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Conflict Management and Resolution in the

Bureau of Local Government and Development (BLGD)

By

Vincent Rey A. Bernardo

A Practicum Paper (Organizational Analysis) submitted in

partial fulfillment of the requirements

for the degree of

Bachelor in Public Administration

to
the College of Political Science and Public Administration
Polytechnic University of the Philippines
Sta. Mesa, Manila

May, 2016
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CHAPTER I

INTRODUCTION AND SOURCE OF BACKGROUND OF THE STUDY

The Philippine Department of the Interior and Local Government or DILG is

within the executive department of the Philippine government and is mainly

responsible for promoting peace and order, ensuring public safety and

strengthening local government capability aimed towards the effective delivery of

basic services to the citizenry. The Organizational Structure of the DILG is

composed of one Cabinet Secretary, four Assistant Secretaries, four

Undersecretaries and a regional director to each 17 regions in the Philippines. The

DILG is composed of five bureaus, namely: Bureau of Local Government

Development (BLGD), Bureau of Local Government Supervision (BLGS), National

Barangay Operations Office (NBOO), Office of Project Development Services

(OPDS) and the Office of Public Affairs (OPA). The Bureau of Local Government

and Development (BLGD) is one of the five bureaus within the Department of

Interior and Local Government (DILG) created under the Administrative Code of

1978. Under Executive Order 292 BLGD has eight distinct functions and these are:

First, establish and prescribe plans, policies, programs, and projects to strengthen

the administrative and technical capabilities of local government offices and

personnel; second, provide technical assistance to enhance the administrative,


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fiscal and technical capabilities of local government officers and personnel; third,

formulate, prescribe and periodically evaluate local development policies, plans,

programs and projects designed to enhance the participation of local government

units in planning and implementation; fourth, establish a system of incentives and

grants to local governments and prescribe policies, procedures and guidelines in

the implementation of self-help assistance projects; fifth, formulate and develop

models, standards and technical materials on local government development;

sixth, extend consultation service and advice to local government units involved in

development programs; seventh, Establish a viable system of strategies and

approaches for local governments anchored on citizen participation within a holistic

and integrated framework for the development of communities; and last is to

perform such other functions as may be provided by law. BLGD is composed of

four divisions the Policy Studies and Development Division (PSDD), Program

Advocacy and Monitoring Division (PAMD) and Local Development Planning

Division (LDPD). BLGD is composed of various divisions, each specializing in the

execution of the eight distinct functions of the bureau. The bureau plays a huge

part in the execution of functions and responsibilities in the DILG, and different

programs and policies such as Community-Based Development Program (CBMS),

Payapa at Masaganang Pamayanan (PAMANA) and Rationalized Planning

Indicator and Data Set (RaPIDS) to name a few. With such massive and complex

bureaucratic structure present in the organization conflict and disagreements are

inevitable.
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B. Situation Analysis

Conflict according to The Foundation Coalition (n.d.) is a struggle or contest

between people with opposing needs, ideas, beliefs, values, or goals. Conflict is

defined as disagreement between individuals. It can vary from a mild disagreement

to a win-or-lose, emotion-packed, confrontation (Kirchoff and Adams, 1982). For

Robbins and Judge (2013) Conflict has three point of views within the

organizational context, namely traditional, interactionist and managed-conflict

views. Traditional view sees conflict as a deterrent to the organization and must

be avoided while the Interactionist perspective views conflict to be healthy and

absolutely necessary in the improvement of the organization and finally the

managed-conflict view rejects the idea of the previous views and claims that all

conflict must be resolved productively. Schemerhorn, Hunt and Osborn (2002)

classified two basic sides of conflict in any organization, Functional and

Dysfunctional. Functional conflict is where a conflict creates a positive impact in

the individuals, group and the organization. Conflict becomes functional when it

can bring important problems to the surface to be addressed carefully and chose

the right path of action. Dysfunctional conflict or destructive conflict works to the

individuals, groups, or organizations disadvantage. It diverts energies, hurts

group cohesion, promotes interpersonal hostilities, and overall creates a negative

environment for workers. Conflict can be dysfunctional if it paralyzes an

organization, leads to less than optimal performance, or, in the worst case, leads

to workplace violence. (Schemerhorn, et al., 2002) BLGD displays characteristics


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of dysfunctional conflict existing within the organization for variables such as time,

effort and money are wasted when administering conflict.

