An Analysis on China's Challenges Affected by the Russia-Ukraine War in Relation to the Territorial Claim of the West Philippine Sea

*Dr. Rodolfo John Ortiz Teope, PhD, EdD, DM

Introduction:

When the world woke up to images of tanks rolling into Ukraine in February 2022, it wasn’t just Europe that shuddered—it was every democracy standing beside a bigger, bolder, authoritarian neighbor. Thousands of kilometers away, in Southeast Asia, Filipinos couldn’t help but ask: Will China do the same to us in the West Philippine Sea?

This isn’t just a political or diplomatic question—it’s a human one. It’s a question of sovereignty, of safety, of everyday life in a region that has long lived with the uncomfortable truth: the sea that feeds us, shelters us, and defines our history is also a potential battlefield.

This essay explores how China is navigating the messy consequences of Russia’s war on Ukraine and what that means for its future actions toward the Philippines. Can the lessons learned from Kyiv prevent a conflict in Palawan? Can global sanctions slow down China’s ambitions? Is Beijing simply waiting and refining its strategy?

 

1. China’s Diplomatic Juggling Act: Friends with Putin, Business with the West

China didn’t invade Ukraine. But when Putin did, Beijing didn’t exactly slam the door shut either. Instead, they shook hands—just weeks before the first missile struck Ukrainian soil—with a declaration of a “no-limits” friendship. That move, symbolic and strategic, sent a chilling message to the West: two of the world’s most powerful autocracies were standing shoulder to shoulder (Lee & Zhang, 2023).

But China’s handshake with Russia was more complex than it seemed. On one hand, China benefits from cheap Russian oil and increased bilateral trade. On the other hand, China’s biggest trading partners remain the United States and the European Union—countries that viewed Russia’s invasion as a violation of everything modern diplomacy stands for (Huang, 2023).

Therefore, Beijing attempted to navigate a delicate situation. The country refused to call the situation an "invasion." It abstained from UN votes. It offered a peace plan in 2023 that, to much of the world, felt more like a performance than a solution (UN Watch, 2023). At home, China's state media echoed Russia's narrative, accusing NATO and Washington of pressuring Putin into war.

However, Xi Jinping and his team were aware, even in private, that they couldn't fully embrace Russia without facing potential economic repercussions from the West. They needed to keep the U.S. talking. They needed Europe to keep buying Chinese goods. And they absolutely needed to avoid becoming the next Russia on the sanctions list.

 

2. Beijing’s View of the World: Not Chaos, Just Transition

While the rest of the world saw the Ukraine war as a turning point—a shift back to Cold War tensions—China saw it as confirmation. To the Chinese leadership, this wasn’t a surprise; it was a signal that the U.S. was getting desperate to hold on to its fading power (Mendoza, 2024).

Even before the war, China’s foreign relations were souring. The COVID-19 pandemic had already frayed ties. Then came the U.S.-led AUKUS and the revitalized QUAD, grouping Australia, India, Japan, and the U.S. to challenge Chinese influence in Asia (Kuo, 2023).

All of this only confirmed Beijing's pre-existing belief that the West was attempting to contain China's rise.

And yet, China was careful. While it remained sympathetic to Russia, it also noted that many Global South countries didn’t join Western sanctions. India, Brazil, even some African states chose neutrality. This gave Beijing a sense of validation. If it ever found itself isolated, it would still have friends—or at least, partners who wouldn’t rush to condemn it.

 

3. West Philippine Sea: A Flashpoint That’s Too Familiar

Now, let’s bring it closer to home.

To most Filipinos, the West Philippine Sea is more than a map. It’s history, livelihood, and identity. China views the West Philippine Sea as an integral part of its "territorial integrity," unaffected by international law or the 2016 Hague ruling (Department of Foreign Affairs, Philippines, 2023).

The world sees parallels between Ukraine, a sovereign democracy, and the Philippines, which also faces similar challenges. The Philippines? The same. And like Putin, Xi has used history and national pride to justify his country’s territorial claims.

But here’s where it diverges.

Unlike Russia, China hasn’t invaded. Not directly. Not yet. However, Beijing has been actively assessing the situation. Literally. From harassment of Filipino fishermen to militarized islands and creeping installations, the signs are there. Then there’s the influx of Philippine Offshore Gaming Operations (POGO) and rising incidents of criminality tied to Chinese nationals. These aren’t coincidences. They’re soft tactics, meant to destabilize from within.

