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Bong Tadiwan founded a small radio manufacturing plant in EDSA in1991. This business grew to become one of the nation’s largest radio, TV, and appliance production companies. By 1999, its sales approached P300 million annually with 15000 employees and ten manufacturing plants. Throughout the company’s growth, the founder was its active, imaginative, and driving force. In earlier days, he knew every manager and worker and called them by their first names. When the company grew fairly larger, people still felt that they knew the founder and the president, and this strong feeling of personal loyalty helped make for the absence of a company union.
However, as the company prospered Bong Tadiwan worried that it was losing its “small company” spirit. He also worried that his philosophies and objectives were not understood by the employees and that duplications take place because of poor communication of company policies among workers, thus affecting the development and marketing of new products.
To solve the communication problem, he hired a director of communication who reported to him, and together, they utilized every communication device other companys use: bulletin boards in all the companys offices and plants; a revitalized house newsletter carrying news items from all company plants; a company manual for every employee giving significant information about the firm; profit-sharing scheme; company –sponsored courses on communication; monthly meeting at the main office for the top executives; annual three-day meetings of 1200 level managers and special committees to discuss company matter.
After much time, effort and expense, Mr. Tadiwan was disappointed to find that his problem of lack of communication and the loss of “small company” feeling still exist. In short, his measures failed significantly.