This paper is configured in accordance to the framework provided by the

instructor of the subject. First, the introduction and source of background of the

study. Second, alternative courses of action. Third, reflections and lessons

learned. This study only covers the organizational fabric of the Bureau of Local

Government and Development and the employees therein, also the period covered

of this study are fiscal year of 2016.

This paper aims to display the importance of conflict management and

resolution in the chosen organization. Overall, this paper would like to show how

conflict can affect the organization and how can it be utilized to be a vital key in the

progression of cohesiveness and diversity in the bureau. By imploring upon the

issue that is conflict the researcher wishes to exercise the different approaches

used in each particular aspect and by applying it to the organization. The

researcher is confident enough that the study can help the group in administering

of conflicts and can results to a productive consortium of change.

The Bureau of Local Government and Development (BLGD) experiences

conflict in a daily basis, whether it is an argument over a of document template or

a discrepancy on the file system management the BLGD has its share of issues

involving disagreements and arguments. Conflict has been habitual in the bureau

that variables such as time, effort and money are wasted through countless errs

that were the offspring of organizational conflict. The loss of vital resources due to

conflict proves that it is detrimental in fulfilling its functions efficiently. If conflict will
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continue to plague the bureau, then it will result to stress and anxiety amongst

individuals, which decreases productivity and satisfaction. (Luthans, 2011) Also if

conflict within the work area is left unresolved it can create lower morale and may

increase in turnover and also mistrust which hinders teamwork to get the job done.

(Bauer and Erdogan, 2009) Conflict in the BLGD is a problem that must be met

with a solution for it reduces productivity and cohesion between the personnel of

the organization and the two factors are vital in performing their duties as a

government institution. BLGD must turn it around and transform conflict into a

productive process to enable them to become an effective and responsible public

institution.

C. Problem Statement

A problem that the researcher observed is that the level of conflict in the

BLGD is unhealthy and often becomes a hindrance to the total progress of the

bureau. Conflict within the organization is a problem that the researcher sees as

top priority for no formal approach has been done before to address the problem

and if left unresolved can lead to the inefficiency and irrationality of the bureau.

D. Stakeholders Analysis

Managers has formal power that can be used in management of disputes

within the organization. Robbins and Judge (2013) defined formal power as power

based on an individuals position in an organization. In conflicts and


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misunderstandings, managers should recognize that unresolved prior conflicts

help set the stage for future conflicts of the same or related sort. Rather than try to

deny the existence of conflict or settle on a temporary resolution, it is always best

to deal with important conflicts so that they are completely resolved.

(Schemerhorn, et al., 2002)

Also managers can be prevent the success of the solution. Because of the

busy schedule of high ranking officials due to travels and meetings, the

availability and interaction of the top management to identify and accommodate

conflicts within the bureau can be minimal thus reducing the possibility of the

solution to succeed.

If the solution will be deemed successful, not only will it resolve problems

between conflicting sides but also provides proper knowledge for the top

management when handling conflict.

E. Goals and Objectives

Saylor Academy (2009) identified six causes of conflict within the

organization but for the purpose of this study only two causes will be used. First is

the communication. For Shortell and Kaluzny (2000) Communication is the

creation and exchange of understanding between sender(s) and receiver(s)


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(p.224). It is the medium used by individuals to help them be on the same track in

things. It becomes a source of conflict when there is a communication failure.

Communication failure happens when the sender does not convey the purpose or

the message, or provides too much information. (Shortell and Kaluzny, 2000)

Examples of communication failure in BLGD is when theres a misunderstanding

in meetings, orders and conversations, resulting to altered or wrong work outputs.

Second is the structure or task interdependence. Kondalkar (2007) defined

interdependence as a set of rules and requirements to determine how information,

materials and expertise will be shared between team members assigned to

interdependent tasks. Task interdependence is when the achievement of your

goals lie rest in the hands of others. (Robbins and Judge, 2013) It is considered to

be a problem affiliated with an organization with a bureaucratic nature.

Avoid selective perception. Communication in the organization must be

filled with trust and individuals must learn to believe what they see and avoid

personal biases when receiving information. Individuals must also learn how to

control their emotions when sending or responding to a communication (Ried,

2015) in such instances, we are most prone to disregard our rational and objective

thinking processes and substitute emotional judgments. (Robbins and Judge,

2013)

According to the article entitled What is Task interdependence? by

TaskManagementGuide.com, it sees that task interdependence has an increased

chance of conflicts between the tasks because of its overall structure of work
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becomes more and more complicated, with multiple levels and sub-levels. So in

order to avoid any conflicts between interdependent tasks as well as clarify roles

of team members, it is TaskManagementGuide.com recommends to create a team

organization charter which will highlight the following information:

Names of team members

Roles with details on key duties and responsibilities

Supervisor-subordinate relationships

Rules of sharing information, materials and expertise

Requirements for sharing information, materials and expertise

Reporting rules

A team charter can help to design a multi-level hierarchy of interdependent

tasks. Every task within such hierarchy is associated with an appropriate role and

linked to interdependent tasks. A team charter also lets you manage workload of

every team member through providing a clear illustration of assigned duties and

interdependent tasks.