But Ukraine’s resilience and the West’s response may have given China pause. The logistical nightmare of crossing a sea, occupying islands, and dealing with a population that has tasted democracy—like the Filipinos—makes the risk far greater than it seems (Abella & Santos, 2024).

And there’s one more difference: the Philippines has the U.S. behind it.

 

4. Learning from War: Ukraine as China’s Strategic Case Study

The Chinese military has studied every move Russia made—and failed to make. The delayed offensives. The equipment failures. The morale collapsed. And they took notes.

China understands now that wars aren’t won with firepower alone. They need speed, control, and the element of surprise. If Beijing ever chose to invade, it would need to strike fast and finish faster—before the world could react. But even then, what happens next?

Ukraine showed that resistance doesn’t need tanks—it needs will. And the Philippines, with its archipelagic geography and decentralized communities, presents a guerrilla warfare nightmare. China also knows that U.S. intelligence, satellite surveillance, and cyber capabilities are top-tier. There would be no hiding (Xu, 2023).

Then there’s the economy. Russia got slammed with sanctions. Banks frozen. Oligarchs cornered. If that happens to China—an economy far larger and more embedded in global trade—the fallout could be catastrophic. China knows this. And it’s trying to build buffers: local supply chains, digital yuan, and trade with friendly nations. But decoupling from the U.S., Europe, and Japan? Not anytime soon.

 

5. Xi Jinping’s Personal Dilemma: Authoritarian Strength, Strategic Insecurity

Here’s the twist in China’s foreign policy: it isn’t just national. It’s personal.

Xi Jinping has concentrated power like no leader since Mao. He leads not just the party but also key commissions on military and foreign policy. That means fewer people to say “no.” Fewer chances for course correction. And more danger if he gets it wrong (Chan, 2024).

His reputation took a hit during China’s harsh COVID lockdowns, especially in cities like Shanghai. Economic growth has slowed. Youth unemployment is high. Social media, though censored, is restless. And then came Ukraine.

If Xi changes course too openly—pulls away from Russia, softens on the Philippines—it could be seen as weakness. But doubling down carries risk, too. What if Putin loses power? What if China faces real sanctions? What if a military move backfires?

In an era where diplomats are more aggressive than ever—earning the nickname “wolf warriors”—objectivity and nuance are harder to find in Beijing’s foreign ministry. Many bureaucrats now serve not policy, but politics. And it shows.

 

Conclusion: The Storm Is Not Here—But the Clouds Are Gathering

 

So where does this leave us?

For now, China is watching. Waiting. Learning. The war in Ukraine has not killed Beijing’s ambition, but it has slowed its timing. The lessons are too fresh, the risks too high.

But this doesn’t mean the Philippines can sleep easy. China hasn’t given up on the West Philippine Sea—it’s just changing tactics. It will use economic pressure, cyber influence, and political leverage before it fires a shot. And if it ever does, the decision won’t be just about territory—it will be about pride, history, and Xi Jinping’s legacy.

As Filipinos, we must understand that the threat is not theoretical. It is real. But so is our resolve. The best way to prevent conflict is not just to prepare militarily but to remain unified—politically, diplomatically, and emotionally—as a people.

Because in this new era of global power shifts, peace will not come from the silence of guns alone, but from the strength of nations that refuse to be bullied.

 

References

Abella, M. G., & Santos, R. L. (2024). The shifting sands of maritime security in the West Philippine Sea. Journal of Asian Strategic Affairs, 9(2), 88–107.

Chan, K. M. (2024). Xi Jinping and the personalization of Chinese foreign policy. Global Policy Review, 16(1), 33–49.

Department of Foreign Affairs, Philippines. (2023). On the 7th anniversary of the arbitral ruling. Retrieved from https://dfa.gov.ph/

Huang, W. (2023). China’s trade troubles deepen amid Ukraine conflict. South China Morning Post. Retrieved from https://www.scmp.com/

Kuo, R. (2023). Strengthening alliances: QUAD, AUKUS, and the new Indo-Pacific balance. Strategic Review of International Studies, 5(4), 123–139.

Lee, J., & Zhang, T. (2023). China’s strategic ambiguity on the Ukraine war. Asia-Pacific Foreign Affairs Review, 12(3), 97–112.

