Papers by Sherwin Joseph Felicidario
The Philippine Journal of Development Communication, 2015
The College of Development Communication, from its early years as the Department of Development C... more The College of Development Communication, from its early years as the Department of Development Communication under the College of Agriculture, had long been engaged in extension practice and education through the art and science of communication. Its many involvements over the years have brought to the fore experiences that can be crystallized into lessons worth sharing not only with fellow development communication practitioners but also and more importantly with everyone else who is involved in reaching out to the various stakeholders of the development process.
This paper chronicles CDC's major extension projects engaged in over the years by its faculty, REPS, and administrative personnel, with materials development and production as major component. In the process, it traces the change in the manner communication scholars and practitioners have viewed materials development and production-from the "large-volume approach" mostly dealing with production of materials that could cater to the "faceless mass" of recipients to the more focused approach of developing messages and materials for a specific segment of the population with pre-identified information needs.
The final part of the paper offers the essentials of materials development and production using the devcom way. These essentials are woven into a workable Framework of DevCom Los Baños Style of Communication Materials Development and Production.
The Philippine Journal of Development Communication, 2009
This paper highlights the role of communication to facilitate community participation in a develo... more This paper highlights the role of communication to facilitate community participation in a development initiative, coined by Bessette (2004) as participatory development communication (PDC). It reflects on this concept in one particular development context, that of natural resource management (NRM). Bessette (2004:9) defines
PDC as “a planned activity, based on the one hand on participatory processes, and on the other hand on media and interpersonal communication, which facilitates a dialogue among different stakeholders, around a common development problem or goal, with the objective of developing and implementing a set of activities to contribute to its solution, or its realization, and which supports and accompanies this initiative.” PDC is grounded on the assumption that participation “is the only road that may lead to development” (Bessette 2004:27), which first requires “the people’s conviction that they can change things for the better, their refusal to be the permanent victims of any situation, and the emergence of a sense of self-confidence”; and is “characterized by the process that is implemented to attain it: strengthening a community’s capacity to undertake initiatives to resolve concrete natural resource management problems, identifying and analyzing these problems, and deciding and implementing appropriate solutions” (Bessette 2004:17).
We may take these assumptions even farther and view communication as constitutive of the process of development. That is, even as Bessette (2004) notes the limits of PDC pointing out that financial and material resources, as well as political will, as development requisites are outside the scope of PDC, communication is the process in which the decision is made to invest such resources in development; as well as builds the necessary political will to support and take development action. From an ontological perspective, communication creates reality (Saludadez 2004), based on a social constructionist view of reality. Humans make events happen and bring things into existence out of communicating their thoughts and views. Communication is a meaning making process where multiple meanings and realities emerge, just as development is multi-faceted.
The Philippine Journal of Development Communication , 2015
This research analyzes how the Shoreline Kabalikat sa Kaunlaran, Inc.”s (SKKI’s_ enterprise infor... more This research analyzes how the Shoreline Kabalikat sa Kaunlaran, Inc.”s (SKKI’s_ enterprise information system (EIS) as a technological intervention has changed its organizational communication. As a descriptive study, it made use of interviews and review of documented reports about EIS and SKKI.
The SKKI board of directors (BOD) and staff were involved
in the development and implementation of its EIS. They
went through the following stages: assemble the planning
team; define the scope and objectives; define the methodology; present the project and get approval; define the processes and functions; design and develop the system; and implement the EIS. There were mostly face-to-face communication among the BOD, consultants, and developers of the EIS all throughout the development stages. The implementation of EIS brought about changes in the organizational communication of SKKI. While communication contents were the same before and after implementation of EIS, changes in communication patterns and organizational structure were observed. The modes of interaction shifted from dominantly face-to-face to mixed communication that now includes mediated interaction. Upward direction of communication also emerged in marketing activities. Furthermore, the use of EIS, combined with other available technologies like mobile phones and email, introduced the concept of virtual work in SKKI. Work was being accomplished at different times and different places through the use of multiple information and computer technologies. Most of the perceived strengths of EIS focused on having brought about efficiency of organization communication activities such as in records management, marketing (online presence), efficiency in payment transactions, and correspondence. Limitations, on the other hand, dealt on access to the EIS. Since EIS is mainly demand-driven or need-based, the support from top management, availability of infrastructure, capacity-building, and openness to embrace the technology need to be addressed to maximize and sustain EIS’ potential in strengthening organizational communication.