F. Methodology

Qualitative approach was used in this paper. The researcher, as an intern

of the BLGD used participative observation and document review as means to

collecting data to accomplish the desired ends of this paper. An article written by

the Family Health International (n.d.) stated that participant observation is a


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qualitative method with roots in traditional ethnographic research, whose objective

is to help researchers learn the perspectives held by study populations. Qualitative


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researchers accomplish this through observation alone or by both observing and

participating, to varying degrees, in the study communitys daily activities.

Document review is a data collection method that analyzes a variety of existing

sources (e.g., documents, reports, data files, and other written artifacts) with the

intention of collecting independently verifiable data and information. (Witkin and

Altschuld, 1995) These method seeks to describe a prevailing condition, which in

this paper elaborated the conflict management and resolution in the Bureau of

Local Government and Development.


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CHAPTER II

ALTERNATIVE COURSE OF ACTION

A. Alternative Course of Action (ACA)

Schemerhorn et al. (2002) stated that there are two different approaches in

managing conflict and these are indirect and direct conflict management

approaches. Indirect conflict management deals with the avoidance of any

involvement with personalities, therefore managers and top ranking personnel

shall help mediate to resolve conflict. While the direct conflict management

approach highly involves personalities and emphasizes on cooperativeness and

assertiveness in the relationship.

ACA 1: Reduced Interdependence

Schemerhorn, Hunt, Osborn and Uhl Bien (2010) said that when work-flow

conflicts exist, managers can adjust the level of interdependency among units or

individuals. One of the sources of conflict in the bureau is the level of task

interdependency. There are three options when approaching the reduced

interdependence decoupling, buffering and linking pins. But for the purpose of this

study only decoupling shall be used. Decoupling is taking action to eliminate or


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reduce the required contact between conflict parties. In some cases, the units

tasks can be adjusted to reduce the number of required points of coordination.

Intervention by reducing contact and producing space for both personalities can

resolve conflict in BLGD for it can remove the burden of both sides when it comes

to task interdependency and enable them to work without the strain of conflicting

with individual goals. Although it can resolve conflict, it can also lead to duplication

and excessive resource allocation which means wasteful and expensive.

ACA 2: Hierarchical Referral

This indirect approach makes use of the chain of command for conflict

resolution. Here, problems are simply referred up the hierarchy for more senior

managers to reconcile. It can be applied to the current conflict dilemma in BLGD

for it is an epitome when it comes to hierarchical structures for it consist of various

division chiefs governing over a specific division and an assistant director and

director who supervises and controls the entire bureau. Although applicable, it

does not totally address the problems in the bureau since directors and division

chiefs are often on travels or events therefore, the availability of solution is unsure

and is not a concrete action for reoccurring conflict problems like in

communication.
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ACA 3: Collaborating

Is when parties in conflict each desire to fully satisfy the concerns of all

parties, there is cooperation and a search for a mutually beneficial outcome. In

collaborating, the parties intend to solve a problem by clarifying differences rather

than by accommodating various points of view. If you attempt to find a winwin

solution that allows both parties goals to be completely achieved, thats

collaborating. (Robbins and Judge, 2013) (p.453). The middle-ground style of the

action can work out for employees are more than willing to cooperate and do what

is best for the organization. It is based on a willingness to accept as valid the

interests of the other party whilst protecting one's own interests. Disagreement is

addressed openly and alternatives are discussed to arrive at the best solution.

(Food and Agriculture Organization, n.d) It although it shows an investment in time

and money, the results of the action would be far more valuable than what is

required.

B. Analysis of the Courses of Action

ACA 1: Reduced Interdependence

Reduced Interdependences strengths as an action is its on point in

addressing the problem and its root cause and also its plausibility for resolving task

interdependence conflict. Its weakness is the course of action in maintaining

distance and reduced contact by providing multiple documents and materials who
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are working on the same program. The bureau cannot afford to waste limited and

valuable resources.