Mendoza, I. (2024). BRICS and the recalibration of global south diplomacy. World Order Quarterly, 18(1), 51–67.

Torres, L. D. (2024). ASEAN in the shadow of giants: Navigating US-China competition. Journal of Southeast Asian Diplomacy, 22(1), 73–90.

UN Watch. (2023). China’s 12-point Ukraine peace plan: Empty rhetoric or strategic ploy? Geneva Briefings, 14(5), 44–55.

Xu, Z. (2023). Economic self-reliance in the age of sanctions: China’s evolving strategy. Beijing Economic Journal, 7(2), 109–122.

  

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 *About the author:

Dr. Rodolfo “John” Ortiz Teope is a distinguished Filipino academic, public intellectual, and advocate for civic education and public safety, whose work spans local academies and international security circles. With a career rooted in teaching, research, policy, and public engagement, he bridges theory and practice by making meaningful contributions to academic discourse, civic education, and public policy. Dr. Teope is widely respected for his critical scholarship in education, management, economics, doctrine development, and public safety; his grassroots involvement in government and non-government organizations; his influential media presence promoting democratic values and civic consciousness; and his ethical leadership grounded in Filipino nationalism and public service. As a true public intellectual, he exemplifies how research, advocacy, governance, and education can work together in pursuit of the nation’s moral and civic mission.

VIEWS: 818K

Understanding Organizational Culture

 

by Dr. Rodolfo John Ortiz Teope

“I think as a company, if you can get those two things right — having a clear direction on what you are trying to do and bringing in great people who can execute on the stuff — then you can do pretty well.”– Mark Zuckerberg, CEO, Facebook

An organization's way of life characterizes the legitimate method to act within its dimension. This culture comprises of shared convictions and qualities set up by pioneers and afterward imparted and supported through different strategies, eventually molding worker insights, practices and comprehension. Organizational culture sets the setting for everything an endeavor does. Since ventures and circumstances change altogether, there is anything but a one-size-fits-all culture format that addresses the issues, everything being equal (Carpenter et al., 2010).

A solid culture is a shared factor among the best organizations. All have agreement at the top with respect to cultural needs, and those qualities center not around people but rather on the organization and its objectives (Filatotchev & Wright, 2005). Innovators in functioning organizations live their culture consistently and make a special effort to impart their cultural personalities to workers just as planned recently added team members. They are clear about their qualities and how those qualities define their organizations and decide how the organizations run.

The way in to a fruitful organization is to have a culture dependent on a firmly held and generally shared arrangement of convictions that are upheld by policy and tactical design. At the point when an organization has a solid culture, three things occur: Workers realize how top administration needs them to react to any circumstance, workers accept that the normal reaction is the appropriate one, and workers realize that they will be compensated for exhibiting the organization's qualities (Carpenter et al., 2010).

Businesses have a crucial job in propagating a solid culture, beginning with hiring and choosing aspirants who will share the organization's convictions and flourish around there, creating direction, preparing and execution the board programs that layout and support the organization's fundamental beliefs and guaranteeing that suitable rewards and acknowledgment go to workers who genuinely epitomize the qualities (Davis, 2009).

On the other hand, an ineffectual culture can cut down the organization and its administration. Unsatisfied workers, low turnover, helpless client relations, and lower benefits are instances of what some unacceptable culture can adversely mean for the primary concern.  For instance, consolidations and acquisitions of corporations are full of cultural issues (Filatotchev & Wright, 2005). Indeed, even organizational culture that have functioned admirably may form into useless culture after a consolidation. Studies has shown that two out of three consolidations fall flat due to cultural issues (Davidson, 2006). Mixing and rethinking the way of life, and accommodating the contrasts between them, construct a typical stage for what's to come. As of late, the quick implementation of consolidations and acquisitions has changed the manner in which organizations currently merge. The attention on consolidations has moved away from mixing culture and has advanced toward meeting explicit business targets. A few specialists accept that if the correct field-tested strategy and plan are set up during a consolidation, a solid corporate culture will grow normally (Davis, 2009).

