CRES175_THEMATIZING by Acee https://padlet.com/aceerubinas/2r6wl30sbvqv Conflict management within the Workplace in relation to Filipino-ness en-us 2018-05-15 10:34:01 UTC 2025-12-12 06:49:17 UTC hello@padlet.com Definition of what constitutes conflict management aceerubinas https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260785455 2018-05-15 10:37:43 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260785455 CONFLICT: “The Interaction of interdependent people who perceive opposition of goals, aims, and values, and who see the other party as potentially interfering with the realization of these goals” (Putnam, & Poole, 1987, p. 552) https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260785516 Ting-Toomey, S., Oetzel, J., & Yee-Jung, K. (2001).]]> 2018-05-15 10:38:04 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260785516 relevant Filipino values connected to conflict management aceerubinas https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260785540 2018-05-15 10:38:11 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260785540 relevance of Filipino values when connected to conflict management in the workplace aceerubinas https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260785633 2018-05-15 10:38:37 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260785633 "Early on, conflict was considered to be an indication of poor organizational management, was deemed destructive, and was avoided at all costs. However, the current sociological view is that organizational conflict should neither be avoided nor encouraged, but managed." https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260785744 Bartolata, R. L. CONFLICT MANAGEMENT STYLES AND PERSONALITY TYPES OF ADMINISTRATORS OF NURSING SCHOOLS IN ALBAY, PHILIPPINES. Thinking, 308(357), 072.]]> 2018-05-15 10:39:04 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260785744 Philippine Managers do not have a strict management style because of the mix of cultural traditions (both Eastern and Western ang sumakop sa Pilipinas) aceerubinas https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260786429 Williams, K., Morris, M., Leung, K. Bhatnagar, D., Hu, J., Kondo, M., & Luo, J. ]]> 2018-05-15 10:42:34 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260786429 The central theme of Filipino Value system is social acceptanceWhen one is taken by one’s fellows for what he is, or believes he is// is treated according to his status and is not rejected or improperly criticized aceerubinas https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260786644 Corinna T. de Leon]]> 2018-05-15 10:43:36 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260786644 “Filipino management is based on an intricate system of indigenous core values that emphasize social acceptance.” https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260786742 Selmer, J. & De Leon, C. (2014). 

]]> 2018-05-15 10:44:03 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260786742 Amor propio (personal worth) - expectation that one should be treated as a person/ subject and not as an object; preservation of sense of individual dignity aceerubinas https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260786792 Corinna T. de Leon]]> 2018-05-15 10:44:15 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260786792 CONFLICT: "Interpersonal conflicts are serious concerns in that they attack the person’s emotions (Mendoza, 2001). It arises due to many factors such as incompatible goals, ideas, values, behaviors, differences in ways of working, or interpersonal dissonance or emotions." https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260786895 Cadiz, A. P., Villena, D. H., & Velasco, A. H. (2016). A Conflict Management Program for Teachers. The Normal Lights, 10(2).]]> 2018-05-15 10:44:46 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260786895 Hiya (sense of shame) - awareness and appropriate behavior; mechanism for norm conformity aceerubinas https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260786901 Corinna T. de Leon]]> 2018-05-15 10:44:47 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260786901 Philippine organizations have a large power distance culture where “individual subordinates as a rule do not want to participate, top down communications work frequently, communication is more indirect and euphemistic (Erez, 2000; Hofstede, 1983, p.5.) https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260786943  
 
Alafriz, C. A., Teng-Calleja, M., Hechanova, M. R. M., & Pesigan, I. J. A. (2014). A Model for Filipino Work Team Effectiveness. PHILIPPINE JOURNAL OF PSYCHOLOGY, 47(2), 99-124.

