The young managers' perceptions on the nature of their task and social relationships with their older subordinates

• Main Authors: Kasahara, Ma. Cindy D., Tobias, Chiqui S., Villaluz, Patricia Monica L.
• Format: text
• Language: English
• Published: Animo Repository 2001
• Online Access: https://animorepository.dlsu.edu.ph/etd_bachelors/17182
• Institution: De La Salle University

The primary focus of the study is to describe the young managers' perception on the nature of their task and the social relationships with their older subordinates in the broadcasting and advertising industries in Metro Manila. This study also identifies factors that favourably and unfavourably affect these relationships, as well as the strategies used by young managers in dealing with the unfavourable effects. A total of sixteen respondents, composed of eight young managers from the broadcasting companies and eight young managers from the advertising companies, were selected purposively. Young managers should be at least one generation younger than their older subordinates. Results revealed the pattern that young managers, executive and creative alike, assign more responsibilities to their young subordinates because of age, which emphasizes difference on health background of young subordinates and older subordinates. Results also revealed that interest also comes along with age, which affects the task relationship of young managers and their older subordinates because older subordinates are less interested in modern and contemporary art, which is highly necessary in their field. Lack of technical skills also affects their task relationship. Other than the two major factors, civil status, length of stay in the company, length of time being managers, social relationship, upbringing, and educational background also affects their task relations, favourably or unfavourably. The results also revealed that social relationship of young managers with their older subordinates is better than their task relationships, because, according to the results of the study, young managers relate with each of their subordinates regardless of age. This is an affect of how young managers were being brought up by their families. Other than this major factor, religion, distance of location of their residences, educational background, length of stay in the company, social status, and age also affects their social relationship, favourably or unfavouably. Young managers deal with the unfavourable effects by sending subordinates to trainings and seminars to improve their skills, and also, they are open to making certain adjustments through compromise and interpersonal communications.