ACA 2: Hierarchical Referral

Hierarchical Referrals strength is its ability to handle conflicts individually

and provides and in-depth analysis from superiors and the director. Its weakness

is that it may not provide true conflict resolution and fail to diagnose the real

problem since high ranking official tend to be away in a day-to-day basis.

ACA 3: Collaboration

Collaborations strength is it seeks for a common ground and mutuality to

those who are in conflict and can bring out the best solution for the problem and

grants satisfaction over everyones concern. Its weaknesses are its partial

satisfaction since both side would have to meet halfway and compromise to

achieve resolution thus gaining less than what a party wants. Of all the course of

actions covered in this study, collaboration uses a creative approach that takes the

most time and energy. (Conflict Management Techniques, n.d.)

C. The Chosen Course of Action

The researcher chose collaboration as the course of action to be

implemented in the BLGD for its nature that highly values personal goals and
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relationships. The bureau is very open to increase their productivity and flexibility

when it comes to organizational change and are willing to accept the process of

working together to come up with a win-win solution. By doing collaboration conflict

sources such as communication and task interdependence can be addressed fully.

The required time and money of the problem solving suggest that collaboration is

not a onetime activity but a deliberate process. For Kelly and Schaefer (2014)

collaboration is a process with associated behaviors that can be taught and

developed. It is a process governed by a set of norms and behaviors that maximize

individual contribution while leveraging the collective intelligence of everyone

involved. The bureau is more than ready for the cost of resolving conflict and is

able to cope with the changes conflict management brings to the organization. The

researcher used consensus building as the process in which the BLGD will

undergo, and collaboration approach will be utilized. It is a process where

stakeholders build consensus on actions to address specific problems. It is

commonly used in organizations that are bureaucratic and public in

nature.(Wikipedia, 2015) By using this process activities will mainly focused on the

concerned party but also involve all levels when it comes to conflict management

that will be helpful if conflict will arise in the future. The process of consensus

building will last for ten (10) days and will be involving all employees in BLGD.
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D. Action Plan of the chosen course of action

Activity Performance Responsible


Objectives KRA Timeline Budget
Strategies Indicator Person(s)
Stregthen Team Improv -Maximize Five (5) 120,000 -Camp
bond in Building e cooperation days Thousan Facilitators
groups camara and d pesos -High
and derie involvement Ranking
division and the between Officials
level of team
cooper -Instill
ation leadership in
betwee the divisions
n team involved
membe
rs
Educate Seminar Upgrad -Have total Three 85,000 -Consultants
personnel on conflict e the control and (3) days thousan -Resource
on the managem level of understandin d pesos speakers
pros and ent and underst g with
cons of resolution anding conflict
conflict when management
handlin and optimal
g resolution of
conflict the problem

To create Closed Improv -Fully hear Two (2) 45,000 -Director


cohesion door e out and days thousan -Assistant
between meetings internal understand d pesos Director
members commu every -Division
and nication concern and Chiefs
discuss and be able to
conflict task come up
problems interde with internal
internally penden solution for
ce every
betwee member of
n BLGD
individu
als
Total: Ten (10) 250,000
days thousan
d pesos
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E. Challenges and Solutions

Challenges Solutions

Team building can increase conflict Create entertaining ways to facilitate

due to the competitiveness and minimize

There can be little impact on oral Provide interactive seminars and

communication conflict consultations from third parties

(i.e. consultants/specialists)

Can result to larger conflict due to the High ranking officials shall mediate the

absence of an arbiter meetings


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CHAPTER III

REFLECTIONS AND LESSIONS LEARNED

Conflicts are inescapable in an organization. However, conflicts can be

used as motivators for a healthy change. Conflict resolution must aim at keeping

conflict at a level where various ideas and point of view are fully voiced but

unproductive conflicts are removed. In todays status quo several factors create

conflict; they may be communication noises, differing group and individual

objectives, competition for use of resources or differing viewpoints. Whats

important is all conflict must be resolved and integrated to result in efficient

achievement of organizational objectives


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References

A. Books

Bauer, T., & Erdogan, B. (2009). An introduction to organizational behavior.

Washington, DC, United States: Flat World Education Inc.

Kirchoff, N., & Adams, J.R. (1982). Conflict Management for Project Managers.

Drexel Hill: Project Management Institute.

Kondalkar, V.G. (2007). Organizational Behaviour. New Delhi, India: New Age

International (P) Limited, Publishers.