Keywords: organizational communication, enterprise information system, management information system, information and communication technologies(ICTs)
5th World Conference on Media and Mass Communication 2019, 2019
This study was conducted to determine the extent of participation of the community facilitators o... more This study was conducted to determine the extent of participation of the community facilitators of Yaman Dagat (a school-on-the-air program) in the development of the radio series. Specifically, the study aimed to find the extent of participation of the community facilitators during the pre-production, production, and post-production phase. Yaman Dagat is a school-onthe -air program which aims to teach financial literacy to the fisherfolk of Surigao del sur, Philippines. Guided by Jules Pretty’s Typology of Participation, focus group discussions were conducted with community facilitators of Cantilan and Cortes, Surigao del sur. Gathered data were transcribed and then analyzed through open coding and thematic analysis. Through these, the extent of participation during the three phases of production were determined. It was identified that during the pre-production phase, the participation of the facilitators falls under the third level, which is the participation by consultation. Meanwhile, their participation during the production and post-production phases fall under passive and functional participation respectively. Generally, their level of participation is relatively low. Recommendations for different types of initiators (e.g., project leaders, policy makers) were proposed such as conducting a needs analysis to identify issues to be addressed in future trainings and workshops and drafting a policy to provide incentives to communities that will able to mobilize their people to participate. Other frameworks can also be used for this study, and the extent of participation in the development of a program in other media can be explored since this study focuses on a radio series only.
ASEAN Journal of Open and Distance Learning, 2017
This study determined the effect that the school-on-the-air programme, "Hanep Gulay", had on the ... more This study determined the effect that the school-on-the-air programme, "Hanep Gulay", had on the participants through their retention and adoption of the information. A self-administered retention test and a researcher-administered adoption test were handed out to 27 students in Majayjay, Laguna; eight of which participated in the focus group discussion. Results of the study showed that the retention and adoption of the information from "Hanep Gulay" were low to moderate. Many students had recalled information from the 'Atsarang' Papaya (pickled Papaya), as one participant said her own knowledge may have helped her remember the information; a minority recalled information from the Garlic Flakes episode. Many students had a low level of recall as some participants missed the discussion of the lessons as they arrived late to the watching area. More than half of the students adopted the information from the 'Atsarang' Papaya episode, while a minority adopted the information from the Garlic Flakes and Candied Squash episodes as the focus group participants considered them useful and can be disseminated to others. To improve their retention and adoption of the information, the students suggested the conduct of follow-up visits, continuation of the programme on television, involvement of more popular hosts, speaking at a slower pace, and improving the audio quality of the productions.
This quantitative study sought to determine the impact of feedback dimensions on police officers’... more This quantitative study sought to determine the impact of feedback dimensions on police officers’ performance in crime reduction and security system in Laguna, Philippines. Survey questionnaire served as the primary research instrument. Data were analyzed using descriptive statistics such as frequency counts and percentages, regression using dummy variables, and supplementary details from KII. Findings of this research could provide guidelines for the LPPO in planning the organization’s program for crime reduction and enhancement of security system. The consistent practice of feedback exchange among police officers to increase crime solution efficiency in Laguna is recommended.
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Papers by Sherwin Joseph Felicidario
This paper chronicles CDC's major extension projects engaged in over the years by its faculty, REPS, and administrative personnel, with materials development and production as major component. In the process, it traces the change in the manner communication scholars and practitioners have viewed materials development and production-from the "large-volume approach" mostly dealing with production of materials that could cater to the "faceless mass" of recipients to the more focused approach of developing messages and materials for a specific segment of the population with pre-identified information needs.
The final part of the paper offers the essentials of materials development and production using the devcom way. These essentials are woven into a workable Framework of DevCom Los Baños Style of Communication Materials Development and Production.
PDC as “a planned activity, based on the one hand on participatory processes, and on the other hand on media and interpersonal communication, which facilitates a dialogue among different stakeholders, around a common development problem or goal, with the objective of developing and implementing a set of activities to contribute to its solution, or its realization, and which supports and accompanies this initiative.” PDC is grounded on the assumption that participation “is the only road that may lead to development” (Bessette 2004:27), which first requires “the people’s conviction that they can change things for the better, their refusal to be the permanent victims of any situation, and the emergence of a sense of self-confidence”; and is “characterized by the process that is implemented to attain it: strengthening a community’s capacity to undertake initiatives to resolve concrete natural resource management problems, identifying and analyzing these problems, and deciding and implementing appropriate solutions” (Bessette 2004:17).
We may take these assumptions even farther and view communication as constitutive of the process of development. That is, even as Bessette (2004) notes the limits of PDC pointing out that financial and material resources, as well as political will, as development requisites are outside the scope of PDC, communication is the process in which the decision is made to invest such resources in development; as well as builds the necessary political will to support and take development action. From an ontological perspective, communication creates reality (Saludadez 2004), based on a social constructionist view of reality. Humans make events happen and bring things into existence out of communicating their thoughts and views. Communication is a meaning making process where multiple meanings and realities emerge, just as development is multi-faceted.