         In a nutshell, organization as a rule must have a predominant method of valuing their workforce and job functions. An organization with a resilient group direction will in general put the workforce first when settling on choices and accepts that the workforce drive the organization's effectiveness and efficiency (Davidson, 2006). An organization with a solid responsibility direction will in general put errands and cycles first when settling on choices and accepts that proficiency and quality will propel organizational harmony and prosperity (Filatotchev & Wright, 2005).

 

References

 

Carpenter, M., Bauer, T., & Erdogan, B. (2010). Management principles, 1,1. https://2012books.lardbucket.org/pdfs/management-principles-v1.0.pdf

Davidson, J. P. (2006). Change management. Advantage Quest. https://www.worldcat.org/title/change-management/oclc/298441867

Davis, W. R. (2009). Executing change in the organization: the consultant's toolkit. Jossey-Bass.  http://ipac.library.sh.cn/ipac20/ipac.jsp?menu=search&aspect=basic_search&npp=10&ipp=20&profile=sl&ri=&index=ISBN&term=047040003X

Filatotchev, I., & Wright, M. (2005). The life cycle of corporate governance. Edward Elgar. https://ntu-sp.primo.exlibrisgroup.com/discovery/search?vid=65NTU_INST:65NTU_INST&sortby=rank&lang=en&query=any,contains,58454793

The Scientific Method of Management

by Dr. Rodolfo John Ortiz Teope

“In the past the man has been first; in the future the system must be first.” ― Frederick Winslow Taylor,

It is common knowledge that that numerous residents of Third World nations didn't have the pointlessness of conventional education, not to mention an evaluation of school instructional approaches. A share of the populace was in low-level occupations with insignificant training. The best system to keep steady work was not to do it excessively quickly, however barely enough to make the manager imagine that you were buckling down (Tsutsui, 2001). Many ideas that on the off chance that they worked more earnestly.  They would get requital for companions and colleagues that they may be putting somebody out of a task - this anyway was false. If an organization could decrease operations or errand time, it would have higher overall revenues. With higher overall earning comes the craving or desire to produce more, and the likelihood of take-home pay increases.  It would offer inspiration to the workforce, yet a feeling of achievement for working effectively (Taylor, 2020). ---Organizations would then be able to enlist more workers to increase the numbers in profitability thru efficient production and effective marketing.

The measuring process of a company to determine its probable output is getting the workforce and management to set all the other things to the side.  And work together to accomplish this shared objective of diminishing shortcomings, breaking assignments into sub errands and amplifying work responsibilities (Carpenter et al., 2010). Employees and management need to cooperate in a harmonious relationship to accomplish the most extreme success. It has been the perspective of numerous traditional managers that scientific management has nothing to do with helping a business grow. The old-school managers believe in getting a load of production by workforce for the minimum amount of wage.  This situation will make the workers have a mindset. Their hard work should be well-compensated, and that those greedy capitalists for whom they labor are entitled to a small share of the pie (Tunstall, 2015).  These are the observations through which the scientific management methods attempt to transform.  As a manager, it is an enormous task to transformed the perspective of a personnel predecessor.  A predecessor that does something terrible for every person to deliver positive results. However, much work could be every single day. It occurs when senior personnel demands the newly hired not to be incompetent (Taylor, 2020).

As per my experience as a political research management practitioner: The eradication of practicing soldiering the workforce would allow us to catch up on our immense amount of work that needs completion before the deadline.  Alongside it would also lessen the aggregate of overtime that some individuals put their trust in it.  I can describe what makes soldiering happen in a business organization. I had deployed people to conduct a survey and command computer programmers to encode statistical data.  Soldiering workers was the cause of fallacy, the defective systems of management, and the inefficient rule-of-thumb method (Tsutsui, 2001).   Foremost, I observe that an employee works to the best of their ability when they work against unwritten policies of the job. And the management behavior of being unaware of the definite measure of time comes next, and it takes to do certain undertakings or operational cycles. The workforce covers the deficiencies and able to act at a slashing pace. The inherent sluggishness of many human beings is no joke. Yet by a wide margin, the best abhorrent from which both laborers and managers are enduring is the orderly soldiering.  It is practically widespread under the entirety of the customary plans of the management. It results from a cautious report concerning the workers of what will advance their wellbeing. The last reason includes the dependable guideline technique or the rule of thumb method.  It happened when a workforce has effectively done the work or errand at a defined speed, operational rate, or a specific way (Taylor, 2020).  For example, 13 computer programmers must appraise a job output.  The feedback for undertaking that job could be 13 different ways. But, there is one avenue that would be the staunchest and most effective. And can be accomplished with the minimum extent of activities and in the shortest possible time. Hence, management must scrutinize these actions for the organized procedure for realizing the task completed. And with the minimum aggregate of movements and the highest degree of accurateness (Carpenter et al., 2010).  Applying scientific management and devising more teamwork between management and the workforce will benefit the company to accomplished ameliorate outcomes. Thus, helping in amplifying corporate earnings profitability and enhance corporate patriotism.