Luthans, F. (2011). Organizational Behavior: An Evidence-Based Approach, 12th

ed. New York, NY: McGraw Hill-Irwin Companies, Inc.

Robbins, S. and Timothy, J. (2013). Organizational Behavior, 15th ed. (p. 453).

One Lake Street, Upper Saddle River, NJ: Pearson Education, Inc.

Schermerhorn, J., Hunt, J., and Osborn, R. (2002). Organizational Behavior, 7th

ed. Rosewood Drive, Danvers, MA: John Wiley & Sons, Inc.

Schermerhorn, J., Hunt, J., Osborn, R. (2010). Organizational Behavior, 11th ed.

Rosewood Drive, Danvers, MA: John Wiley & Sons, Inc.

Shortell,. S.M. & Kaluzny, A.D. (2000). Health Care Management (4th ed.) (p. 224)

Albany, NY: Thompson Delmar Learning


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Witkin, B.R., & Altschuld, J.W. (1995). Planning and Conducting Needs

Assessments: A Practical Guide. Sage Publications, Inc.

B. Articles from Database

Kelly, K. and Schaefer, A. (2014). Creating a Collaborative Organizational Culture.

Retrieved from: http://www.kenan-

flagler.unc.edu/~/media/Files/documents/executive-development/unc-white-

paper-creating-a-collaborative-organizational-culture.pdf

Ried, M. (2015). Emotional Barriers to Effective Communication. Retrieved from:

http://www.livestrong.com/article/175905-emotional-barriers-to-effective-

communication/

Saylor Academy. (2009). Organizational Behavior. Retrieved from:

http://www.saylor.org/books/

Conflict Management Techniques (n.d.) Retrieved form:

http://www.personalityexplorer.com/freeresources/conflictmanagementtechnique

s.aspx

Conflict Management (n.d.) Food and Agriculture Organization of the United

Nations. Retrieved from: http://www.fao.org/docrep/W7504E/w7504e07.htm

Participant Observation (n.d.). Family Health International. Retrieved from:

https://assessment.trinity.duke.edu/documents/ParticipantObservationFieldGuide

.pdf
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Understanding Conflict and Conflict Management (n.d.) The Foundation

Coalition, Retrieved from:

http://www.foundationcoalition.org/publications/brochures/conflict.pdf

What is Task Interdependence? (n.d.) Retrieved from:

http://www.taskmanagementguide.com/glossary/what-is-task-

interdependence.php

Collaborative governance (2015) Wikipedia.org. Retrieved form:

https://en.wikipedia.org/wiki/Collaborative_governance
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Appendices
Vincent Rey A. Bernardo

Home Address: #401 Mesa St. Brgy. Mahabang Parang Binangonan, Rizal

Contact number: 09263598665

E-mail Address: vincentrey_bernardo@yahoo.com

Career Aims

To gain internship with a government agency that will provide interesting and new experiences that will broaden my
knowledge as a public administration student and to work with skilled government employees that will utilize my
skills.

Qualification Summary

Can successfully operate in a stressful, fast-paced, deadline-oriented environment


Possesses excellent organizational and presentation skills, good verbal and written communication
Eager to learn and responsible, able to adapt in different work environments and with different groups
Hardworking, practical and flexible
Education

Tertiary: Bachelor in Public Administration Polytechnic University of the Philippines, Sta. Mesa, Manila
(2013-present)
Secondary: Binangonan Catholic College, Libis, Binangonan, Rizal (s.y. 2008-2013)
Primary: Saint Francis of Assisi College System (SFACS) Holy Spirit, Taguig City (s.y. 2001-2008)

Seminars and Trainings Attended

Lingkod Bayan Series: A Closer look on the Disbursement Acceleration Program


Held at UP NCPAG Assembly Hall, UP Diliman
July 23, 2014

Is pork back? A review of the 2015 Philippine national budget


Held at UP NCPAG Assembly Hall, UP Diliman
Senator Panfilo Lacson
Resource Speaker
August 5, 2015

Kineo Leadership Camp Balangay: Journey of the Datus


Held at El Dorado Resort, San Mateo, Rizal
April 1-3, 2016
Profile

Born on June 15, 1997 | 18 years old | Filipino | Single | Roman Catholic | Languages spoken: English, Tagalog and
Visayan
Affiliations

Cirlcle of Public Administration and Governance Students | Member (2013-present)

Character References

References available upon request.


I hereby affix my signature to certify that the information I have provided Vincent Rey A. Bernardo
is true to the best of my knowledge.

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