 
]]> 2018-05-15 10:44:58 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260786943 Pakikisama (concession) - practice of yielding to the will of the leader or majority so as to make the group decision unanimous; togetherness/bayanihan aceerubinas https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260787012 Corinna T. de Leon]]> 2018-05-15 10:45:18 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260787012 Four Types of Filipino Leadership Styles: (Andres, 1988) Pakikiramdam (feeling the other) Takutan (fear) Kulit (much ado about something) Pagtsamba-tsamba (guesswork) https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260787069 Selmer, J. & De Leon, C. (2014). ]]> 2018-05-15 10:45:30 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260787069 [TRANSITION] Possible sources of conflict: https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260787498 Francisco, M. C. E. (2006). Filipino-Japanese interaction: Perspectives and impact of cross-cultural management skills in the global workplace. In Proceedings of Pakistan’s 10th International Convention on Quality Improvement. Lahore, Pakistan: IEEE. 
  • Time orientation: Filipinos are bound to the manana habit as they are present-oriented (time, for them, is not linear. Current experiences and fully experiencing them, as well as spontaneity  are the most important;)
  • Crab mentality: This is why Filipinos are advised to be humble and to remember to help those inferior to them
  • Pagiging Madamdamin (where damdamin is another dimension of asal): Filipinos treat themselves and the work they manifest as one, hence criticism should not always be direct and must be worded in  a way that is not hurtful.
  • Tends to relax most of the time
  • Complains too much
  • Miscommunication, language barriers, differences in work ethics, sense of superiority/inferiority 
]]> 2018-05-15 10:47:16 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260787498 Philippines style of management is nearer to that of the West than the East. https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260788181 Neelankavil, J., Mathur, A. & Zhang, Y. J. (2000)]]> 2018-05-15 10:50:10 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260788181 Roffey, B. (1999). Filipina managers and entrepreneurs: what leadership models apply?. Asian Studies Review, 23(3), 375-405. https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260788555
Palakasan refers to a Filipino dynamic which explores competition to increase one’s general status (Roces 1990; 1999).
Pakikisama, as also discussed in Andres (1981), Franco (1986), Gonzales (1987), Jocano (1990), means conforming to maintain group relations. This can remove hiya which can contribute to positive organisational performance through maintaining constructive workplace relationships, but can also promote the avoidance of correcting mistakes (Jocano, 1990)
Pagsangguni 
Paghihikayat, Pagkakasundo
Pagiging ambisyoso, disidido talaga, matatag (Franco, 1986), and isang gabay
Fatalism (bahala na) = may stimulate entrepreneurial behavior, or irresponsibility because  it’s passive (Jocano, 1990)
Utang na loob = may represent “cultural baggage of kinship politics” (Roffey, 1999, 379), or inspire bribery
Familism (Gonzalez, 1987; Jocano, 1990; Andres, 1981)


]]> 2018-05-15 10:51:52 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260788555 Distinct Concepts of Filipino Corporate Culture: - Importance of Kinship (pakisuyo, favors) - High Collectivism, High Segmentation - Fatalism (Swerte) - Pagwawalang-bahala - Ningas Cugon - Filipino Time - Great Human Respect - Pakikisama - Pagsangguni (Consult) https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260789742 Selmer, J. & De Leon, C. (2014).]]> 2018-05-15 10:57:34 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260789742 Arguelles, Q.B. & Basa, C.A.B. (2011). YupPIeNOY: Self-presentation of Filipino Young https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260789847 Pakikiramdam
Confrontation
Pessimism, attention seeking, childishness 
Crab Mentality
Strict monitoring of employees (Set-up to fail)


]]> 2018-05-15 10:58:04 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260789847 "Simons (1972 pp. 227-247) described conflict as the state of a social relationship with incompatible interests between two or more parties. Schneer and Chanin (1987 pp. 575-590) portrayed conflict as a natural phenomenon involving individual perceptions among people with different values, ideas, or behaviors" (Kim and Meyers, 2012) https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260789969  Kim, J., & Meyers, R. A. (2012). Cultural differences in conflict management styles in East and West organizations. Journal of Intercultural Communication, (29). ]]> 2018-05-15 10:58:48 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260789969 Trompenaars, F. (1996). Resolving international conflict: Culture and business strategy. London Business School Review, 7(3), 51-68. https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260790198  Universalism vs Particularism (Former: strict adherence to organizational rules; Latter: Relationships are stronger than rules)
Individualism vs Collectivism
Affective vs Neutral cultures (Former: Emotion; Latter: Reason)
Specific vs Diffuse strategies (Former: emphasize the importance of a holistic relationship with the organization and its environment. It is aimed at expressions that respect long-term relationships and loyalty to company and suppliers/clients; Latter: Keep the organization separated from other aspects of lfie)
Achieved status vs Ascribed status (Former: Personal effort to get where you’re at; Latter: Power-to-get-things-done; EXAMPLE: Senior employees have achieved more)
Orientation towards time (Will the organization focus on the past, the present, or the future?)
External control vs internal control (Former: People focus on the environment of their organization rather than themselves)
 ]]> 2018-05-15 11:00:01 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260790198 In conflict management, Filipinos are non-confrontational and non-litigious. “Instead, they prefer to have recourse to arbitration procedures brokered by neutral third parties, such as elders, in order not to upset the much prized pakikisama or smooth interpersonal relationships" (p. 1520). https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260790446 Sison, A. J. G., & Palma-Angeles, A. (1997). Business ethics in the Philippines. Journal of Business Ethics, 16(14), 1519-1528. ]]> 2018-05-15 11:01:27 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260790446 Organizational ConflictThree traditions: Instrumental - focuses on the impact of conflict on group performance and related outcomes Developmental - treats conflict as a natural part of group developmentPolitical - views conflict as a struggle for power https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260790634 Littlejohn, S. W., & Foss, K. A. (2009).]]> 2018-05-15 11:02:36 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260790634 The solution to conflicting cultural characteristics is reconciliation. https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260791227 Trompenaars, F. (1996). Resolving international conflict: Culture and business strategy. London Business School Review, 7(3), 51-68]]> 2018-05-15 11:05:42 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260791227 Rahim, 1983: styles of dealing with conflict based on: 1) concern for self (high/low) and 2) concern for others (high/low). https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260791660 Ting-Toomey, S., Oetzel, J., & Yee-Jung, K. (2001)