In conclusion, the company management must necessitate employing further effort in working for measurable productivity.  It will be a vital requirement to measure the accomplishment of the scientific management methods. The corporate men in executive suites need to support their workforce to accomplish their desired yield in the most well-organized fashion. The connection cultivates and succeeds if it is present in the workplace.  It is only then the genuine spirit of scientific management in operation can manifest its existence. Numerous corporate executives have reservations that this is even doable and viable doing that exertion of job efforts has to be done together at both points of the line (Tsutsui, 2001).    Hence, it will not be defined as work if it lacks the attribute of cooperation, perseverance, and hardship.

References

Carpenter, M., Bauer, T., & Erdogan, B. (2010). Management Principles, v. 1.1. https://2012books.lardbucket.org/books/managementprinciples-v1.1/index.html.

Tsutsui, W. M. (2001). Manufacturing ideology: scientific management in twentieth-century Japan. Princeton University Press. https://press.princeton.edu/books/paperback/9780691074566/manufacturing-ideology

Taylor, F. W. (2020). Principles Of Scientific Management. https://books.google.com.ph/books/about/The_Principles_of_Scientific_Management.html?id=z3m2CwAAQBAJ&printsec=frontcover&source=kp_read_button&redir_esc=y#v=onepage&q&f=false

Tunstall, T. (2015). Outsourcing and management: why the market benchmark will topple old school management styles. Palgrave Macmillan. https://senecacollege.primo.exlibrisgroup.com/discovery/fulldisplay?vid=01SENC_INST:01SENC&search_scope=MyInst_and_CI&tab=Everything&docid=alma997146864303226&lang=en&context=L

 

 

 

8 Signs She's a Gold Digger

*Dr. Rodolfo John Ortiz Teope, PhD, EdD, DM

Every man enjoys winning and dining with his partner. Romantic dinners, thoughtful gifts, and even occasional weekend getaways are part of the joy of being in a loving relationship. However, when materialism overshadows emotional connection, it becomes crucial to question whether love is truly the foundation of the relationship. If you find yourself suspicious that your girlfriend is more interested in your bank balance than your personality, you may be dealing with a gold digger—a person who engages in romantic relationships primarily for financial gain.

In the late 2000s, researchers began paying closer attention to the intersection of romance and economic motives. Studies during this period suggest that in an increasingly consumer-driven culture, relationships are sometimes viewed as strategic means of achieving financial security or upward mobility (Aronson, 2007; Hirsch, 2009). Here are eight warning signs, accompanied by psychological and sociological context, to help you understand the broader implications. 1. She Only Suggests Expensive Gifts, Trips, and Restaurants

If your girlfriend consistently recommends costly restaurants, designer shopping trips, or luxury vacations—and dismisses simple or meaningful gifts—this could be a sign of material-driven motives. A gold digger equates love with luxury and expects her partner to finance her lavish tastes. Consumer behavior studies from the late 2000s showed a cultural shift in relationship expectations, where material symbols—expensive jewelry, cars, or dinners—became more tightly linked to perceived affection and commitment (Trentmann, 2008). This makes it difficult for people to distinguish genuine connection from performative love fueled by money. 2. She Has Temper Tantrums When You Don’t Buy Her Things

Emotional manipulation is often employed by individuals who use relationships for financial gain. If your partner frequently becomes upset or sulky when you refuse to purchase something for her, this could signal entitlement rather than love. Such behavior reflects emotional immaturity and a transactional approach to affection.

According to Baumeister and Vohs (2007), emotional volatility in relationships is often a sign of imbalanced power dynamics. In gold digger scenarios, the one controlling the finances holds power, but the emotionally reactive partner may try to regain influence through guilt or manipulation. 3. She’s Overly Concerned About Your Financial Status

One of the earliest signs of a gold digger is an intense curiosity about your income, assets, or job title. While asking about someone’s career is normal in dating, persistent inquiries about your financial status or wealth markers early in the relationship may be a red flag.

