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Mar 27, 2014

Are you expecting a promotion?

Every employee has this inner desire within themselves to be promoted and be ahead with their contemporaries in their organization. However not everyone who desires to be promoted wants to work hard for that coveted promotion they simply take it easy. Then when they are not chosen they sulk and blame anyone but themselves.

Employees who want to be promoted must work for it; the best starting point is to work hard in their present job assignment. You work hard not because you’re expecting to be promoted you work hard because that is the right action to do. 

Every worker must work hard so that they could give equitable value to the salary that they receive from their organization. Promotion is a just reward for a person who works hard on his/her job. But there are also times that no matter how you work hard you are not chosen to be promoted. So what would you do? Will you sulk and be indifferent to your organization?

The proper attitude to have is to continue on working with zeal even if you are not chosen for promoting. You will always have a good karma once you choose to continue on working with passion no matter what the outcome of your desire to be promoted. 

Let us say that you continue to work with enthusiasm even if you were not promoted. Then it happened that there again was a window for promotion. So you aspired again and by this time you’re positively expecting that you will now bag the coveted promotion. However to your great dismay you were not chosen again even if you were the most qualified.

So what will you do now?

If you believe in yourself and you firmly believe in your competence, it’s high time to walk away from your present employment. Look for an organization that will value your hard work and competence by doing so you will eventually bag your long expected promotion! - Marino J. Dasmarinas

I conduct Lectures/Talks on Motivation, Leadership, Human Values and other Organizational Behavior topics.

 I conduct Lectures/Talks on Motivation, Leadership, Human Values and other Organizational Behavior topics. - Marino J. Dasmarinas

Mar 24, 2014

How to extinguish an undesirable behavior

Once upon a time there was a professor who had a group of favorite students. Whenever there was a recitation he would always call upon this select group of students. He was confident with them for the reason that whenever they were called they would always give a satisfactory answer. 

But as the days of his class were progressing he noticed also a sudden change on the behavior of his favored students. They started to behave abrasively they would react to every question even if the question was not meant for them to answer. So the professor thought of a strategy on how to stop their undesirable behavior.

During their succeeding meetings he did not anymore call on them during recitations. He also distanced himself from them whereas before he would easily open conversation with them. By doing this the professor sent a strong message to his former favored students that he means business and he doesn't want any misbehavior in his class. Soon enough their undesirable behavior stopped.

In an organizational setting a manager/leader deals with a lot of behavioral idiosyncrasies. There will be subordinates who would always try to get your attention as if to tell you that they know more than their co-employees. They know more than what you know and they would somehow try to dominate you. Once you fail to properly handle this kind of employees they would become a behavioral nightmare for you.

So what must you do as a manager/leader? Start by keeping your distance from them. If before there was no space that divides you; start by creating an invisible demarcation line so that they will know their limits and the proper respect that they must observe over you.

This doesn't mean that you will not be accessible to your subordinates anymore. It simply means that your subordinates must respect you because of the position that you occupy in your office.

There are employees who behave improperly because there are managers who doesn’t know how to stop their undesirable behavior. - Marino J. Dasmarinas

Mar 18, 2014

Shape the behavior of your subordinates

Mr. X is a newly hired employee in a manufacturing company. Being young and having recently finished his engineering course he virtually had no actual experience in his job. From time to time he would make little mistakes on the job but his boss saw something positive from Mr. X.

 So, instead of getting impatient with Mr. X whenever he commits little mistakes he would try to patiently teach him about the nitty-gritty of his job. After a month of patiently teaching Mr.X, he  could now competently do his job.

In the theory motivation there’s a topic called SHAPING this is understood as the perpetual application of constructive support to an employee until such time that he eventually reach the desired behavior envisioned for him by his organization.

Shaping is very important because this is where you could find those who have potential to help the organization grow. These employees are like diamonds in the rough that needs your patient shaping/contouring. So that they could eventually become brilliant employees that will brightly shine whenever you assign them.

However, to unearth this to be contoured subordinates you must also be patient with them. You should not judge them based upon your initial impression upon them.

Be patient with your subordinates mentor them for they are diamonds in the rough that needs to be shaped. - Marino J. Dasmarinas



Mar 13, 2014

How to deal with your problem employee/s

Do you have a problem employee in your organization?

Every organization has its own share of problem employee/s; name any organization and there is somebody who creates headache for their manager/leader.

How would you deal with this problem employee? Would you immediately impose punishment or you talk to him/her first? It’s no brainer that the best course of action to take is to talk to this problem employee/s first, for all you know he/she only needs attention.