]]> 2018-05-15 11:07:43 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260791660 Filipinos have a preference for a tightly knit social framework -- Filipinos put a pertinence on Interdependent Collectivism aceerubinas https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260793542 Corinna T. de Leon]]> 2018-05-15 11:08:30 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260793542 When cultural differences are reconciled, this would translate to a better understanding of the two cultures, more effective constraint solving, and organizational outputs that are of top quality https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260794095  
Francisco, M. C. E. (2006). Filipino-Japanese interaction: Perspectives and impact of cross-cultural management skills in the global workplace. In Proceedings of Pakistan’s 10th International Convention on Quality Improvement. Lahore, Pakistan: IEEE. 
]]> 2018-05-15 11:11:44 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260794095 Chavez (2000) “noted in her study that the Filipino entrepreneur can be described as "makatao" or attention to people's concern. This value was singled out as ‘the balancing factor which makes this style not just task or goal oriented but people oriented as well’” (par. 32). https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260794369  Uy, A. O. O. (2011). What motivates entrepreneurs? A study of the value systems of Filipino entrepreneur. International Journal of Entrepreneurship, 15, 73. ]]> 2018-05-15 11:13:24 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260794369 Wakabayashi, M. Kondo, M. Chen, Z. (2001). https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260794371 2018-05-15 11:13:25 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260794371 Conflict can hurt the damdamin, hiya, amor propio, and delicadeza; which relates to one’s personal dignity and self-esteem. https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260794383 Cadiz, A. P., Villena, D. H., & Velasco, A. H. (2016). A Conflict Management Program for Teachers. The Normal Lights, 10(2).]]> 2018-05-15 11:13:28 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260794383 Wakabayashi, M. Kondo, M. Chen, Z. (2001). https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260794769 2018-05-15 11:15:21 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260794769 Wakabayashi, M. Kondo, M. Chen, Z. (2001). https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260794933 Highlights compromise and management of cross cultural relations for mutual satisfaction as essential in enhancing productivity in multi-cultural workplaces - conducting cross-cultural negotiations and establishing mutually comfortable work environments 
  • Open communication 
  • Avoidance of emotional confrontation 
  • Cultural learning and understanding between both cultures
]]> 2018-05-15 11:16:09 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260794933 Ting-Toomey, S., Oetzel, J., & Yee-Jung, K. (2001). https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260795317 Asians tend to use obliging and avoiding conflict styles compared to dominating styles        

- obliging  (low self; high other)
- avoiding (low concern for self & other)
- dominating  (high self concern; low other concern)

(connects to Rahim, 2013. see objective 1) ]]> 2018-05-15 11:17:56 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260795317 in dealing with other people, regardlessof conflict or not, there are three core elements of Filipino core values: kapwa, damdamin, and dangal, which relates to relational, emotional, and moral standards respectively. https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260795453 Selmer, J., & De Leon, C. (2001). Pinoy-style HRM: Human resource management in the Philippines. Asia Pacific Business Review, 8(1), 127-144.]]> 2018-05-15 11:18:29 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260795453 Xu, Y., & Davbizar, R. (2004). Conflict Management Styles of Asian and Asian American Nurses Implications for the Nurse Manager. The HEalth Care Manager, 23(1) 46 - 53 https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260795837 Filipinos place a more adamant premium on the needs of the group and perceive themselves as parts constituting a whole; adhere to the norms and tasks and prioritize the goals of the organization over their personal ones ]]> 2018-05-15 11:19:58 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260795837 Xu, Y., & Davbizar, R. (2004). Conflict Management Styles of Asian and Asian American Nurses Implications for the Nurse Manager. The HEalth Care Manager, 23(1) 46 - 53 https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260796550 Filipinos use avoiding, obliging, and integrating, as well as passive styles of conflict management to maintain harmony; are collaborative, non-direct, and non-linear]]> 2018-05-15 11:22:20 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260796550 Conflict management styles: Thomas (1976) - Competing - Collaborating - Compromising - Avoiding - Accomodating https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260797091 Kim, J., & Meyers, R. A. (2012). Cultural differences in conflict management styles in East and West organizations. Journal of Intercultural Communication, (29). ]]> 2018-05-15 11:24:28 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260797091 "Conflict management can be considered as the process of removing barriers to something for agreement." https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260797166 Selmer, J., & De Leon, C. (2001). Pinoy-style HRM: Human resource management in the Philippines. Asia Pacific Business Review, 8(1), 127-144.]]> 2018-05-15 11:24:51 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260797166 STYLES OF CONFLICT MANAGEMENT aceerubinas https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260797193
Collaborating
Accommodating 
Compromising
Avoiding
Competing