Research by Hirsch (2009) notes that in a climate of economic uncertainty, some individuals engage in "strategic coupling," where the choice of romantic partner is heavily influenced by financial gain rather than emotional compatibility. 4. She Never Pays for Anything

Relationships are about mutual support and contribution. If your girlfriend never reaches for the bill, avoids contributing to shared expenses, or always assumes you’ll pay, it’s likely that she’s not emotionally or financially invested in the partnership.

Social exchange theory suggests that relationships flourish when both partners perceive a fair reciprocal exchange (Thibaut & Kelley, 1959, as cited in Baumeister & Vohs, 2007). When one partner continuously provides while the other only takes, resentment builds, and the relationship’s authenticity suffers. 5. She Feels Entitled to the "Good Life"

Gold diggers often carry an air of entitlement—expecting luxurious treatment without having earned it. This could include desires for new cars, designer wardrobes, or exotic getaways, often with no acknowledgment of the costs involved.

Aronson (2007) described this phenomenon as part of the "princess culture," where societal norms and media portrayals encourage women to equate worth with beauty and entitlement, often at the expense of self-reliance and partnership equity.

When this entitlement is unchecked, it leads to the expectation that others should fund a lifestyle they have not worked toward themselves. 6. She Heavily Relies on Others for Basic Needs

While it’s natural to help a loved one during tough times, there's a clear line between support and exploitation. If your girlfriend consistently relies on you (or others) to pay rent, buy groceries, or cover her debts, and shows no motivation to change her situation, this is cause for concern.

Hirsch (2009) identified a pattern of "dependency behaviors" in romantic relationships where one partner consciously or subconsciously exploits the other's resources. This not only strains the financial provider but creates an uneven emotional landscape where love is tied to monetary sacrifice. 7. She Lacks Career Aspirations

Ambition isn’t only about career success—it’s also about wanting to contribute meaningfully to a relationship. A girlfriend who avoids talking about career goals or education and has no plans to work or improve her circumstances might be using the relationship as a safety net.

This concern was echoed in a study by Trentmann (2008), which warned against the "commodification of relationships," where romantic involvement is seen as a shortcut to financial security rather than a partnership grounded in mutual respect. 8. She Tries to Trap You with a Pregnancy

This is one of the most alarming and manipulative strategies used by some gold diggers. If your girlfriend insists on unprotected sex and uses guilt tactics like "If you love me, you don't need a condom," she may be trying to create a long-term financial bond through pregnancy.

Worse still, some women may tamper with birth control or condoms in order to conceive without consent. This behavior isn’t just unethical—it’s a form of reproductive coercion.

According to Miller et al. (2007), reproductive coercion is a serious issue in modern relationships, involving behaviors intended to manipulate contraception use or pregnancy outcomes. It often stems from a desire to maintain long-term control over a partner or secure financial assistance through legal obligations like child support. Conclusion

Love should be based on mutual respect, emotional support, and shared goals—not monetary exchange. While it's natural to want to provide for someone you care about, it's important to ensure the affection is reciprocated in a meaningful way. The warning signs outlined above are not definitive proof that a woman is a gold digger, but they do serve as indicators that financial motives may be overshadowing genuine emotional intimacy.

As relationship norms continue to evolve in a consumer-driven society, it's vital to maintain healthy boundaries and openly communicate expectations. By staying aware and attuned to your partner’s behavior, you can ensure that your relationship is rooted in trust, not transactions. References

Aronson, P. (2007). Feminists or "Postfeminists"?: Young Women's Attitudes toward Feminism and Gender Relations. Gender & Society, 17(6), 903–922.

Baumeister, R. F., & Vohs, K. D. (2007). Social Psychology and Human Nature. Belmont, CA: Thomson Wadsworth.

Hirsch, J. S. (2009). A Courtship After Marriage: Sexuality and Love in Mexican Transnational Families. University of California Press.

Miller, E., Decker, M. R., Reed, E., Raj, A., Hathaway, J. E., & Silverman, J. G. (2007). Male partner pregnancy-promoting behaviors and adolescent partner violence: Findings from a qualitative study with adolescent females. Ambulatory Pediatrics, 7(5), 360–366.