The SKKI board of directors (BOD) and staff were involved in the development and implementation of its EIS. They went through the following stages: assemble the planning team; define the scope and objectives; define the methodology; present the project and get approval; define the processes and functions; design and develop the system; and implement the EIS. There were mostly face-to-face communication among the BOD, consultants, and developers of the EIS all throughout the development stages. The implementation of EIS brought about changes in the organizational communication of SKKI. While communication contents were the same before and after implementation of EIS, changes in communication patterns and organizational structure were observed. The modes of interaction shifted from dominantly face-to-face to mixed communication that now includes mediated interaction. Upward direction of communication also emerged in marketing activities. Furthermore, the use of EIS, combined with other available technologies like mobile phones and email, introduced the concept of virtual work in SKKI. Work was being accomplished at different times and different places through the use of multiple information and computer technologies. Most of the perceived strengths of EIS focused on having brought about efficiency of organization communication activities such as in records management, marketing (online presence), efficiency in payment transactions, and correspondence. Limitations, on the other hand, dealt on access to the EIS. Since EIS is mainly demand-driven or need-based, the support from top management, availability of infrastructure, capacity-building, and openness to embrace the technology need to be addressed to maximize and sustain EIS’ potential in strengthening organizational communication.
Keywords: organizational communication, enterprise information system, management information system, information and communication technologies(ICTs)
This paper chronicles CDC's major extension projects engaged in over the years by its faculty, REPS, and administrative personnel, with materials development and production as major component. In the process, it traces the change in the manner communication scholars and practitioners have viewed materials development and production-from the "large-volume approach" mostly dealing with production of materials that could cater to the "faceless mass" of recipients to the more focused approach of developing messages and materials for a specific segment of the population with pre-identified information needs.
The final part of the paper offers the essentials of materials development and production using the devcom way. These essentials are woven into a workable Framework of DevCom Los Baños Style of Communication Materials Development and Production.
PDC as “a planned activity, based on the one hand on participatory processes, and on the other hand on media and interpersonal communication, which facilitates a dialogue among different stakeholders, around a common development problem or goal, with the objective of developing and implementing a set of activities to contribute to its solution, or its realization, and which supports and accompanies this initiative.” PDC is grounded on the assumption that participation “is the only road that may lead to development” (Bessette 2004:27), which first requires “the people’s conviction that they can change things for the better, their refusal to be the permanent victims of any situation, and the emergence of a sense of self-confidence”; and is “characterized by the process that is implemented to attain it: strengthening a community’s capacity to undertake initiatives to resolve concrete natural resource management problems, identifying and analyzing these problems, and deciding and implementing appropriate solutions” (Bessette 2004:17).
We may take these assumptions even farther and view communication as constitutive of the process of development. That is, even as Bessette (2004) notes the limits of PDC pointing out that financial and material resources, as well as political will, as development requisites are outside the scope of PDC, communication is the process in which the decision is made to invest such resources in development; as well as builds the necessary political will to support and take development action. From an ontological perspective, communication creates reality (Saludadez 2004), based on a social constructionist view of reality. Humans make events happen and bring things into existence out of communicating their thoughts and views. Communication is a meaning making process where multiple meanings and realities emerge, just as development is multi-faceted.
The SKKI board of directors (BOD) and staff were involved in the development and implementation of its EIS. They went through the following stages: assemble the planning team; define the scope and objectives; define the methodology; present the project and get approval; define the processes and functions; design and develop the system; and implement the EIS. There were mostly face-to-face communication among the BOD, consultants, and developers of the EIS all throughout the development stages. The implementation of EIS brought about changes in the organizational communication of SKKI. While communication contents were the same before and after implementation of EIS, changes in communication patterns and organizational structure were observed. The modes of interaction shifted from dominantly face-to-face to mixed communication that now includes mediated interaction. Upward direction of communication also emerged in marketing activities. Furthermore, the use of EIS, combined with other available technologies like mobile phones and email, introduced the concept of virtual work in SKKI. Work was being accomplished at different times and different places through the use of multiple information and computer technologies. Most of the perceived strengths of EIS focused on having brought about efficiency of organization communication activities such as in records management, marketing (online presence), efficiency in payment transactions, and correspondence. Limitations, on the other hand, dealt on access to the EIS. Since EIS is mainly demand-driven or need-based, the support from top management, availability of infrastructure, capacity-building, and openness to embrace the technology need to be addressed to maximize and sustain EIS’ potential in strengthening organizational communication.
Keywords: organizational communication, enterprise information system, management information system, information and communication technologies(ICTs)