Williams, K., Morris, M., Leung, K. Bhatnagar, D., Hu, J., Kondo, M., & Luo, J.]]> 2018-05-15 11:24:58 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260797193 Selmer, J. & De Leon, C. (2014). https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260797478 Amalgamation of four disparate culture: Indigenous Filipino, Chinese, Hispanic and American 

]]> 2018-05-15 11:26:09 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260797478 Selmer, J. & De Leon, C. (2014). https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260798007 High Collectivism, but also high segmentation (Lynch, 1970) 
  • Tayo vs Kami: shows loyalty to primary group (Hollnsteiner, 1981; Silos, 1985) 
  • Factionalism stresses importance of intergroup cooperation and conflict (de Leon, 1987) 

]]> 2018-05-15 11:28:26 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260798007 Xu, Y., & Davbizar, R. (2004). Conflict Management Styles of Asian and Asian American Nurses Implications for the Nurse Manager. The HEalth Care Manager, 23(1) 46 - 53 https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260798281  
5 general conflict (management) styles: integrating, compromising, dominating, obliging, and avoiding. 


 
]]> 2018-05-15 11:29:42 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260798281 “Asian countries are characterised by collectivism (Hofstede, 1980, 1991; Hofstede & McCrae, 2004), and employees there would identify more with the organisation than their Western counterparts (Ahlstrom, 2012; Foley, Ngo, & Loi, 2006; Frone, 1990)” (Kubicek, Bhanugopan, O’Neill, 2017, p. 2). https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260798400  Kubicek, A., Bhanugopan, R., & O’Neill, G. (2017). How does cultural intelligence affect organisational culture: the mediating role of cross-cultural role conflict, ambiguity, and overload. The International Journal of Human Resource Management, 1-25. ]]> 2018-05-15 11:30:12 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260798400 Selmer, J. & De Leon, C. (2014). https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260798532 Collectivism (Hofstede, 1980)  - a strong sense of group belonging fostered by the need for social acceptance (de Leon, 1987) 
  • Collective Identity is paramount among Filipinos, in that individual interests are subordinated in the kinship orientation of extended social networks (Silos, 1985) 
  • Group-conscious Filipino 
  • Social acceptance and group membership remain central to the way modern Filipinos think, believe, feel and act (Jocano, 1989, 1997) 

]]> 2018-05-15 11:30:54 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260798532 Conflict management’s aim is to further enhance the learning and group outcomes in an organizational setting, taking into consideration effectiveness and performance. https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260798862 Rahim, M. A. (2002). Toward a theory of managing organizational con ict. The International Journal of Con ict Management, 13, 208. Retrieved from http:// en.wikipedia.org/wiki/con ict management. 


]]> 2018-05-15 11:32:24 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260798862 Conflict management can be considered as a philosophy and a set of skills that can aid individuals and groups in furthering their understanding of conflict, and dealing with it later on in their lives. https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260798973 Tschannen-Moran, M. (2001).The effects of a state-wide con ict management initiative in schools. American Secondary Education, 29, 2-32. 

]]> 2018-05-15 11:32:54 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260798973 Conflict management is having the skills in negotiation and resolving disagreement. https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260799045
  • Orpelatada, I. S. (2002). Con ict management practices and morale Among Technology and Home Economics Teachers in Selected Secondary School in Pangasinan (Unpublished Master’s Thesis). Technological University of the Philippines, Manila. 

    • ]]>     2018-05-15 11:33:15 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260799045     "This simply means that they may likely ‘negotiate with their co-workers so that compromise can be reached’, ‘use “give-and-take” technique’, or ‘propose a middle ground for breaking deadlocks’" https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260800743 Richard Laus Bartolata ]]> 2018-05-15 11:40:11 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260800743 Conflict could also be managed by making it pass through informal networks (ka-close sa office, etc.). https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260807326 Clamor, M. R. J. (1997). Conflict management in semiconductor companies. Philippine Journal of Psychology, 30(1).]]> 2018-05-15 12:04:15 UTC https://padlet.com/aceerubinas/2r6wl30sbvqv/wish/260807326