Punishment must always be the last option for problem employees because the moment you impose punishment. You are actually planting the seeds of resentment in their hearts and this is best illustrated by this short story.

Mr. X is an HR manager in a private organization; like other HR managers he also has his own share of problem employees. But what makes him unique is this: He has never resorted to punishment to straighten out a problem subordinate. He always resorts to diplomacy and so far this method always bears fruit for him.

Why does he refuse to use punishment as a tool in disciplining erring employee/s? This was his short but insightful answer.

When he was a child he was always been subjected to corporal punishment by his retired military man father. Whenever he commits a wrongdoing there was always a corporal punishment immediately imposed upon him. 

But unknown to his father there was always resentment in his heart whenever he was punished. The trend of imposing punishment as a means to correct his breach of discipline continued for a quite sometime. until it reached a boiling point that he argued with his father until they nearly came to blows.

Punishment as a measure of discipline always has its limitations; it may work initially but the moment you impose punishment you are actually igniting the smoke of resentment in the hearts of your erring employees. Until such time that this smoke becomes a full blown fire that can destroy not only you but also the entire organization.

Always use diplomacy first in dealing with your erring employees for this is the best path to take. - Marino J. Dasmarinas

Mar 8, 2014

Human relations as an intrument of motivation

There’s a story of a couple who went to see a doctor, upon entrance to the doctor's clinic they were sternly interviewed by the secretary on the basic data of the patient. The patient was startled by the demeanor of the secretary and was thinking of backing out but she was prevailed upon by her husband to stay put since they were already in the clinic.

To make a long story short she was finally examined by the doctor then after the examination and without asking the patient if she wants to buy the medicine in his clinic, which was obviously overpriced. The doctor asked the secretary to give the patient his medicine and the total amount to be paid. As the patient was walking out of the clinic she said to her husband that she would never ever set foot on that clinic again.

What a display of poor human/customer relations! What a display of arrogance and lack of respect both by the secretary and the doctor and what a display of opportunism! Instead of motivating their patients to come back again they instead have thrown away a repeat customer or patient.

In an organizational setting, there are managers/supervisors who do not know how to exercise proper human relations towards their subordinates. They think that by virtue of the position that they occupy in the organizational hierarchy they would already be able to motivate their people. But it doesn’t work that way; managers/supervisors must know the basics of sincere human relations because this is one of the most effective motivational methods that they could employ towards their subordinates.

For example, instead of waiting for your subordinates to start a conversation to deepen your bond; why not start it yourself? It will not hurt your position as a boss if you’ll initiate little conversation with your people. It will even enhance your reputation as an approachable boss.

Instead of waiting for your people to smile at you when you cross paths in the office why not smile at them first? When you see your people in the hallways or in the canteen why not give them a soft tap on their shoulder or say hello to them for them to know that you recognize them.

These pointers are effective motivational tools that use simple human relations. Which will enhance your reputation as a people oriented leader/manager. And without you knowing it you already have a very motivated workforce simply because you used one of the simplest yet very effective motivational tool for your employees which is human relations.- Marino J. Dasmarinas

Mar 3, 2014

The best prepared organization will always survive

This year will bring us many organizational changes, these changes are inevitable this should happen for the organization to survive.  The change in manpower requirement is one, as the year matures we will see more technological advances. The work that is being done by your human resource will continue to be reduced not because there’s no work to do. This is rather brought about by the continuous advance of technology normally called computerization and automation.

For example in your accounting department; Twenty (20) years ago it was unthinkable to see that workers would be receiving their salaries/wages from ATM machines but it’s happening now. Almost all workers both from the government and private organizations receive their salaries thru banks courtesy of their ATM machines. Nobody would have thought about this innovation twenty years ago. Thus, this has resulted in the reduction of workforce in your accounting department.    

Twenty (20) years ago it was impossible for manufacturing organization to reduce the number of their production workers. Considering the fact that demand for their products were consistently on the up-trend due to the globalized economy. But the improbable happened there was reduction of workers not because of reduced demand. This was rather due to the computerization and automation of the manufacturing process.

This 2014, there will be more changes in the organizational landscape be it in private or government organizations. The reduction of workers due to computerization and automation will continue to move forward. And this will upset the human resource structure but this has to happen for this is part of modernization.

The best action to do therefore is to always be proactive rather than be reactive. And the best prepared organization will always survive these sudden changes in the organizational environment. - Marino J. Dasmarinas