinates opportunities to participate in decision-making for the attainment of work objectives of their respective units. He also involves his staff in brainstorming and planning sessions, inspiring them to make productive contributions.

  5. The manager learns to facilitate meetings where he can traffic divergent ideas, encourage the participation of everyone, and make his subordinates share the responsibility of reaching a decision that will lead to the attainment of the group objectives.


4 - Policy Statement IV.        


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Management shall encourage innovation and provide opportunities to everyone to plan and organize their work and accept their share of responsibility

Some possible meanings of this policy statement as it relates to on-the-job behavior are:

  1. The manager shall not do all the work himself, but shall make his subordinates share the responsibility of accomplishing the work, and in the process develop the potentials of his people. He, therefore, accomplishes work by motivating people and tapping their potentials.

  2. The manager creates an atmosphere that allows and involves people in planning and organizing work. Such participation may come in activities such as setting the objectives of the group, in action planning, and in work organization and implementation. There will, therefore, be greater appreciation, ownership and commitment to work by the subordinates.

  3. The manager knows the academic background, interest, inclination and competencies of his subordinates that will guide him in assigning the right kind of work to the right people. He maximizes the capabilities of his men by matching their specific skills and interests with the right assignments.

  4. The manager exposes his people to useful and relevant experience like rotation of assignments and opportunities of working in teams or task forces.

  5. The manager unleashes and directs the potentials of his subordinates by letting them make decisions and assume risks on the work delegated to them. However, he also makes them realize that risk-taking has certain limitations and must be consistent with the ultimate decisions of higher authorities.

  6. The manager practices a variety of approaches in delegating work, which approach depends on his people or on the work at hand. An example is that some people may need detailed instructions while others may not, or that some assignments are very intricate that these require elaboration while others are merely routinary and require the least supervision.