Trentmann, F. (2008). Free Trade Nation: Commerce, Consumption, and Civil Society in Modern Britain. Oxford University Press

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 *About the author:

Dr. Rodolfo “John” Ortiz Teope is a distinguished Filipino academic, public intellectual, and advocate for civic education and public safety, whose work spans local academies and international security circles. With a career rooted in teaching, research, policy, and public engagement, he bridges theory and practice by making meaningful contributions to academic discourse, civic education, and public policy. Dr. Teope is widely respected for his critical scholarship in education, management, economics, doctrine development, and public safety; his grassroots involvement in government and non-government organizations; his influential media presence promoting democratic values and civic consciousness; and his ethical leadership grounded in Filipino nationalism and public service. As a true public intellectual, he exemplifies how research, advocacy, governance, and education can work together in pursuit of the nation’s moral and civic mission.

VIEWS: 2.24M

The Concept of Giving Feedback

 by Dr. Rodolfo John Ortiz Teope

“We all need people who will give us feedback. That’s how we improve.”– Bill Gates 

Feedback is a manner that necessitates relentless consideration. If there is something that needs to be comprehended, say it. The aspect of giving and receiving feedback is a topic that is very crucial nowadays. The contentions for pervasive truthfulness and unvarnished and unavoidable straightforwardness have a strut to the organizational members. As though, to infer that the fearless of us can confront these certainties with fierce confidence (Bencherki  & Cooren, 2013). Likewise, those of us who pull back at the consideration of going to work in an environment of persistent perceptiveness are sentence to patchiness. And as managers, we can observe our subordinates unequivocally in the eye and spread out their issues without flickering measure our managerial veracity (Nieuwenhuis, 2007).

The act of giving and receiving feedback is a skill. And like all skills, it takes preparation and run-through to make it beneficial. Hence, there is a need to remind ourselves why I am doing it. The rationale of giving and receiving feedback is to improve the organizational condition or the subordinate productivity by not being harsh, precarious, and offensive (Carpenter et al., 2010).  When I give feedback, the moral rule is to flinch off with a touch of positivity. This comfort lay the personnel at ease. It will also allow them to visualize what productivity looks like and what steps are needed to take next time to correct the blunders committed. I always end on implying motivation. Otherwise, they may feel downhearted and insignificant (Bencherki  & Cooren, 2013).

Be that as it may, best-case scenario, this engrossment with feedback is beneficial for remedying blunders and errors in the uncommon situations where the correct measures are established and can appraise accurately. Furthermore, it is lethal because what we need from our subordinates and ourselves is not a considerable observance to an approach settled upon ahead of time or, besides, the capacity to uncover every shortcoming. It’s that organizational members play a part in their peculiar distinctive and flourishing ability to a collective advantage, when that advantage is progressing, when we are, for all the veracious thoughts, crafting it upward as we move all along. Thus, feedback has nothing to bring to the table on that premise (Daellenbach et al., 2012).

At this premise! Managers and subordinates are human beings. Thus, it is vital to give importance to feedbacks. The personnel does not perform well when there is an individual whose intentions are ambiguous. It conveys to the members of the organization.  Where to stand? How does the personnel work? And what they must do to fix themselves? The organization produces qualitative and quantitative outputs.  No more than when the manager cares about subordinates express (Nieuwenhuis, 2007).  About their experience, viewpoint, and care for the organization. In particular, when they can make feedbacks within the organization that produces positive results.
 

References

 

Bencherki, N., & Cooren, F. (2013). Philosophy of Communication. Communication. https://doi.org/10.1093/obo/9780199756841-0123

Carpenter, M., Bauer, T., & Erdogan, B. (2010). Management principles, v. 1.1. https://2012books.lardbucket.org/books/management-principles-v1.1/index.html

Daellenbach, H. G., McNickle, D. C., & Dye, S. (2012). Management science: decision making through systems thinking. Palgrave Macmillan. https://www.worldcat.org/title/management-science-decision-making-through-systems-thinking/oclc/848394703/editions?referer=di&editionsView=true

Nieuwenhuis, M. A. (2007). The art of management. Art of Management. https://www.yumpu.com/nl/document/view/20129163/the-art-of-management-pdf-ewc-adviesgroep